Kathmandu Sustainability Report 2017

SUSTAINABILITY
REPORT 2017
kathmandu.co.nz
kathmandu.com.au
kathmandu.co.uk
kathmanduoutdoor.com

Original.
Sustainable.
Engineered.
Adaptive.
These four principles are the
foundation of every piece that
carries the Kathmandu logo.
They’re the basis of the questions
we ask ourselves throughout the
design and manufacturing process.
We were born in New Zealand
—a breathtaking country where
isolation breeds innovation and
the hunger to explore.
For 30 years we have designed
gear to endure the rugged
landscapes of our homeland, and
to outfit the adventurous spirit of
our people.
With Kiwi ingenuity, and an open
mind, we continuously adapt our
gear to endure different weather
conditions, diverse terrain and the
ever-changing needs of travellers.
We act with people and the planet
in mind—from the creative minds of
our designers to the careful hands
of our suppliers, to the backs of our
customers all around the world.
We believe that adventure begins
when you pack your bag.
We are Kathmandu.
OUR
STORY
Easter in Queenstown, New Zealand, 2016
SUSTAINABILITY REPORT 201732SUSTAINABILITY REPORT 2017INTRODUCTION

Ranked #2 in the outdoor
and sports category 2017
Textile Exchange Preferred
Fibres and Materials report
B+ in the Ethical
Fashion Guide
supporting
workers’ rights
Partnered with
bluesign
®
to
eliminate harmful
chemicals
OUR TOP 10
SUSTAINABILITY
HIGHLIGHTS
Won the Banksia ‘Large
Business Sustainability
Leadership’ award and
two APC awards
Increased sustainable
cotton from 59% to 74%
74
%
8.5 million bottles of water saved
8.5
M
899kg of clothes donated
to Red Cross Shops
899
kg
Increased recycling rate
from 69% to 72%. 106 stores
now recycling polybags
Recycled 3.9 million plastic
bottles into our gear
3.9
M
Launched our 5 Green Star
AU Distribution Centre
5
INTRODUCTIONSUSTAINABILITY REPORT 201754SUSTAINABILITY REPORT 2017

CHAIRMAN’S
& CEO’S REPORT
As Kathmandu celebrates our 30
th

anniversary this year, we’ve had a
chance to reflect on how we’ve
evolved as a company. This report
demonstrates how our aspirations for
sustainable practice have matured
over the last three decades.
As a travel and adventure brand, we
feel a great responsibility of caring for
our planet. We’re not in it alone. Our
industry is actively working together
to influence change and we are proud
to be a part of the global progress.
In FY 2017, we were honoured to
receive the Banksia Large Business
Sustainability Leadership Award,
recognising the commitment and
focus across our team. We were also
acknowledged by the Textile
Exchange ranking our business
second globally in the outdoor and
sports category of the Preferred
Fibres and Materials 2017 Report.
We are pleased to have expanded our
soft plastics recycling programme to
106 of our stores as we progress
towards our zero-waste-to-landfill
target. We have also expanded our
customer engagement programmes
and community investments.
This year, as in previous years, people
have been at the heart of our journey
to be a responsible corporate citizen —
from taking an active role in the
personal development of our team
members to protecting the rights of
every person in our supply chain.
CONTENTS
8Our Journey
Since 1987, we’ve been building a culture of sustainability and now we’re
starting to think even bigger.
16Our Suppliers
Looking after the people in our supply chain is our number one priority.
We’re evolving a new approach to how we do it.
26Our Products
The materials we choose make a big difference to our impact. We’ve made
big strides this year in sustainable textiles.
44Our Footprint
Operational efficiency supports environmental sustainability. First we
measure and then we act.
52Our Community
Connecting our communities, customers and causes we care about. Our
strategy focuses on three ways to improve people’s lives.
62Our Team
The three pillars of our People Plan are helping us develop a safe, engaged
and high performing team.
XAVIER SIMONET
CHIEF EXECUTIVE OFFICER
DAVID KIRK
CHAIRMAN
SUSTAINABILITY REPORT 201776SUSTAINABILITY REPORT 2017INTRODUCTION

OUR
JOURNEY
First Australian
store opened
1987
First New Zealand
store opened
1991
50 stores
total
2007
Kathmandu was
publically listed
2009
100 stores
total2009
Launched our Sustain
the Dream plan
2010
Released our first
sustainability report
2012
150 stores
total
2014
Launched our international website
and wholesale partnerships2016
Kathmandu was recognised with
the Large Business Sustainability
Leadership award in Australia —
Banksia Foundation
2017
30
Years of
OUR JOURNEY
Summit Club member Bob McLaughlan in
the South Island of New Zealand for our
2007 Winter catalogue shoot.

We’ve done a lot of growing up in the last 30
years. What would it take for us to move beyond
sustainability towards being a business that puts
back more than it takes out?
Big dreams like these can only be achieved if
everyone plays a part. We’ve been building a
culture of sustainability that helps everyone
understand the impact of their role—from the
factory pressures caused by a late purchase order
to the waste we produce every day. At the same
time, our Sustain the Dream strategy provides a
framework for measuring impacts and driving
change across the organisation.

HOW WE KNOW WHAT’S IMPORTANT
To understand our impacts and prioritise our
action, we look to our stakeholders. They
consistently tell us that human rights in the
supply chain should be our top priority. This year,
we’ve evolved our approach in this area—putting
more emphasis on openly building capability
instead of the cat-and-mouse game of auditing.
We undertake detailed assessments and surveys
every two years to identify and understand
social and environmental impacts, rather than
material issues, but the communication is
ongoing. We have regular conversations with our
customers on social media and through our
customer service channels. This year, we saw a
spike in concern about microfibres and this
prompted us to develop clearer communications
about how we understand this problem and
what we can do about it.
INDUSTRY AND INTERNATIONAL FOCUS
Sometimes, our impacts are not front of mind
for our customers. But that doesn’t mean they
are not important. Industry partners give us
other tools for understanding our impacts. The
Higg Index, a suite of self-assessment tools
designed by the Sustainable Apparel Coalition
with its roots in the outdoor industry, helps
brands understand their impacts. It showed us
that chemical management is an area we
should focus on. The apparel industry accounts
for 25% of global chemical use. Yet this was not
at the tops of our customers’ minds.
To reduce our chemical impact, we partnered
with bluesign
®
, an independent organisation
that guides brands toward better chemistry. We
see it as part of our role to educate team
members and customers about these less-
obvious impacts.
Because sustainability is all about making a
difference, collaboration is the key to driving
industry-wide change. We work with others in
our industry — even our competitors — in our
mission to use business to drive change.
Our top five material issues have a strong focus
on people and are closely aligned to the United
Nation’s Sustainable Development Goals. This
report looks closely at the progress we’ve made
this year in these five issues: workers’ rights,
product innovation, operational footprint,
community engagement and team
development.
For further information on how we engage with
our stakeholders and prioritise our environmental
and social impacts, please visit
www.kathmandu.co.nz/corporate-responsibility/
reports-and-policies
OUR JOURNEY,
SINCE 1987
What would it
take for us to
move beyond
sustainability
towards being a
business that
puts back more
than it takes out?
Kathmandu ambassador Tim Jarvis
uses adventure to raise awareness
for environmental issues.
Our 1991 catalogue cover features
a boat navigating the pack ice of
Mowbray Bay, Antarctica.
Testing hiking gear on the
Tongariro Crossing in 2002.
The 1994 catalogue commemorated
the 100 year anniversary of the first
summit of Mount Cook in 1894.
A customer hikes through Fox
Glacier in New Zealand.
Credit @brandoyelavichexplorer
We’ve partnered with the Australian
Himalayan Foundation since 2012.
10SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201711INTRODUCTION

BETTER
TOGETHER
Our partnerships with industry
associations help us measure
and improve our own progress.
We’re also able to better work
towards global solutions to
the challenges faced in our
industry. Our partner
organisations are like
specialist coaches. They guide
our strategy and train us to
perform better. They pull us up
if we go astray and give us the
tools we need to stay on track.
OUTDOOR INDUSTRY
ASSOCIATION
We participate in OIA’s
Sustainability Working Group, a
collaborative platform of more
than 300 outdoor brands and
suppliers working together to
identify and implement better
business practices.
TEXTILE EXCHANGE
Our membership with the
Textile Exchange supports our
materials strategy, we also
participate in the Preferred
Fibres and Materials report.
“The global supply chain
of apparel is complex
and interconnected.
The power of the OIA
Sustainability Working
Group is bringing
outdoor companies
together to share
learnings and find
solutions as an industry.”
BETH JENSEN
SENIOR DIRECTOR OF SUSTAINABLE
BUSINESS INNOVATION AT THE
OUTDOOR INDUSTRY ASSOCIATION
SUSTAINABLE APPAREL
COALITION
Membership to the SAC gives
us access to the Higg Index
modules. We’ve been using the
index since 2014 which
supports our sustainability
strategy. The index guides us
on the environmental and
social impacts of our products
and how we can improve.
BLUESIGN
®

Our bluesign
®
system
partnership supports our
chemicals management
programme, materials
and products so that
they are environmentally
and socially friendly.
CARBON DISCLOSURE
PROJECT
We submit an annual
report to the CDP which
supports our carbon
measurement and reduction
programme. We scored a B
for our 2016 report.
FAIR LABOR ASSOCIATION
We’ve been members of the
FLA since 2014. This
organisation supports our CSR
strategy on our pathway to
accreditation and ultimately
protecting workers rights in our
supply chain.
ENVIRO-MARK SOLUTIONS
Our membership with
Enviro-mark Solutions helps us
to measure our carbon
footprint as well as facilitating
carbon offsetting projects.
OUTWARD BOUND
We have been partners with
Outward Bound since 2005
to enable growth through
outdoor experiences with
our staff, customers and
young people.
AUSTRALIAN PACKAGING
COVENANT ORGANISATION
We submit an annual report
to the APC which supports
our packaging and waste
strategy. Our 2017 report was
our highest score, 4.7 out of 5.
GREEN BUILDING
COUNCIL OF AUSTRALIA
Our membership with the
GBCA supports our green
building program. We also
work in collaboration with
this organisation in trialling
new projects.
HIMALAYAN TRUST OF NZ
We have recently partnered
with the Himalayan Trust to
further improve outcomes
in education, health and
sanitation in Nepal.
AUSTRALIAN HIMALAYAN
FOUNDATION
We have been partners with
the AHF since 2012. We work
with the AHF to support
communities in Nepal, the
nation that inspired our brand.
AUSTRALIAN RED CROSS
We have been partnered with
Australian Red Cross since
2011. We support their
humanitarian work and
emergency responses.
NEW ZEALAND RED CROSS
We have been partnered with
New Zealand Red Cross since
2011. We support their
humanitarian work and
emergency responses.
12SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201713OUR JOURNEY

New Zealand
Samoa
Ireland
Germany
UkraineNetherlands
Greece
Bulgaria
Serbia
Papua New Guinea
Turkey
Timor-Leste
Tanzania
Zimbabwe
Macedonia
Namibia
Costa Rica
Peru
Nicaragua
Spain
Israel
South Korean
NigeriaSomalia
Italy
Denmark
France
U.K.
India
Iran
Pakistan
Chile
FijiVanuatu
Guatemala
Nepal
Cambodia
Afghanistan
Argentina
Canada
U.S.A.
China
Russia
Japan
Taiwan
Phillippines
Vietnam
Laos
Indonesia
South Africa
Australia
Team Nationalities
Manufacturers
142
FACTORIES
IN CHINA
8
FACTORIES
IN VIETNAM
7
FACTORIES
IN TAIWAN
1,419
SPONSORSHIP
APPLICATIONS
214
FREE GEAR
RECIPIENTS
Community Partnerships
Materials Sourcing

STORES
Operations
47

STORES
1

OFFICE
1
DISTRIBUTION
CENTRE
NEW ZEALAND
1

OFFICE
1
DISTRIBUTION
CENTRE
116
AUSTRALIA
OUR
WORLD
Antarctica
SUSTAINABILITY REPORT 20171514SUSTAINABILITY REPORT 2017INTRODUCTION

OUR
SUPPLIERS
First Australian
store opened1987
First Chinese
supplier2001
First Vietnamese
supplier
2001
First Taiwanese
supplier2002
Scored a ‘B’ in the
Ethical Fashion Report
2015
First Indonesian
supplier
2016
First Nepalese
supplier
2016
Started to audit
our factories 2012
Published our supplier
Code of Conduct
2014
Joined Fair Labor
Association
2014
Scored a ‘B-’ in the
Ethical Fashion Report
2016
2017
Scored a ‘B+’ in the
Ethical Fashion Report
30
Years of
OUR SUPPLIERS
Nepalese women knitting our Khusi
beanie in Bhaktapur, Nepal.

Our customers, shareholders,
partners and team members agree —
looking after the people who make
our products is the most important
thing we can do to be a responsible
company.
Corporate social responsibility is a
clunky term and it means different
things to different organisations. At
Kathmandu, it’s simple. Our CSR
team is committed to protecting
human rights and improving
conditions for workers through our
supply chain. To achieve that, we’re
evolving our approach to one that is
less about risk management and
more about transparency and
partnership.

FROM AUDITING TO
UNDERSTANDING
Our new approach is to move away
from cat and mouse towards
transparency and understanding. We
achieve this in a number of ways.
Firstly, by segmenting our supply
chain, we categorise our suppliers
according to the severity of their
problems and our ability to influence
them. If we have influence we will
take the opportunity to work with
suppliers to solve problems. But when
there is a supplier with severe
problems and an unwillingness to
improve, and we don’t have any
influence or ability to facilitate
change, our best bet is probably to
walk away.
We’re aware that leaving a factory
impacts the people who work there
too, so how we leave is also important
— we can do it in a way that has
minimal impact on workers.
Secondly, we adjust audit scores to
put greater weight on the values that
are most important to us such as
integrity, honesty and openness. By
investing more in those suppliers who
are transparent about their
challenges, we believe we can do
more good for the workers.
Lastly, we are prioritising the
challenges. “We can’t solve all of the
problems at once,” says Corporate
Social Responsibility Manager Gary
Shaw. “So we have to focus on
addressing those issues that we can
immediately impact.”
PEOPLE FIRST
Evolved management approach builds
on brand values.
AUDITS HAVE LIMITS
Auditing factories has been the main
method that companies around the
world have used to measure conditions
in the supply chain. But after several
decades, it’s clear that, on their own,
audits have failed to improve the lives
of workers in global supply chains. Too
often, they simply promote a game of
cat and mouse between the auditors
and the suppliers. The audit is not
designed to identify or address the root
causes of issues or prevent them from
occurring again.

ON THE ROAD TO FLA
ACCREDITATION
For the last four years Kathmandu has
been on the journey towards
accreditation with the Fair Labor
Association (FLA). Our new approach
to working with suppliers is in line with
the best practices and
recommendations of the FLA.
For more information on our Supplier
Code of Conduct, please see:
www.kathmandu.co.nz/corporate-
responsibility/reports-and-policies
RESPONSIBLE PURCHASING
This year, we have also been working
on a responsible purchasing policy.
The policy outlines the responsibility
we have as a brand to ensure that we
are not putting duress on our
factories through delays to the
development process and that we are
working to best buying practices.
Delays during the development
process can mean that factories have
less time to produce the product,
which can lead to excessive overtime
work and subcontracting.
“It’s in our interest to get this right,”
says Group Product Operations
Manager Tara Strangwick. “Robust
supply chain management and the
implementation of initiatives like the
responsible sourcing policy will benefit
us not just from a CSR perspective
but also from a quality and business
process perspective.”
To ensure the success of our
responsible purchasing initiative we
are including policy requirements and
key performance indicators in all job
descriptions with purchasing
responsibilities.
40
TOTAL
AUDITS
2
UNANNOUNCED
AUDITS
35
100
SUPPLIERS
HOURS
corrective action plans
training office staff
2
EXITS
equaling 5% of total
suppliers
95
%
of support office staff
employees trained
Our suppliers
2017
100
% NEW
SUPPLIERS
screened using social
criteria
8.5
YEARS
average tenure with
suppliers
140
TOTAL
SUPPLIERS
B+ in the
Ethical Fashion
2017 Report
Workers sewing DriFill Down Jackets at a
supplier in Shenzhen, China.
18SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201719OUR SUPPLIERS

In our mission to improve conditions
for workers, hearing and listening to
their voice is critical.
Unions and collective bargaining give
workers in many parts of the world a
voice. But 85% of our suppliers are in
China, where collective bargaining is
almost unheard of. This means we
need other tools.
One common practice is interviewing
workers at their workplace as part of
any audit, but this doesn’t usually
result in honest communication and
feedback.
We currently have an email account
where workers anywhere in our global
supply chain can contact us. This
channel of communication hasn’t
worked — we’ve received zero emails
in the last three years.
So we’re trying something new. We
are developing a communication
channel for workers on the social
media platform, WeChat, to meet
workers where they are and to give
them an anonymous way to report
problems.
We’re including a QR code on our
Code of Conduct to be displayed in
the workplace so that workers can
easily connect by scanning the code
into their mobile phone. This new
communication channel will also
allow us to conduct anonymous
worker surveys in addition to in-
factory interviews. This gives us a way
to truly measure change — and find
out what initiatives are actually
making a difference in the lives of
those who make our apparel and
equipment.
BEYOND THE AUDIT
This year we have partnered with
Elevate Limited, a new social
compliance partner that has a wealth
of experience in capacity building and
worker empowerment. We will still
use audits but with the understanding
that they are just a snapshot in time
and provide us with a baseline from
which to target improvements.
We will encourage supplier ownership
by empowering them to create their
own corrective action plans (CAPs)
and then work in partnership to resolve
them. In addition we will support
them with targeted eLearning and
training modules that specifically
address the challenges they are facing.
We’ll be working with suppliers to help
them understand how these
improvements can also make their
companies more profitable with better
staff retention and improved efficiency.
Protecting vulnerable workers is a job
that is bigger than any one single
brand. To make progress, we have to
work together. This year, we contacted
some of our outdoor industry peers
and engaged with them as supply
chain partners. With one supplier, we
worked with Columbia Sportswear, REI
Co-op and MEC to do one audit
instead of four. This is more cost
efficient for each of us, but it also
helps relieve ‘audit fatigue’ for the
supplier, freeing them to spend more
solving the problems.
We’ll continue to look for ways to
collaborate with brands to reduce the
pressure of audits on our suppliers.
We also worked with eight other
international brands this year to help
educate workers and managers about
the importance of contributing to
Social Insurance in China. It’s a
complex problem, exacerbated by
migrant workers finding it difficult to
contribute or access social insurance
when they shift provinces. Workers on
low wages are not motivated to invest
part of their pay into this government
scheme, but without contributions,
they are not eligible for the benefits,
like healthcare and retirement income.
By sharing the costs with eight other
brands we were able to implement an
education programme that will help
increase payments and protect more
workers.
EMBRACING OUR
COMPETITION TO
ACHIEVE MORE
CASE STUDY
In our mission
to improve
conditions for
workers,
hearing and
listening to
their voice is
critical.
We’ll continue to
look for ways to
collaborate with
brands to reduce
the pressure of
audits on our
suppliers.
WORKERS’
VOICE
Breaking ground with
a WeChat grievance
mechanism.
Workers in Shanghai sewing the women’s
hooded pullover.
We partnered with Columbia Sportswear
to educate workers and managers about
the importance of contributing to
Chinese Social Insurance.
20SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201721OUR SUPPLIERS

By employing Nepalese knitters to create our
Khusi beanie, we’re helping them find
independence in a region where women are
still struggling to match the literacy and
employment rates of men.
It was important that we didn’t let the feel-
good nature of this project wash over the
details of our supply chain accountability. The
beanies were knitted in small home and
community-based groups but then sent to a
factory for final touches and packaging. This
factory had never been audited by an overseas
company, so we sent auditors in and they did
find some issues of non-compliance as we
expected. A corrective action plan (CAP) was
agreed on to ensure that the entire project has
integrity and those working at the factory are
also empowered and protected.
KHUSI BEANIE
A hero product of our winter 2017
range was a beanie that combines
our product development with our
community work.
We carried out 40 audits this year. In
10 of those, we found significant
incidents of non-compliance with our
code of conduct. We followed up on
eight of these by issuing corrective
action plans and ongoing
remediation efforts. For the other
two, we ended our relationship.
Despite the high costs involved in
exiting a supplier, the decision was
made to exit one factory because,
even after two years of failed audits,
we hadn’t seen any change in
attitude. Without a willingness to
improve, it is hard to continue to
work with a factory that has very
different values.
The second exit was because the
audit found forced labour. We had
little influence in this facility and
again the supplier was unwilling to
cooperate. Although forced labour is
common in the apparel industry,
especially in areas where there are
lots of migrant workers, this is a deal
breaker for us. We passed on the
details to other brands who use the
same supplier and who have greater
leverage to insist on change.
AUDITS RESULT IN
TWO EXITS
CASE STUDY
“Without a willingness to improve, it
is hard to continue to work with a
factory that has very different values”
TARA STRANGWICK
GROUP PRODUCT OPERATIONS MANAGER
22SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201723OUR SUPPLIERS

GARY SHAW
At his interview for the job of
Corporate Social Responsibility
manager, Gary Shaw was clear about
his role. “If you’re looking for someone
to simply minimise your risk, don’t hire
me. But if you want to make an
impact as a business, I’m your man.”
Gary holds a masters degree in third-
world economic development, and is
particularly passionate about issues of
exploitation and injustice. He originally
imagined working for the UN but
instead followed a childhood dream of
being a police officer and then a
detective in the New Zealand Police.
Gary took a leave of absence from
the police to gather evidence required
to rescue people from human
trafficking and prosecute those
responsible. He went undercover and
used a false identity. Four years later,
he came home with enough
experience to write a book, and then
started his own anti-human
trafficking non-profit organisation.
Gary brings his skills for getting to the
heart of a problem and his passion for
defending human rights to his role at
Kathmandu. In his first eight months,
he’s already using his experience to
shake up the company’s CSR
approach in a way that will drive
more tangible improvements for
workers.
“Knowing how vulnerable so many
people in the world are, I really feel
there is an exciting opportunity for a
great Kiwi company like Kathmandu
to drive change.,” says Gary. “Human
rights is our single most important
issue as a brand—and that’s because
people matter.”
TEAM PROFILE
Kathmandu now has two full-time people dedicated to improving
conditions in the supply chain. Here’s a look at how they got here and
why they care.
“Human rights is
our single most
important priority
as a brand—and
that’s because
people matter.”
GARY SHAW
CORPORATE SOCIAL
RESPONSIBILITY MANAGER
In early 2017, we visited a factory in
China and asked to look through
the books. The factory produced a
flawless set of books and our
auditor was suspicious that these
records were falsified.
“Some companies have zero
tolerance and this leads factories
to cook the books,” says Corporate
Social Responsibility Manager Gary
Shaw. “In this case, we explained to
the factory managers that we’re
not looking for perfection, we’re
looking for honesty and
transparency.”
The translators explained this to the
factory manager and eventually he
re-emerged with a completely
different set of books.
“Suddenly, we had a relationship,”
Gary says. “With that trust, we
could move away from us being
the policeman and them trying to
get away with something. Now
that they understand our values,
we can work together to help the
factory to improve.”
PUTTING VALUES
INTO ACTION
CASE STUDY
CSR manager Gary Shaw pointing to
our code of conduct with one of our
Chinese suppliers.
24SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201725OUR SUPPLIERS

OUR
PRODUCTS
First Australian
store opened1987
First NZ
store opened1991
Started recycling plastic
bottles into our gear1994
Licence agreement
signed with GORE-TEX
®
1998
Became Fairtrade
licensee2013
Joined the Better
Cotton Initiative2015
100% Responsible
Down Standard2016
Bluesign
®

partnership2016
Canopy
partnership
2016
Committed to Responsible
Wool Standard2016
Recycled 3.9 million
bottles into fabric2017
30
Years of
OUR PRODUCTS
Summit Club member Bob McLachlan on
the way to Muller Hut in Aoraki Mt Cook
National Park.

This year we became
members of the
Textile Exchange. In
2016 they ranked us #2
in the outdoor sports
category for how we
integrate preferred
materials into
business operations.
SUSTAINABILITY REPORT 201728
TRADE OFFS
When comparing the impacts of different
materials, there’s no easy answer.
Our priority of preferred materials:
Which material is the most
sustainable? Down or synthetic?
Cotton or viscose? Polypro or wool? If
there was an easy answer, our job
would be simple.
“All materials have trade-offs and
there are no easy answers,” says
Kathmandu Textile R&D and
Responsible Material Manager Manu
Rastogi.
Life cycle impact assessments tell us
that about 85% of the impact of a
product comes from the material we
choose. So it’s important to look
closely at each material’s impact on
climate change, water use, pollution,
and resource depletion.
Our approach is to analyse materials
according to the size of their impact
and how much influence we can
have. We’ve ranked them in order of
importance into a list that we call
our Preferred Fibres and Materials.
“It’s a fluid list,” says Manu. “It
changes according to global impacts
and customer feedback as well as our
internal priorities as our business
evolves.”
The Preferred Fibres and Materials
strategy at Kathmandu has three
main pillars: lead, connect and
inform. Leadership is all about
driving innovation and setting the
bar high. Connection is a strategy for
building partnerships with suppliers
and with our industry peers in order
to find solutions that are viable for
the entire industry at scale. Inform
means being transparent about what
we’re doing and where we are in the
journey. It’s also about
communicating with customers to
help them make good choices.
“Material solutions targeting ocean
plastics” has been added to the list
this year at number eight. This is
looking at how our materials choices
can prevent plastics ending up in
oceans or even develop products that
remove plastics from oceans with
recycled plastic components.
Microfibres also sit in this section.
The problem of tiny fragments of
polyester clothing ending up in
oceans has become more important
over the last year. This material
problem might sit higher in the list,
but as a relatively new problem,
there aren’t many clear solutions yet,
so our ability to influence it is lower
than some of the others.
At the end of the day, we are
motivated by the finite nature of our
world. Raw materials are limited, but
the pressures on those raw materials
continue to increase.
“If we don’t make changes, we will
not have enough resources for both
food and clothing,” says Manu.
1. Responsible Down
3. Sustainable Cotton4. Bluesign
®
Approved Fabrics/Trims
5. Responsible Wool
6. Material Solutions
Targeting Water Saving
7. Preferred Man-
Made Cellulosics
8. Material Solutions
Targeting Ocean Plastics
2. Recycled Polyester
At the end
of the day,
we are
motivated
by the finite
nature of
our world.
28SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201729OUR PRODUCTS

EVERYDAY
RESPONSIBILITY
Responsible down has become business as usual.
We reached the summit, but the journey is far
f r o m ove r.
Last year, we achieved our goal of
100% of our down being certified by
the Responsible Down Standard. This
standard, which was developed by
global non-profit, the Textile Exchange,
is a way to make sure the down in our
products comes from birds that have
been treated well—that means no live
plucking or force feeding. It means the
animals have enjoyed the five
freedoms of animal welfare.
The RDS certification is gaining
traction. There are now 400 million
birds under farm certification to the
RDS. This is up from 150 million birds
last year.
We can’t go beyond 100%, but our
journey is not over.
The work continues with our suppliers
too. We will always need to monitor
our supply chain, which includes
farmers but also processors, agents
and slaughterhouses. It’s a process of
continual engagement and education.
“When we visit these farmers, they are
so glad to meet us,” says Manu. “They
are interested to hear about how their
product is being used, who is wearing
these products. We can talk to them
about what customers expect and
connect and build trust. It’s important
that we aren’t completely relying on
the standard.”
RECYCLED
SYNTHETIC
INSULATION
As we start our journey toward more
sustainable synthetic insulation, we’re already
one-third of the way.
When it comes to warmth for weight,
nothing beats down. On expeditions
where these two factors are make or
break, there really is no other choice.
We like down because it’s a natural
product and one that is a waste
material from goose farming.
Most synthetic alternatives require
more extraction of petrochemicals,
but when we can use recycled
polyester, we can offer a sustainable
alternative to down that will work in
all but extreme circumstances.
Already, 33% of our synthetic
insulation is recycled and also
bluesign
®
approved, which means it
has been manufactured in a way that
is safe for the environment, safe for
workers and safe for consumers.
Because recycled polyester is number
two in our priority of preferred
materials, we are constantly looking
for new innovations in the area of
recycled insulation and working on
ways to increase its use in our ranges.
Polartec Alpha and Primaloft Silver
Eco are two types of insulation in our
range. Both use more than 50%
recycled content and are bluesign
®

approved. Using tiny fibres with
pockets of air to trap heat, these
synthetic insulation options are a
great leap forward for sustainable,
synthetic insulation.
“They are
interested to
hear about how
their product is
being used.”
MANU RASTOGI
TEXTILE R&D AND RESPONSIBLE
MATERIALS MANAGER
of our synthetic
insulation is recycled
& bluesign
®
approved
33
%
Manu visiting one of our down suppliers in
China, RDS certification in the background.
SUSTAINABILITY REPORT 20173130SUSTAINABILITY REPORT 2017OUR PRODUCTS

Kathmandu was founded 30 years ago, when fleece
was just hitting the scene as a great-leap-forward
in materials technology. Compared to wool, it was
amazingly light and warm and quick-drying—all
revolutionary attributes for outdoor enthusiasts.
Kathmandu quickly became the largest user of
Polartec fabric in the Southern Hemisphere. In 1994,
after a decade of development by Malden Mills in
the USA, Kathmandu launched Ecofleece, a recycled
fleece fabric.
A 1996 Kathmandu catalogue declared that
“wearing an Ecofleece garment makes a statement
of your awareness and concern for the environment.”
Today, polyester has outstripped cotton to become
the world’s most in demand fabric—there is currently
twice as much demand for polyester compared to
cotton and the gap is growing steadily.
With limited fossil fuels available to feed this
demand, and a mounting mountain of post–
consumer plastic waste, recycling is the obvious
a n s w e r.
Global demand is reflected here at Kathmandu,
where polyester is our number one fibre in terms of
use. So shifting from virgin to recycled polyester is
an important part of our materials strategy.
For the last few years, we’ve been measuring the
number of plastic bottles we recycle in our
garments.
In 2016, we aimed to recycle 1 million bottles.
We beat our target by 20% to get to 1.2 million.
So we set our sights higher. Our FY2017 goal was
2.5 million bottles. And our actual was a whopping
3.9 million. Next year, we’re upping the ante again.
Our 2018 goal is to recycle 5 million plastic bottles
into products.
Unifi, who makes our Repreve recycled polyester,
was named fibre producer of the year at the 2016
World Textile Awards.
RECYCLED
POLYESTER
We’ve been recycling plastic
bottles into products for 23
years. This year, we recycled
almost 4 million bottles.
plastic bottles recycled into product in 2017
3.9
MILLION
Summit Club member Bec Cotton,
who has a PHD in sustainability, wears
the new Earthcolours Hoodie at a recent
shoot in Japan.
32SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201733OUR PRODUCTS

100% IS IN SIGHT
We’re more than two-thirds of the way towards our
goal of sourcing 100% sustainable cotton by 2020.
Cotton is a great natural resource but
conventional cotton production has
serious environmental and social
consequences. The cotton industry is
responsible for 24% of the world’s
insecticide use and 11% of pesticides.
We’re on track to meet our goal of
sourcing 100% sustainable cotton by
2020. This year we reached 74% — up
from 59% last year.
We source a mix of organic, Fair Trade,
recycled and cotton sourced through
the Better Cotton Initiative (BCI) to
make up our sustainable cotton mix.
BCI makes up the largest part of this
portfolio. BCI is a global initiative that
aims to find more sustainable solutions
for farmers, for the environment and
for the future of the sector.
Kathmandu is one of the top 10 Better
Cotton retailers when measured as a
percentage of total cotton
consumption.
The BCI programme began
implementation in 2010. By the 2015-16
season, it had reached 1.5 million
cotton farmers across 23 countries in
five continents. Better Cotton was
grown on 3.4 million hectares of land,
accounting for 12% of global
production.
BCI’s results show that in the 2015-16
season, BCI farmers in India used an
average of 9% less pesticides whilst
achieving 20% higher yields than those
not using BCI techniques. These results
really are better — better for farmers,
better for the environment.
The initiative aims to have 5 million
farmers producing 8.2 million metric
tonnes of Better Cotton by 2020.
That’s around 30% of global cotton
production. Organic cotton, by
comparison, makes up around 1% of
global cotton production.
59
2014
%
59
2016
%
74
2017
%
100
2020
%
38
2015
%
Our sustainable
cotton journey
49
%
BCI
18
%
Organic
5
%
Fairtrade
2
%
Recycled
Sustainable
cotton breakdown
Cotton harvesting at a Fair Trade cotton
farm run by our supplier Pratibha Syntex
in India.
74
%
SUSTAINABILITY REPORT 20173534SUSTAINABILITY REPORT 2017OUR PRODUCTS

It’s not hard to understand why clean
water is important. The United
Nations says, “Water is at the core of
sustainable development, healthy
ecosystems and human survival.” It is
complex because it is linked to
everything — from food production
to climate change to human health
to war.
More than a billion people currently
live in water-scarce regions, and by
2025 an additional 3.5 billion people
may be affected.
The UN’s Sustainable Development
Goal 6 calls for improved water
quality and water-use efficiency
by 2030.
“We’re aware that water is one of the
world’s biggest environmental
priorities — so we’re making it one of
our priorities, too,” says Kathmandu
Textile R&D and Responsible Materials
Manager, Manu Rastogi.
The textile industry is not only one of
the largest polluters but is also one of
the largest consumers of water and
energy. The industry has high levels of
wastewater discharge, about 600
litres of wastewater per kg of textile
on average. It is estimated that
around 25% of the chemical
compounds produced world-wide are
used in the textile industry and it also
takes up to 40,000 litres to irrigate
the cotton to maturity and provide
finishing for 1 kg textile (Asano and
Visvanathan, 2001).
We’ve identified some areas where we
can start reducing water use and will
continue to grow our water-saving
measures over the next five years.
H
2
OPE
The textile industry is a big water-user so
innovations here can make a big difference.
Fairtrade supplier wins
award for water savings
Pratibha Syntex is our supplier of Fairtrade
products. It is a vertical textile manufacturer,
meaning it employs everyone from farmers
right through to garment sewers. It works
with 30,000 farmers and 7,000 employees to
deliver garments to global apparel brands
from more than 20 countries. The business is
built around sustainable practices all the way
through the supply chain.
Based in India, Pratibha’s owners, employees
and families have faced an intensifying water
crisis for more than a decade. The company
decided that business-as-usual was not an
option and they began to develop water-
efficient farming practices, fabric production
and manufacturing. Along the way, they
have also been able to support economic
development for thousands of farmers and
workers.
Last year, Pratibha reduced fresh water
consumption by 14% and total water
consumption by 21%.They did this by using a
raft of measures from moving to drip
irrigation, using low-water dyeing processes,
installing water meters on all equipment, re-
using water onsite and re-capturing steam.
They are on track to reduce their dependence
on water by a further 1 billion litres, which will
reduce risk for at least 30,000 farmers and
their families.
Pratibha’s work was recognised in 2015 by a
Global Award in Sustainable Apparel (GLASA).
Water-saving dyeing process
Ecoya is a nylon fabric dyeing process that puts the colour in at
the beginning to save water. The pigment is added to the
polymers before the yarn is spun. So you have coloured yarn and
no need to dye the fabric.
Traditional dyeing methods require an inefficient process that
applies colour to the surface of the fibre after it is produced. This
is water and energy intensive.
The result is big savings on water, energy and CO2 emissions.
And, because the yarn is dyed all the way through, this Ecoya
process also improves the colour fastness of the garment.
Ecoya has been introduced this year into some of our travel shirts.
We also use solution dyeing in our Polypro baselayer range.
Recycled cotton: from factory scraps
to customers’ backs
Recycolor cotton is the latest addition to our sustainable cotton
line-up. It’s biggest win is water savings, says Kathmandu Textile
R&D and Responsible Materials Manager, Manu Rastogi.
“Cotton’s biggest environmental impact is water use,” says Manu.
Cotton uses water in growing, production, and dyeing.
Conventional dyeing has other negative effects too. In China,
where around 65% of the world’s clothing is produced, the World
Bank estimates 17 to 20 percent of industrial water pollution
comes from textile dyeing and treatment.
To make Recycolor cotton, scraps are gathered up from factory
cutting tables, sorted by colour, and then fed into huge stripping
machines that break the fabric back down into their original fibres.
These broken-down fibres are usually too short to spin, so they are
mixed with virgin cotton to create a stronger finished yarn. The
resulting fabric has a distinctive marle-look that needs no dyeing.
The recycled cotton portion of Recycolor fabric uses about 70%
less water.
“Water is at the
core of sustainable
development, healthy
ecosystems and
human survival.”
THE UNITED NATIONS
Fair Trade worker at Pratibha Syntex in India.
*based on 500ml bottles
bottles worth of fresh water saved in 2017*
8.5
MILLION
3736SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 2017OUR PRODUCTS

THE UNSEEN PLASTIC
POLLUTION PROBLEM
Tiny plastic fragments from clothes have been found in oceans all
around the world. What we can do about it is not yet clear.
Microfibres are tiny fragments of
fabric (smaller than 5mm) that shed
from clothing when it’s washed. They
are so small that many of them are
not caught by washing machines or
wastewater treatment filters and so
they end up in rivers, lakes and,
eventually, the ocean.
Microfibres, being plastic, absorb
toxins and, unlike natural fibres, they
do not break down. The biggest
concern is that marine life are
ingesting these tiny, toxin-filled fibres
and that the plastics (and toxins) are
making their way back into our food
cycle.
WHAT IS THE INDUSTRY DOING?
The first step is to understand more.
Luckily, we’re not alone. Our entire
industry needs to face the microfibres
problem and we can be more
effective in partnership than in our
own brand silos.
The Outdoor Industry Association
Sustainability Working Group have set
up a Microfibres Task Force to
investigate the problem further and
look for industry-wide solutions.
Early research shows that high quality
fabrics shed fewer fibres, so there
may be some choices we can make
when choosing fabrics that will make
a difference. As an industry, we may
also be able to put pressure on textile
manufacturers to develop fabrics that
shed fewer microfibres.
WE’RE ALSO EDUCATING
CUSTOMERS.
Most microfibres are released by
home washing machines, so
customers can also have a role in
finding solutions. Initial research
shows that top loaders shed seven
times more fibres than front loaders.
There are also a few home-based
microfibre-catching products making
their way onto the market. We’re
educating customers about these
options and also the idea of washing
less and making their voice heard.
Toxin-absorbing plastic microfibres
(inset) shed from polyester clothing are
being discovered in waterways all around
the world.
BLUESIGN
A new partnership helps address one of our
industry’s biggest impacts.
®
The apparel industry accounts for
25% of global chemical use. Only 10%
of the chemicals that go into a textile
factory, come out in the fabric. The
rest is either recycled or ends up in
the air, the water, the land—and the
people.
We’ve partnered with bluesign
®
, an
independent chemical auditor that
works with producers, manufacturers
and brands to reduce harmful
chemicals in the textile industry.
Bluesign
®
, which was founded in
2000 and is headquartered in
Switzerland, continually pushes for
“better chemistry”.
Bluesign
®
partners like Kathmandu
have access to the extensive
bluesign
®
database of more than 900
chemicals, which are rated as blue
(clear to use), silver (use with good
management) or black (never use).
Bluesign
®
helps factories manage
silver chemicals with good practice
and replace black chemicals with
bluesign
®
approved.
Customers know that a bluesign
®

approved fabric has been
manufactured in a way that is safe
for the environment, safe for workers
and safe for consumers.
Our restricted
substance list
Kathmandu published its
restricted substance list online at
the end of July 2017. This is
important because it give
customers a transparent look at
what substances we will not
allow in our products going
forward. As we grow into a
global company, this will be
important for compliance. While
Australia has only three
restricted substances, there are
more than 3000 chemicals
restricted globally.
RSL: www.kathmandu.co.nz/
corporate-responsibility/reports-
and-policies
IF YOU KNOW WHAT GOES IN, YOU
KNOW WHAT COMES OUT
The aim of the bluesign
®
system is
responsible use of resources, clean
processes with controlled air and
water emissions, safe processes for
the workers and safe products for
consumers. To achieve this, the
system defines criteria for
ingredients, for the manufacturing
process and for finished products. By
making sure all the ingredients are
approved, it’s much easier to make
sure the finished products are
approved.
Bluesign
®
also works with a growing
number of brands, who need a way
to navigate the complex textile
industry and give customers
assurance that materials have been
manufactured responsibly.
As more brands sign up as system
partners, it creates more demand
for bluesign
®
approved materials and
puts pressure on the whole industry
to improve.

KATHMANDU SIGNED UP AS A
BLUESIGN
®
SYSTEM PARTNER IN
DECEMBER 2016
“Becoming a bluesign
®
system
partner is a significant step in our
sustainable materials strategy,” says
Textile R&D and Responsible
Materials Manager Manu Rastogi.
“We see bluesign
®
as the gold
standard for ensuring that our
products are free from hazardous
chemicals and are made as
responsibly as possible. When we
choose bluesign
®
certified fabrics,
we are assured that the raw
materials we use help protect not
only the environment, but also those
who come in contact with them:
textile workers, factory workers and
ultimately, our end consumers.”
The apparel
industry accounts
for 25% of global
chemical use.
25
%
38SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 2017OUR PRODUCTS

PROTECTING
ENDANGERED
FORESTS
A growing demand for viscose is
threatening fragile habitats.
Man-made viscose comes from
wood fibres. It sometimes goes by
the names of rayon, modal or
lyocell. The textile industry,
especially the fashion industry, is
using more and more of it every
year. This growing demand is
putting pressure on endangered
forests.
Kathmandu has joined
CanopyStyle to be part of the
solution.
CanopyStyle was formed in 2013 to
protect endangered forests from
being culled by the textile industry.
Every year, between 70 and 120
million trees are felled for fabric.
That’s enough to circle the equator
seven times.

GLOBAL HOTSPOTS
Canada, Brazil and Indonesia are
the biggest exporters of pulp.
Indonesian rainforests are home to
pygmy elephants, Sumatran tigers,
orangutans, rhinoceros and
thousands of bird, animal and
insect species.
Indonesia ranks as the third largest
global emitter of greenhouse gases
(behind the US and China)—mostly
because they are logging these
high carbon peatland forests. In
the last 50 years, over 40 percent
of Indonesia’s rainforests have
been lost.
Species have been pushed to the
brink and forest-based
communities have been evicted
from their lands—sometimes even
violently intimidated by
aggressively expanding logging
companies.

THERE ARE ALTERNATIVES.
Trees might not be the best source
of pulp. The current process wastes
approximately 70% of the tree and
uses a lot of chemicals to
manufacture. One of
CanopyStyle’s solutions is to
support development of
alternative pulp sources from
agricultural waste.
CanopyStyle is now the fastest-
growing environmental initiative in
the global fashion industry. In the
last three years, more than 100
brands, representing more than
$100 billion in revenues, have
signed on to CanopyStyle.
By working with both producers
and consumers (brands),
CanopyStyle has locked in the
manufacturers responsible for 70%
of global viscose production to
take steps to make sure they aren’t
sourcing material from
endangered forests.
All Kathmandu viscose is supplied
by Lenzing. A recent audit of
Lenzing confirmed that its supply
chains are at low risk for sourcing
from ancient and endangered
forests.
of Indonesian
rainforests lost in the
last 50 years
40
%
CanopyStyle is working to protect
Indonesian rainforests that provide
habitat to orangutans from the pressure
of growing demand for viscose fabric
from wood fibres.
40SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201741OUR PRODUCTS

Summit Club members Goodwin
Williamson and Johanna Thuvesson at
the head of Lake Pukaki.
Keeping an eye on quality
High quality products last longer and have
less impact. To make sure products meet
our quality standards, we carry out
inspections in our distribution centres. We
do proactive inspections with products that
might be high risk—maybe they are from a
new supplier or maybe there were quality
concerns in the prototype stage. Reactive
quality inspections happen when a shop or
a customer raises a quality concern.
Customer health & safety
Ensuring our products are safe for our
customers is critical so that they are safe in
the outdoors. When we introduce any new
product into the market, we ensure we’ve
researched the compliance requirements.
We had one incident of noncompliance
which resulted in a fine. This one incident
occurred because the product was still
within the registration process. In the future,
we will not release products into the market
until compliance checks are complete.
Privacy
We have a stringent policy and processes to
protect the privacy of our Summit Club
members and online account customers.
Last year, we received 12 customer
complaints relating to online breaches of
privacy.
The complaints resulted from a technical
issue after a change to our website. A full
audit of our website was conducted
immediately. We found two pages with
personal customer information that should
have been excluded from our cache service.
The problem was rectified within 24 hours
and a full explanation was provided to all
affected customers.
We received no complaints from external
organizations or any regulatory body
regarding privacy and no leak, theft or loss
of customer data was identified.
RESPONSIBLE WOOL
Helping grow demand for a traceable standard
that protects animals and the land.
This year, Kathmandu has continued
its collaboration with the Responsible
Wool Standard, a voluntary global
standard that addresses the welfare
of sheep and the land they graze on.
Progress has not been as quick as we
had hoped. Our aim was to introduce
RWS products to stores by winter 2018,
but we’ve had to revise that to
summer 2019.
Part of the problem is that there is an
18-month cycle from the birth of a
certified lamb to its wool arriving in
stores as a jumper.
There are lots of challenges along the
way. One is convincing farmers that
the extra cost involved in signing up
to the certification is worthwhile. This
doesn’t mean that farmers aren’t
doing the right thing by their land and
animals, it just means they can’t see
the value in tracking it to the level
that the standard requires.
There are some certified sheep out
there now, growing their woolly coats
over winter ready for shearing in
August/September. We’re looking
forward to being able to identify
those sheep on the tags of our wool
products in a few seasons.
In the meantime, we’re
communicating with people all the
way down our supply chain—from
farmer groups, topmakers, spinners,
knitters and our garment factories to
support them through the transition
and let them know that this
assurance of animal welfare is
important to us.
Care and Repair
86
PLANNED
INSPECTIONS
39
REACTIVE
INSPECTIONS
1,007
REPAIRS IN
NEW ZEALAND
1,750
REPAIRS IN
AUSTRALIA
0
PRODUCT
RECALLS
42SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201743OUR PRODUCTS

OUR
FOOTPRINT
First Australian
store opened
Received two Australian
Packaging Covenant awards
1987
2017
New Zealand’s first
store opened
1991
Replaced plastic bags with recycled paper
bags in our store network
2012
Became a signatory to the Australian
Packaging Covenant (APC)
2012
Released our first annual
sustainability report
2012
Received Australian Packaging
Covenant award
2014
Joined the Green Building
Council of Australia
2014
Committed to a zero waste
to landfill by 2018 target
2014
Committed to reducing our carbon
emissions by 20% by 2020
Won an award with the
Carbon Disclosure Project
2014
2014
Melbourne CBD flagship store designed
to target 5-Star Green Building rating2015
Began our first carbon offset
project at the Hinewai Reserve2016
Christchurch support office opened
as second 5 Star Green Building
2016
Received Australian
Packaging Covenant award
Melbourne distribution centre opened
as third 5 Star Green Building
2016
2017
30
Years of
OUR FOOTPRINT
Our carbon credits go towards
developing this native habitat at
Hinewai Reserve on the Banks Peninsula.

46SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201747
We think of managing our
environmental footprint a bit like
good housekeeping. It helps us
operate more efficiently and makes us
feel proud of our role as corporate
citizens in a finite world.
We are very clear what our priorities
are — developing our green building
programme and our recycling
strategy as well as reducing our
energy usage. We know these things
are important because our customers
and partners tell us. This year, we
partnered with Conscious Consumers,
which allows customers to link
environmental and social concerns to
purchases. Their 10,000 members said
waste and packaging was their
biggest environmental concern.
So how do we shift the dial? First we
measure, then we set goals and
develop action plans to achieve them.
These strategies minimise our impact
and also boost our bottom line.
“There’s no question that operational
efficiency supports environmental
sustainability,” says Chief Operating &
Financial Officer Reuben Casey.
“Waste and energy usage affect
everyone at Kathmandu, so we are
excited to be integrating solutions to
reduce our impact.”
We use the Higg Index, a ground-
breaking suite of self-assessment tools
developed by the Sustainable Apparel
Coalition, to measure our impacts and
find areas where we can improve.
When measuring our footprint, the
Higg Index helps us measure and
prioritize how we manage our
operational footprint. It also helps us
understand our port-to-port carbon
emissions, where we see dramatic
differences between sea freight and air
freight. The Higg Index also helps us
manage packaging and waste.
We also measure ourselves against
the United Nation’s Sustainable
Development Goals (SDGs). SDG 12 is
about responsible consumption and
production. Our waste management
strategy is a big part of our
contribution in this area. SDG 13 is
about taking action on climate
change.
GOOD
HOUSEKEEPING
GREEN
BUILDINGS
Operational efficiency supports environmental
sustainability.
“There’s no
question that
operational
efficiency
supports
environmental
sustainability.”
REUBEN CASEY
CHIEF OPERATING &
FINANCIAL OFFICER
This year, we opened our second
5 Green Star rated building. Our
Australian distribution centre joins our
New Zealand Support office with this
distinction.
The 25,000 square metre building is
three times the size of the previous
distribution centre but uses the same
amount of energy. The incoming
goods platform faces east to avoid
bad weather while the office area is
orientated to the north to capture
natural light.
The Green Star standard looks at
innovation, water use, energy and
emissions as well as indoor
environmental quality. Our green
building programme helps us reduce
our operational footprint as well as
enhancing staff health, wellbeing and
productivity.
Building materials are chosen for their
lower life cycle impacts. Stormwater is
captured to supply amenities and to
irrigate surrounding landscaping.
Solar panels and insulation reduce the
amount of energy needed.
Ventilation, natural light and noise
control all help make the indoor
environment more pleasant.
Stuart Day, commercial manager of
Kathmandu’s distribution centre says,
“We built for the future and want to
use this space for the next 20 years.”
The new Melbourne Distribution Centre is
our third 5 Green Star building.
OUR FOOTPRINT
“We built for
the future.”
STUART DAY
COMMERCIAL MANAGER

PROJECT POLYBAG
Retailers across all industries rely
on plastic polybags to keep products
safe and clean in transport. Without
them, we turn our plastic bag
problem into a damaged stock
problem, which is much harder
to solve.
“Polybags are a problem, but they’re
also a solution,” says Kathmandu
Sustainability Coordinator Oliver
Milliner. “When they’re not recycled,
they become a waste to landfill
problem but they help to reduce far
bigger more complicated waste
streams through damaged stock.
Using biodegradable polybags is not
straightforward—some commercial
waste companies do not accept this
material for soft plastics recycling,
so they go to landfill instead.
Recycling and managing this
material responsibly is our number
one waste priority.”
Recycling polybags is clearly the
answer. We installed soft plastics
recycling into 10 more stores this
year, 106 stores now recycling
polybags. One barrier to 100% soft
plastics recycling remains shopping
centres and lease agreements where
waste management is out of our
control. This explains the
discrepancy between New Zealand,
where 89% of stores recycle soft
plastics, and Australia, where the
figure is only 57%. Next year, we’ll be
working more closely with landlords
to encourage more recycling bins—
particularly for soft plastics.
In Sydney and Melbourne, we have
found a work-around to this.
RedGROUP is a plastic upcycling
service that collects soft plastics to
make products like outdoor furniture,
bollards, signage and more.
Liz Kasell from RED Group says,
“Many types of soft plastic
packaging are not recovered
through conventional recycling
channels. REDcycle recovers soft
plastic bags and packaging from
795 locations in Australia and 200 in
New Zealand. REDcycle partners
with Victorian recycled plastic
manufacturer, Replas, providing
recovered soft plastic as a raw
material for recycled plastic
products such as benches, table
settings, bollards, and decking. To
date, over 400 million pieces of
plastic have been diverted from
landfill.”
We started this year with an average
store waste recycling rate of 69.8%
and we finished at 72.8% (80% in
New Zealand and 70% in Australia).
This falls short of our target of 80%.

WHAT IS ZERO WASTE?
Internationally, Zero Waste status is
often granted to businesses who
divert more than 90% of their waste
from landfill. As we get closer to this
90% mark, we renew our
commitment to aim for a true 100%
and to report our progress
transparently, but with a more
mature understanding that the last
percentage points will be the most
difficult to achieve.
We started by auditing waste across
our network. We use waste
scorecards, ‘Green Scores’, for each
of our stores to show which waste
streams they recycle. This helps us
understand where we need to
integrate recycling bins.
We have created a priority list of
waste materials to recycle. Number
one is soft plastic, mainly polybags
and shrink wrap. Number two is
cardboard and paper, followed by
damaged stock, co-mingled recycling
and the difficult silica gel pouches.
OUR WAR
ON WASTE
We produce a staggering 8 million
hangtags per year. These had been
produced by 120 different suppliers.
This year we undertook a major
overhaul of our packaging that
started with an audit of all our
packaging requirements. Once we
had a complete picture, we could
approach one supplier to take over
the production.
We chose Avery Dennison because
they have a global network that will
allow printing to be done close to
garment factories and because they
understand global packaging
compliance requirements.
Avery Dennison is also a leader in
sustainability. Their Greenprint
packaging audit looks at six factors—
fossil material, trees, water, energy,
CO2 and waste. Greenprint tools help
assess the footprint of packaging
options and compare them to other
options. Across our vast packaging
requirements, even small
improvements can make a huge
difference to the overall impact.

PACKAGING WINS
As members of the Australian
Packaging Covenant, we are scored
every year. The industry average is
3.2 out of 5. This year we scored 4.7
(up from 4.5 last year) and won two
awards, which reflect our work on
waste management and
consolidating our product packaging.
GREENER, MORE
EFFICIENT PACKAGING
Store waste
breakdown
“Recycling and
managing this
material responsibly
is our number one
waste priority.”
OLIVER MILLINER
SUSTAINABILITY COORDINATOR
50
% Paper/
Cardboard
10
% Co-mingled
recycling
30
% Polybags and
shrink wrap
10
% Non-recycled
material
Our overall
recycling rate for:
98
% Paper/
Cardboard
27
% Co-mingled
recycling
65
% Polybags and
shrink wrap
Our waste journey
100
2018
%
69
72
2016
2017
%
%
48SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201749OUR FOOTPRINT
Kathmandu’s war on waste continues —
as we move towards our zero-waste to landfill
goal by 2018.

This year, we enrolled the help of
adventurer and climate change
activist Tim Jarvis. Tim has taken on
the role of Global Brand Ambassador
for Kathmandu.
“The advice that I give to people is that
they need to be the change that they
want to see. I think too many people
are waiting for someone else to save us
all from climate change. It will come
down to individuals and organisations
to be the change agents. So I always
say: Be that organisation. Be that
individual.”
Our goal is to reduce our
organisational carbon footprint to 20%
below 2012 levels by 2020. The first step
is to measure. Greenhouse gas
emissions are grouped under the
names scope 1, scope 2 and scope 3.
Scope 1 are the emissions that come
directly from the business. So a coal-
fired power plant has scope 1 emissions,
but we do not. Our emissions fall into
scope 2 and 3, which cover emissions
from purchasing energy (scope 2) and
from logistics like employee travel or
transport of stock (scope 3).
This year, we partnered with
EnviroMark Solutions, a carbon
certification programme that will audit
and verify our measurements to
achieve CEMARS certification. They will
also help us look for ways to reduce
emissions.

ACTION THROUGH AWARENESS
Sometimes, little things make a big
difference. In our stores, offices and
distribution centres, heating and air
conditioning use the most energy, so
by educating staff on the best way to
manage these systems, we can make
an impact. The same goes for lighting
— regular reminders to switch off lights
changes behaviour to drive down costs
and footprint.
CARBON EMISSIONS
We support local conservation and outdoor recreation through our
carbon offsetting programme.
The 1250 hectare Hinewai Reserve on
Banks Peninsula is alive with the song
of bellbirds, grey warblers, tomtits and
tui. It’s home to centuries-old beech
trees as well as kanuka forest and
bushland.
We’ve been supporting the
conservation of the Hinewai Reserve
through our carbon offsetting
programme since 2015. Last year, we
measured 940 tonnes of CO2 in staff
travel and offset this through Enviro-
Mark Solutions by purchasing $19,000
of credits at Hinewai Reserve.
“Investing in places like Hinewai is a
great way for us to not only give back
to conservation but also accurately
manage our carbon footprint,” says
Kathmandu Brand Manager Tim
Loftus.
“Hinewai is a special, premium carbon
credit because not only do they offset
carbon but there is a whole lot of other
associated benefits—things like erosion
control, water, biodiversity,” says
Stewart McKenzie of Enviro-Mark
Solutions, who independently assess
our emissions.
Botanist Hugh Wilson has been the
manager of Hinewai Reserve since it
was established in 1987. “I thought,
wouldn’t I love to look after a bit of this
land and just let nature reassert itself.”
After farmers spent decades battling
invasive plants like gorse, Hugh
pioneered a way to use gorse as a
shelter plant for regenerating natives.
He says carbon credits help by giving
the reserve a land purchase fund.
“I love the idea of carbon money going
into land regenerating forest and more
carbon being fixed.”
CARBON TO CONSERVATION
“I love the idea
of carbon
money going
into land
regenerating
forest and
more carbon
being fixed.”
HUGH WILSON
HINEWAI RESERVE
MANAGER / BOTANIST
45.9
Carbon emissions per store
2015
48.7
TONNES
CO
2
TONNES
CO
2
2016
2017
45.4
TONNES
CO
2
Our carbon journey
2015
649474166
7301
TONNES
CO
2
646488142
2016
7387
TONNES
CO
2
6477879
2017
7356
TONNES
CO
2
4788
2020
20
% REDUCTION
OF 2012 CO
2

AUSNZUK
Botanist Hugh Wilson has looked after
the Hinewai Reserve on Banks Peninsula
s i n c e 1 9 8 7.
596
874
TONNES
CO
2
TONNES
CO
2
AIR
SEA
Transport emissions
50SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201751OUR FOOTPRINT

OUR
COMMUNITY
First Australian
store opened1987
Coats for kids 1000 EcoFleece
jumpers for refugee kids
1996
First tree
planting day1997
Sponsored a youth expedition to Everest
to volunteer with the Himalayan Trust
1998
1000 Ecofleece blankets
to Red Cross1998
Partnered with
Outward Bound
Emergency support for the Canterbury
earthquakes in 2010 and 2011
2005
2010
Officially partnered with Red Cross
in Australia and New Zealand
Emergency support for Queensland
floods and Cyclone Yasi relief
2011
2011
Partnered with Australian Himalayan
Foundation and began trekking in Nepal
Emergency support for the
New South Wales flood in 2012
Donated to the Red Cross
Tasmania Bush Fire Appeal
2012
2012
2012
Partnered with the Australian Wildlife Conservancy
and the Department of Conservation in New Zealand2013
Launched
workplace giving
2015
Began trekking
in Bhutan2015
30
Years of
OUR COMMUNITY
Provided emergency relief in product and cash
donations following the Nepal earthquake2015
Our October 2016 Nepal Trek guiding
team, Dusa Village, Solu Khumbu, Nepal.

THREE DECADES
TOGETHER
IN CASE OF EMERGENCY
Over 30 years, our community strategy has
matured into a focused, three-tiered approach.
Customers and team members pitch in to
raise funds for people affected by the Kaikoura
earthquake.
OUR COMMUNITY
Just like our gear, our giving has
evolved. This year, Kathmandu
celebrates 30 years and we’ve dug
through our archives to learn more
about our long history of giving.
As we’ve grown up, so has our
approach to community investment.
A few years ago, we developed a
proper community investment
strategy, which is based on the idea
that travel and adventure has the
power to change the world. Our gear
makes travel and adventure
accessible to everyone. Through it all,
we need to put people first.
Our strategy focuses on three ways to
improve people’s lives. At the
customer level, we empower and
equip our customers to be the change
they want to see in the world. At a
local level, we develop ways for our
stores to engage with their local
communities in positive and
supportive ways. And on a global
scale, we focus on the region that
inspired our brand by supporting
impactful projects and organisations
that contribute to improving the lives
of people in Nepal.
SUPPLIER COMMUNITIES
One area where we’d like to do more
work is with our supplier communities.
We do lots of work to protect people
in the workplace, but the community
approach goes beyond that to the
wellbeing of their families and
environment.
One step forward we’ve taken this
year is signing up to be a bluesign
®

partner. The bluesign
®
system limits
exposure to toxic chemicals. Chemical
management benefits everyone, but
especially the communities near the
factories.
QUICK RESPONSE STRATEGY
Sometimes our partners need help
urgently. With help from Red Cross,
we’ve developed a way to support
their appeals quickly.
This year, we took steps to make it
easier to respond by creating an
emergency response process
document which allows us to take
quick action when our communities
are in need.
On 14 November, 2016, the New
Zealand coastal town of Kaikoura
experienced a magnitude 7.8
earthquake. Buildings were damaged,
surf breaks rearranged and the town
was cut off from supplies and their
largest source of revenue — tourism.
Our partner, New Zealand Red Cross
launched an emergency appeal. We
helped by spreading the word via
email, social media and in-store flyers.
We also made it possible for stores to
collect customer donations through
our POS system. We raised $10,144 in-
store. Additional funds were raised
from email and social media requests.
Our Christchurch team, having been
through a series of earthquakes a few
years earlier, wanted to do more. The
team suggested a fundraising bake
sale at the Christchurch support
office. We also put our adaptive gear
to good use with organisations
working on relief efforts.
Red Cross responds after the 7.8
magnitude quake in Kaikoura.
54SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201755
Our strategy
focuses on
three ways
to improve
people’s lives.

As we look back over our first 30 years,
one partner has been with us for
nearly half of those. We formed a
community partnership with Outward
Bound New Zealand in 2005.
“Outward Bound is a great fit with
Kathmandu because of their mission
to use outdoor adventure to enable
people to reach their full potential,”
says Community Coordinator Lindsay
Tallott. “Our role is to equip them with
the right gear.”
Since 2005, we’ve sent 68 Kiwis on
scholarships to their outdoor education
programme at Anakiwa in the
Marlborough Sounds.
We’ve also worked together to develop
products specific to the rugged (and
often wet) challenges that Outward
Bound students and instructors face.
They helped us design and test the
Anakiwa sleeping bag and improve on
our Vardo pack.
Outward Bound instructors are often
recruited as testers for our product
department. “Outward Bound
instructors are able to put our gear
through a lifetime of use in a single
season,” says Product Field Testing
Specialist Chris Harte. “We feel
privileged to have them involved in our
product development.”
RED CROSSOUT WARD
BOUND
HERITAGE FOCUSHERITAGE FOCUS
Our work with Red Cross goes back
19 years. It started with the simple act
of giving fleece blankets to support
their work getting warm gear to
people in need.
Over the years, we’ve become more
deliberate and focused in our
approach. We signed an official
partnership agreement in 2011. We
have realised that by working to our
strengths, we can have more impact.
So, in addition to financial support, we
look for ways to give specialised
outdoor equipment that makes Red
Cross’ work easier or helps them
reduce operational costs.
This year, we donated outdoor kit to
groups of young people in the Australia
Red Cross ReBoot programme so that
they could take on an eight-day
outdoor challenge called Operation
Flinders. ReBoot works with youth who
have been through the youth justice
system to reconnect them with their
communities and build up their
confidence as people who can make a
positive contribution.
“Outward Bound
is a great fit with
Kathmandu
because of their
mission to use
outdoor adventure
to enable people
to reach their full
p o tential.”
CLOTHING DONATIONS, A LOW-COST
SOLUTION FOR A VERY REAL NEED
Red Cross uses their second-hand
clothing store network (Red Cross
Shops) as an ongoing fundraiser to
help cover overheads. This means that
donations collected from the public
can go directly to support
humanitarian work.
A few years ago, we learned that New
Zealand Red Cross had a shortage of
high-quality second-hand clothes.
As a partner, we decided we could
help. We put our existing
infrastructure to work and created
Red Cross clothing donation boxes for
each of our 164 stores. This low-cost
solution has not only solved a
problem, it has activated our stores
and our customers to be more
involved with our community partner
in a day-to-day way.
The Red Cross Clothing Donations
programme has also helped us find
one solution to our end-of-use
impact, which we know from the Higg
Index assessment is an important part
of our aim to develop a more
sustainable business.
899kg
of clothing collected
for Red Cross in 2017
1,000kg
new collection goal
for 2018
Outward Bound instructors Danny
Cartlidge and Bridget Graney.
Over 12 years, we’ve sent 68 Kiwis on outdoor
education scholarships.
Donating outdoor gear is just one way we support
the work of our long-time partner, Red Cross.
56SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201757OUR COMMUNITY

$40,000
Kathmandu annual
Partnership Donation
139
LuminAID lanterns
IN IT TOGETHER
Connecting our communities, customers
and causes we care about.
A big part of our evolving
community strategy is finding ways
to increase our impact by engaging
our teams and customers.
Last year, 16% of the total money
we donated to partners came from
customers. It was encouraging to
know that our customers are just
as passionate about these causes as
we are.
By working together, tasks that
seem insurmountable — like
providing education to regions of
Nepal without a single school — can
be achieved. In the last year,
donations from our customers and
matched donations from us have
rebuilt four school rooms.
Events are another way to harness
the power of the wider Kathmandu
community and make it bigger than
us. This year, Summit Club Members
joined Sustainable Coastlines to
collect 400 litres of litter from
Motuihe Island. Members also
helped Conservation Volunteers with
planting, weeding, mulching, pest
control and sand dune restoration
across seven locations in Australia. In
total 144 Summit Club members
pitched in 426 volunteer hours last
ye a r.
We’re proud to enable generous
behaviour all around and we all
benefit from the sense of connection
that we build by achieving
something together.
HIMALAYAN TREKS COMBINE
ADVENTURE AND GIVING
Himalayan Treks are where our brand
and our support of the Australian
Himalayan Foundation come together
best. These fundraising treks use
travel and adventure to connect our
customers to our community partners.
Since beginning our partnership with
the AHF in 2012, we have sent eight
treks to Nepal and two to Bhutan.
This year, we did our first Indian
Himalayan trek. Next year we will
launch our first trek with the
Himalayan Trust of New Zealand.
Last year’s treks raised $27,658 for the
AHF and their work. The trekkers also
deliver our LuminAID lanterns to
villages without reliable power and
lend a hand in the rebuilding of
schools. These interactions give
trekkers a personal stake in their
investment — and memories that
lasts a lifetime.
Funds raised and
donated to Nepal
in the last year —
enough to send
884 students to
school in Nepal on
a full years
scholarship
Working with
our community
to achieve more
Last Christmas, we offered Gifts
that Give. We sold paper
bookmarks that provided donations
to the Australian Himalayan
Foundation and the Himalayan
Trus t.
More than 7000 customers
contributed. Kathmandu matched
donations up to $20,000. Together,
we raised $59,461 for rebuild work in
Nepal. That was enough to rebuild
four school rooms to the highest
earthquake resistant standards.
Investing in education is important
for Nepal, where literacy rates are
still only around 45%. Improving
education has ripple effects — it is
shown to have positive impacts on
all other indicators of wellbeing —
from health and life expectancy to
equality and household income.
Along the way, we’ve raised
awareness for a cause that is close
to our hearts and reaffirmed that
our customers support this too.
A sustainability self-assessment tool
provided by the Sustainable Apparel
Coalition, the Higg Index, challenges
us to involve our staff in our
partnerships. This year, we refreshed
and relaunched our workplace giving
programme.
We now have 100% of our executive
team on board and the company is
matching employee donations. We
developed a new sign-up form to
make participation easier. We also
added the Himalayan Trust to our
community partners so that New
Zealand team members would have
a way to contribute to work in Nepal.
“Workplace Giving opens up the
opportunity for all of us to make a
big difference together, even if we
can only pitch in a little bit each,”
says Community Coordinator
Lindsay Tallott. “It’s also shown to
improve team retention and
workplace satisfaction. I think that
people really thrive off that sense of
contributing to something positive.”
Workplace giving
Christmas giving
$59,4 61
Christmas, Gifts that Give
$36,582
Summit Club Treks
$ 39,851
Neverest
of the money
donated came
from customers
16
%
Volunteer days
426
VOLUNTEERING
HOURS
81 TEAM / 345 CUSTOMERS
8
VOLUNTEER EVENTS
LOCATIONS
144
MEMBERS
INVOLVED IN FY 17
27 TEAM / 117 CUSTOMERS
Summit Club Members trekking through
Solukhumbu, Nepal raised $18,830 for the
Australian Himalayan Foundation.
58SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201759OUR COMMUNITY

NEVEREST
CHALLENGE
ADVENTURE
SPONSORSHIP
Adventure
Sponsorship by
the numbers
$48,847
raised for the causes
they care about
5,9 4 3
km
WALKED
4,70 0
km
RUN
5,350
km
CYCLED
1,337
DENTAL
TREATMENTS
conducted for people in
rural Nepal
73

SURGERIES
conducted for people in
rural Nepal
100

WOMEN
supported each year for
the next ten years in
STEM to take action on
climate change
450 people
achieved
9000 vertical
metres raising
$ 39,851
While only a few people each year
make the trip to experience our
Himalayan Treks, Neverest is a 9000
vertical meter challenge that is open
to anyone.
Neverest comes from the idea of
“everesting”, which is when people lap
a small hill or mountain to reach the
equivalent height of Mt Everest. Done
in teams, in locations close to home,
almost anyone can do it.
By supporting this event, we have
evolved our partnership with the
Australian Himalayan Foundation. It
not only adds a new fundraising
source, it also gets our customers
engaged outdoors and raises
awareness of the root causes of social
issues in Nepal.
We sponsored three Neverest events
this year in Melbourne, Canberra and
Sydney. A total of 450 people, aged 6
to 74, participated by doing laps of a
hill to achieve 9000 vertical metres.
The teams raised $39,851, which is
enough to provide 200 full-year
scholarships to primary school
students in Nepal.
The total climbed over the three
events was 718 vertical kilometres —
almost the same as climbing to the
International Space Station — twice!
This year, we responded to 465
applications. We supported 142
passionate individuals with free gear
and 767 people with discounted gear.
One of our Adventure Sponsorship
organisations calls themselves the
Rangers of Tangkahan. We’re helping
them protect the precious ecosystem
in their backyard.
The Leuser ecosystem in Indonesia is
the only remaining refuge where four
critically endangered species coexist
— the Sumatran tiger, elephant,
orangutan and rhinoceros. Its 2.6
million hectares also help regulate
the world’s climate by storing millions
of tons of carbon in peat swamps.
Around the forest edge, a group of
locals are protecting this fragile and
important ecosystem from threats of
palm oil plantations, logging, mining
and poaching.
The Rangers of Tangkahan are the
first community conservation
programme in North Sumatra.
The programme provides income for
rangers in the three villages along the
buffer zone where most of the illegal
activities occur.
The Rangers collect data, monitor
wildlife and remove poachers’ snares
— 250 so far.
Kathamandu supplied tents, solar
lanterns and head torches to allow
the Rangers to conduct night patrols.
Rangers work with the people on the
forest edge to develop incomes that
don’t involve logging, poaching,
trapping or illegal wildlife trade. In
Batu Rongring, a new eco-tourism
venture is underway with Raw
Wildlife Encounters.
The Rangers also help local
communities deal with conflict
between humans and wildlife, such
as crop-raiding elephants.
The final part of the programme is
research. They are working on a
catalogue of flora and fauna in the
buffer zone, which has never been
done before.
The Rangers of Tangkahan say they
are “living their dream” — receiving
an income to protect the forest. They
want future generations to benefit
from the ecosystem and want to
make sure species within it are safe.
$
Neverest Challenge participants covered
9000 vertical metres and raised enough
money for 200 full-year scholarships for
students in Nepal.
Our Adventure Sponsorship programme is all
about equipping customers to make change.
60SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201761OUR COMMUNITY

OUR
TEAM
First Australian
store opened1987
First New
Zealand store
1991
First tree
planting day1997
Partnered with
Outward Bound2005
50 stores
total
2007
100 stores
total
2009
150 stores
total
2014
Launched
workplace giving2013
Launched
Kampfire Lunches
164 stores
in total
2016
2017
30
Years of
OUR TEAM
Easter shoot in Queenstown, 2016

PEOPLE PLAN
Connecting our people and our purpose.
OUR TEAM
Just as Kathmandu has grown and
undergone a transformation over the
past 30 years so too has the way in
which our team and our people
initiatives are created. Today our
people are supported by a team of
dedicated human resource (HR)
professionals located across Australia
and New Zealand, working in areas
including; general human resources,
employee relations, safety and
wellbeing, talent acquisition and
learning & development. The HR team
recognises the importance of bridging
the gap between an individual
employee, their team, their
department and Kathmandu’s
performance and achievement of
goals through a strategic HR
approach.
Our HR team are committed to
developing strategies that create a
direct connection between
Kathmandu’s larger purpose and
objectives, by partnering with our
teams to align our policies,
procedures, programmes, and
services with Kathmandu’s goals. Our
current three-year people plan is to
“Enable future innovation and delivery
of business performance through safe
and engaged high performance
teams”. This people plan is focused
on three strategic pillars: safety,
talent and capability.
This past year has seen 3% increase in
our total workforce, this is due in part
to an increase in casual labour year-
on-year within Australia. In addition,
Kathmandu has a number of strategic
initiatives and projects which continue
to utilise fixed term employees to
facilitate these projects.
For detailed information on our team
composition, please see ‘Table 6’ in
our Appendices.
Over the past year we have continued
to focus on optimising our current
store footprint, including closing three
stores, opening three new stores and
relocating four stores. This year we
welcomed to the business 888 new
team members. Our group turnover
rate for permanent employees was
36% and 76% for our casual and fixed
term employees. This turnover is not
unusual and is in line with the seasonal
nature of our business.
For detailed information on our team
composition, please see ‘Hiring and
Turnover / Table 7’ in our Appendices.
At Kathmandu we value and embrace
travel and adventure in all its forms.
Diversity is what we do best. Whether
it be backpacking through India, bush
walking locally on the weekend or a
five star trip to Europe, we support and
embrace the differences within our
customers and their needs. We live this
ethos within our workplace for our
team members by creating an inclusive
environment and a culture that
embraces a team of unique individuals
who offer different backgrounds,
experience and perspectives. It is with
these unique differences that we are
able to continue to create new ideas
for success, change and continued
growth within our business. We
believe that by treating our team
members with respect and embracing
the differences we empower our team
to succeed.
For detailed information on our team
composition, please see ‘Supporting
Diversity / Table 11’ in our Appendices.
We understand that a new addition to
the family is an important moment in
a parent’s life. We support our staff
and their family commitments by
offering parental leave to eligible
employees in accordance with relevant
legislation in Australia, New Zealand
and the UK.
In 2017, 61 team members took
parental leave, with an increase in
male team members accessing their
parental leave entitlements.
For detailed information on our team
composition, please see ‘Parental leave
/ Table 8’ in our Appendices.
Team composition
Hiring and turnover
Supporting diversity
Parental leave
SAFETY — together we will
create an injury free
workplace where everyone
goes home safe each day,
enabling us to continue our
love of travel and adventure.
Destination Safe
TALENT — we will attract,
engage and retain highly
skilled people who are
passionate about our brand
and values.
Live the Brand
CAPABILITY — we will create a
culture of learning &
excellence where our people
drive the development of
themselves and others.
Open the World
Our team by
the numbers
42
%
MALE
58
%
FEMALE
57
% FEMALE
MANAGEMENT
61
EMPLOYEES TOOK
PARENTAL LEAVE
888
NEW
HIRES
1,9 5 5
TOTAL
STAFF
up 3% on last year
405
NEW HIRES
MALE
483
NEW HIRES
FEMALE
411
STAFF TURNOVER
MALE
466
STAFF TURNOVER
FEMALE
64SUSTAINABILITY REPORT 201765SUSTAINABILITY REPORT 2017
Kathmandu’s five Green
Star rated office reception,
Papa Kainga.

We are building skilled, high-
performing teams that are confident in
their capabilities. To do this, we are
creating a culture of learning and
excellence where people drive their own
development and support others.
The first step is the creation of an
Individual Development Plan (IDP)
for all team members—something
we have focused on this year. We used
360 degree feedback in several teams
as a tool to identify development
opportunities. In total, 35 team
members participated in 360 degree
feedback, including senior leadership
teams in Supply Chain, Retail
Operations, Marketing and Product.
This allowed us to identify and deliver
targeted training programmes to the
wider business.

KAMPFIRE LUNCH PRESENTATIONS
Kampfire lunches were a new initiative
this year. These are an opportunity for
Kathmandu team members to share
their knowledge and experience with a
lunchtime presentation.
More than 300 team members
attended 20 Kampfire lunches in New
Zealand and Australia. Topics included
“Why Stories Always Win”, “Productivity
Tools”, “Digital & Social Media—
Communicating Our Message in 2016”
and “Human Rights in our Supply
Chain”.

TREKBUD MENTORING PROGRAMME
Sometimes you need a Sherpa to help
you scale those peaks. This year, we
developed our internal mentor
programme, TrekBud. Team members
apply and are matched with a mentor
(TrekBud) who has the desired skills and
experience to support their
development objectives. Team
members work with their mentors
through coaching and projects.

RETAIL TALENT DEVELOPMENT
Some of our greatest talent is in our
retail teams. This year we have created
resources and opportunities to support
their development. We have invested in
the coaching skills of our store
managers with an external online
training platform. This platform
incorporates online learning, practical
activities and personal coaching.
We have developed coaching guides
and resources for brand inductions and
our CLIMB customer service training.
We also supported our store managers
to deliver two, three-hour seasonal
training sessions in stores.
Finally, we created Onboarding Trail
Guides and revised Kampus online
training resources to align with a three-
month onboarding framework for all
store team members.

PROFESSIONAL TRAINING AND
QUALIFICATIONS
This year we partnered with The
Chartered Institute of Procurement &
Supply for development within the
supply chain and distribution teams,
and the Australian Retailers Association
for development of the Product
Management and Merchandise
Planning teams.
We also offered training in topics such
as Excel Skills, Business Case Writing,
Agile Scrum, Presentation Skills,
Leadership Communication Skills and
others.
In addition to the six hours of dedicated
training offered to all retail store team
members, 387 support office and
distribution team members attended
training on 18 different topics.
DESTINATION SAFE: A DEDICATED
WELLBEING RESOURCE
To continue to support our integrated
approach to safety and wellbeing
which recognises that workplace
safety, health and mental health all
contribute to our team’s overall
wellbeing, we have introduced our
new Safety and Wellbeing intranet
site Destination Safe. The site
contains a range of resources, tools
and information our employees can
access to assist in keeping our
workplace safe, covering incident and
emergency response and hazard and
risk management. The site also
incorporates tools and information to
promote optimum physical and
mental health.
MENTAL HEALTH
We actively support team members
experiencing mental health issues by
creating individual plans to assist them.
This could include providing counselling
services, approving leave and creating
return to work plans in conjunction
with their treating practitioner.
This year, we also launched a mental
health awareness campaign ‘Make a
mental note’ which highlights how
being proactive and learning about
mental health can benefit your own
wellbeing and also help support those
around you.

MANUAL HANDLING CASE STUDY
Manual handling incidents are our
biggest cause of injury. We changed our
metrics to gain a better understanding
of how these incidents occur and
implemented appropriate controls. This
helped us to reduce manual handling
incidents this year by 4%.

WELLBEING INITIATIVES
We introduced Healthy Lunch
Seminars this year at our Support
Offices and Distribution Centres. A
dietician led an interactive seminar
which focused on quick, easy and
healthy recipes.
Kathmandu took part in the Aotearoa
Bike Challenge, a NZ Transport Agency
competition that encourages more
people to ride bikes on commutes or
just for fun. The Christchurch Support
office entered and had 64%
participation. Together, we cycled 8025
kilometres and saved 873 kgs of CO2.
HEALTH AND
WELLBEING
Safety is an important pillar in our people plan.
Our commitment is to have healthy people in
safe and productive workplaces.
INCREASING
CAPABILITY
Two of the three pillars of our People Plan is capability and talent.
We are committed to creating highly engaged and inspired teams who are
passionate about our brand.
64% participation
in the Aotearoa Bike
Challenge, cycling
8025 km and saving
873 kgs of CO
2
64
%
Injury rate
7. 5
5.3
2016
2017
Number of lost time injuries
20
17
2016
2017
Total recordable incidents
231
203
2016
2017
66SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201767OUR TEAM
Meeting rooms in our head
office, Christchurch New Zealand

Jamie Parker remembers his first
Kathmandu paycheck was on
Valentine’s Day, February 14, 2000. He
was just 19 — a rugby boy, idly
dreaming of a career in sport, but with
little professional ambition.
“My best friend’s mum worked in the
Kathmandu factory. They just needed
someone to empty the container for
two days,” Jamie remembers. “By the
time I finished, another container
arrived. And then another. And then
another.”
He worked in repairs and as a runner
for the Christchurch made fleece and
GORE-TEX garments. “You’d pull up at
a house, and there would be four old
ladies working away in the garage with
their gas heaters going.”
In the early days, it was not Jamie’s
aspiration to stay with Kathmandu.
“At that time, I had no aspirations to do
anything. It was just a job. But we had
a really awesome culture in the
distribution centre.
“I’m a person who adapts. My role
changed every two years on average.
That’s probably the reason I’ve been
with the company for so long.
Now, as the senior equipment product
manager, Jamie can reflect on the
early days.
“I feel this weird sense that me being
here keeps some of that original
culture. When stuff needed to be done,
we just did it. It’s that whole Kiwi-get-
stuff-done culture that makes us
distinctive and I think that’s really
special. We need to remember that
sometimes it’s kind of cool to break
the rules — and we haven’t followed
the market, we’ve done our own thing.”
Jamie says his next phase will be
taking Kathmandu to the world.
“For me, there’s nothing like being in
Hong Kong or Munich and seeing a
Kathmandu bag come around the
carousel. It gives me a huge sense
of pride.”
His journey is not finished. “Until
Kathmandu stops evolving, I’m not
going to be done.”
Kathmandu is a huge part of Jamie’s
life in other ways too. “I didn’t ever
have a vision for my life so
Kathmandu’s given me a purpose —
and an opportunity to grow. I have a
lot of lifetime friends here. My partner
works in the distribution centre.
Kathmandu is a big part of me.”
HERITAGE FOCUS
Seventeen years ago, Jamie Parker was hired by
Kathmandu to unload a container for a couple
of days. Today, he’s a senior product manager
and one of the company’s biggest advocates.
“I didn’t ever
have a vision
for my life so
Kathmandu’s
given me a
purpose — and
an opportunity
to grow. I have
a lot of lifetime
friends here.”
JAMIE PARKER
SENIOR PRODUCT MANAGER
68SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201769OUR TEAM

VALUES IN ACTION
It’s great to have a list of values to guide us, but
it’s the way our team puts them into action that
makes them real. Here’s some ways we lived our
values this year.
We upcycled 3.9 million post
consumers plastic bottles into our gear.
Resourcefulness
During the year, we posted our
sustainability results and strategy on
the Higg Index, allowing other brands
to view the details.
Integrity
When customers expressed concern for
animal rights, our customer service
team responded to more than 4000
emails and social posts, answering
questions and explaining our 100%
Responsible Down Standard policy.
Openness
and Directness
We offset our air travel by supporting
Hinewai reserve on Banks Peninsula,
where manager Hugh Wilson is
nurturing native wildlife and
vegetation.
Environmental
Action
We expanded our Summit Club
trekking programme to include a third
trek in the Indian Himalayas.
When the town of Kaikoura was hit by
an earthquake, we launched
emergency appeal for donations
within three days.
Love of Travel
and Adventure
Passion and
Determination
This is our sixth annual
sustainability report. It covers the
period from 1st August 2016 to 31st
July 2017. The report is prepared in
accordance with the core
requirements of the Global
Reporting Initiative (GRI) Standards
reporting framework. It
accompanies our Kathmandu
Annual Report 2017, available online
at kathmanduholdings.com, which
includes our full financial results.
Data in this report covers
Kathmandu’s operations, including
our stores, distribution centres and
support offices in New Zealand,
Australia and the United Kingdom.
If any issues are material beyond
these boundaries, we have reported
on these issues and our approach
to managing them, but we may
not have complete data available.
Financial figures are expressed in
New Zealand dollars unless
otherwise specified.
We’d love to hear your feedback
on the report. Feel free to send
comments and questions to our
team at sustainability@
kathmandu.co.nz.
About this report
SUSTAINABILITY REPORT 201771OUR TEAM70SUSTAINABILITY REPORT 2017

Sustainability Report
2017: Appendices

IND.DESCRIPTION REFERENCE PAG E #NOTES
ORGANISATIONAL PROFILE
1 0 2 – 1Name of the organisation Our Story 5Kathmandu Holdings Limited
1 0 2 – 2Activities, brands, products
and services
Our Story 5—
1 0 2 – 3Location of headquartersOur World 14—15—
1 0 2 – 4Location of operations Our World 14—15—
1 0 2 – 5Ownership and legal form GRI IndexKathmandu is a publically listed company.
For more information, please read our Annual
Report 2017.
1 0 2 – 6Markets served GRI Index14—15Kathmandu sells products through our store
network in Australia, New Zealand and the
UK. We also sell online and have begun to sell
through wholesale partners internationally
including the UK, Germany and China.
1 0 2 – 7Scale of the organisation Our World, Our Team.
Annual Report 2017
15, 62—71,
this index
For full financial disclosures, please see our
Annual Report 2017.
1 0 2 – 8Information on employees
and other workers
Our Team, Table 662—71—
1 0 2 – 9Supply chain Our World, Our Suppliers,
Our Products
15, 16—25,
26—43
—
102 – 10 Significant changes to the
organisation and its supply
chain
Our World, Our Suppliers,
Our Products
15, 16—25,
26—43
—
1 0 2 – 1 1Precautionary principle
approach
Our Suppliers, Customer
health and safety, Our
Footprint
16—25, 43,
44—51
We use the precautionary approach across
each department of the business to ensure we
do not harm the environment or people.
102 – 12External initiatives Better Together 12—13We collaborate with specialised organisations
to support our sustainability strategy and
outputs. Collaboration is absolutely core to
our development as a business.
102 – 13Membership of associations Our Journey, Better
Together, Our Suppliers,
Our Products, Our
Footprint, Our
Community
8—15,
16—25, 26—
43, 44—51,
62—71
Collaboration is fundamental to our
sustainability strategy and program. Without
our memberships, we would not understand the
complexities of our impacts and outreach to
global initiatives and communities.
STRATEGY
102—14Statements from senior
decision-maker
Chairman and CEO
report
10—
ETHICS AND INTEGRITY
102—16Values, principles, standards,
and norms of behaviour
Our Team 71—72—
TABLE 1: GRI GENERAL STANDARD DISCLOSURES
GOVERNANCE
102—18Governance and structure
Annual Report 2017 The Board guides the overall governance
of our organisation. Please see our Annual
Report 2017 for more information in our
governance structure.
STAKEHOLDER ENGAGEMENT
102—40 List of stakeholder groups Our Journey, Our
Stakeholders
8—15, Table 4—
102—41Collective bargaining
agreements
GRI Index—None
102—42Identifying and selecting
stakeholders
Our Journey, Our
Stakeholders
8—15, Table 4—
102—43Approach to stakeholder
engagement
Our Journey, Our
Stakeholders
8—15, Table 4—
102—44Key topics and concerns
raised
Our Journey, Our
Stakeholders
8—15, Table
3, Table 4
—
REPORTING PRACTICE
102—45Entities included in the
consolidated financial
statements
Annual Report 2017 —Kathmandu Holdings Limited, Milford Group
Holdings, Kathmandu Pty Ltd, Kathmandu
Limited and Kathmandu UK Limited.
102—46Defining content and topic
Boundaries
Our Journey, Our
Stakeholders, Our
Impacts
8—15, Table
3, Table 4,
Table 5
—
102—47List of material topics Our Journey, Our
Stakeholders, Our
Impacts
8—15, Table
3, Table 4,
Table 5
—
102—48Restatements of information GRI Index—No restatement this year.
102—49Changes in reporting GRI Index—This year we transitioned from the GRI
G4 framework to the new GRI Standards
framework.
102—50Reporting period GRI Index—August 1st 2016 to July 31st 2017.
102—51Date of most recent report GRI Index—Kathmandu Sustainability Report 2016
(01/08/2015—31/07.2016).
102—52Reporting cycle GRI Index—Annual (01/08/2016—31/07.2017).
102—53Contact point for questions
regarding the report
GRI Index—Oliver Milliner (oliver.milliner@kathmandu.
co.nz or sustainability@kathmandu.co.nz)
102—54Claims of reporting in
accordance with the GRI
standards
Back cover 70—71 This report has been prepared in accordance
with the GRI Standards Core option.
102—55GRI content index GRI Index—This index
102—56External assurance GRI Index—Kathmandu has adopted numerous certifi-
cations, partnerships and programmes that
verifies our various sustainability initiatives.
IND.DESCRIPTION REFERENCE PAG E #NOTES
74SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201775APPENDICES

TOPICREFERENCE PAG E # NOTES
GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
16—25
—
103 - 2: The management
approach and its components
Table 5——
407—1: Operations and suppliers in which
worker’s rights to exercise freedom of
association or collective bargaining may be
violated or at signicant risk
Our Suppliers18, 1985% of our suppliers are in China. Due to the
communist Government, individual worker rights
including freedom of association and collective
bargaining are inevitably at risk. Collective
bargaining is almost unheard of and independent
unions do not typically have any real power to
leverage change in wages or working conditions.
Updating our Code of Conduct and Terms of Trade
Documents; creating a new CSR Strategy which puts
more emphasis on performance and partnership and
less emphasis on policing and compliance; investing
in a new CSR professional services company
specialising in sustainability and supply chain
analytics, designing and implementing customized
programmes that reflect our unique supply chain;
worker surveys and improved grievance mechanisms,
supplier training and education.
GRI 408: CHILD LABOUR
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
16—25
—
103 - 2: The management
approach and its components
Table 5——
408—1: Operations and suppliers at significant
risk for incidents of child labour.
Our Suppliers18, 19, 23Child labour is common in the international apparel
industry, especially in Tier 2 and 3. We created
and implemented a Mandatory Child Labour and
Forced Labour Policy company wide. Also cemented
a partnership with a consultancy specialising in
advising businesses in child rights and improving
the lives of children in supply chains across Asia.
GRI 409: FORCED OR COMPULSORY LABOUR
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
16—25
—
103 - 2: The management
approach and its components
Table 5——
409—1: Operations and suppliers considered to
have significant risk for incidents of forced or
compulsory labour.
Our Suppliers18, 19Forced labour is still common in the international
apparel industry. Migrant workers are especially
vulnerable to forced labour. China, Taiwan,
Vietnam, India and Indonesia are all high risk for
forced labour and these are all areas from where
we source our product. Investing in a new CSR
professional services company specialising in
sustainability and supply chain analytics with the
ability to access worker voice through social media
and anonymous worker surveys.
TOPICREFERENCE PAG E # NOTES
GRI 412: HUMAN RIGHTS ASSESSMENT
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
16—25
—
103 - 2: The management
approach and its components
Table 5——
412—1: Operations that have been subject to
human rights reviews or impact assessments
Our Suppliers19Nil.
412—2: Employee training on human rights
policies or procedures
Our Suppliers19100 hours and percentage of employees trained at
Head Office is 53%.
412—3: Significant investment agreements and
contracts that include human rights clauses or
that underwent human rights screening
Our Suppliers19Every one of our 140 suppliers has to enter into an
agreement with Kathmandu which includes signing
and agreeing to abide by and be assessed against
our Code of Conduct. A “significant investment”
includes any and every supplier because no
matter how much we spend with a supplier, our
commitment to our stakeholders and shareholders
is to invest our resources into our supply chain to
ensure that human rights are protected.
GRI 412: SUPPLIER SOCIAL ASSESSMENT
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
16—25
—
103 - 2: The management
approach and its components
Table 5——
414—1: New suppliers that were screened using
social criteria
Our Suppliers1990%
414—2: Negative social impacts in the supply
chain and actions taken
Our Suppliers19—
GRI 301: MATERIALS
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Products
8—15,
26—43
—
103 - 2: The management
approach and its components
Table 5——
301—1: Materials This index28Product materials are a significant component to
our materiality issues. We do not collect recycled
materials as a percentage according to topic
indicator requirements. We collect data and
information in accordance with the Higg Index and
Textile Exchange reports.
GRI 303: WATER
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Products
8—15,
26—43
—
103 - 2: The management
approach and its components
Table 5——
GRI 303—1: Water withdrawl by source Our Products36, 37 —
TABLE 2: GRI TOPICS
76SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201777APPENDICES

TOPICREFERENCE PAG E # NOTES
GRI 416: CUSTOMER HEALTH AND SAFETY
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Products
8—15,
26—43
—
103 - 2: The management
approach and its components
Table 5——
GRI 416—2: Incidents of noncompliance
concerning the health and safety impacts of
products and services
Our Products43—
GRI 418: CUSTOMER PRIVACY
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Products
8—15,
26—43
—
103 - 2: The management
approach and its components
Table 5——
GRI 418—1: Substantiated complaints
concerning breaches of customer privacy and
losses of customer data
Our Products 43—
GRI 305: EMISSIONS
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Footprint
8—15,
44—51
—
103 - 2: The management
approach and its components
Table 5——
GRI 305—2: Energy indirect (Scope 2) GHG
emissions
Our Footprint 50—51We account our greenhouse gas emissions in
alignment with the Greenhouse Gas (GHG)
Protocol. Our emission figures are derived from
scope 2 purchased electricity usage across our
stores, distribution centres and support offices. Our
emissions factors are sourced from government
GHG reporting guidance documents published in
each jurisdiction that we operate in.
GRI 305—3: Other indirect (Scope 3) GHG
emissions
Our Footprint 50—51 We have aligned our scope 3 emissions
quantification with the Higg Index scoring
requirements. We used the CEMARS software
platform to calculate scope 3 emissions using the
certification’s latest emission factors.
GRI 305—4: GHG emissions intensity Our Footprint 50—51
GRI 306: WASTE
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Footprint
8—15,
44—51
—
103 - 2: The management
approach and its components
Table 5——
GRI 306—2: Waste by type and disposal method Our Footprint 48—49—
TOPICREFERENCE PAG E # NOTES
GRI 401: EMPLOYMENT
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Team
8—15,
62—71
—
103 - 2: The management
approach and its components
Table 5——
GRI 401— 1: New employee hires and employee
turnover
Our Team64, 65,
Table 7
—
GRI 401—3: Parental leave Our Team64, 65,
Table 8
—
GRI 403: OCCUPATIONAL HEALTH AND SAFETY
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Team
8—15,
62—71
—
103 - 2: The management
approach and its components
Table 5——
GRI 403—1: Workers representation in formal
joint management-worker health and safety
committees
Our Team 66—
GRI 403—2: Types of injury and rates of
injury, occupational diseases, lost days, and
absenteeism, and number of work-related
fatalities
Our Team66,
Table 9
—
GRI 404: TRAINING AND EDUCATION
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
62—71
—
103 - 2: The management
approach and its components
Table 5——
GRI 404—2: Programmes for upgrading
employee skills and transition assistance
programmes
Our Team64, 67 —
GRI 404—3: Percentage of employees receiving
regular performance and career development
reviews
Our Team 64, 67,
Table 10
—
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY
GRI 103:
Management
Approach
103 - 1: Explanation of
the material topic and its
boundary
Our Journey,
Our Suppliers
8—15,
62—71
—
103 - 2: The management
approach and its components
Table 5——
GRI 405—1: Diversity of governance bodies and
employees
Our Team 64,
Table 11
—
TABLE 2: GRI TOPICS (CONTINUED):
78SUSTAINABILITY REPORT 2017SUSTAINABILITY REPORT 201779APPENDICES