Trading Update and Investor Day Presentation

Kathmandu Holdings Ltd
kathmanduholdings.com
1
KATHMANDU HOLDINGS LIMITED

ASX / NZX / MEDIA ANNOUNCEMENT

9 November 2021

(All amounts in NZ$ unless otherwise stated)

Kathmandu Holdings Q1 earnings impacted by COVID lockdowns

Kathmandu Holdings Limited (NZX / ASX: KMD) (the Group) today provides the following trading update in
conjunction with a virtual investor day being held for institutional shareholders.

Same store sales (including online) for the 13 full weeks to 31 October 2021 were significantly impacted by
ongoing Australasian COVID lockdowns:
• Rip Curl -9.4% overall, +1.6% adjusted for COVID lockdowns
1

• Kathmandu -17.6% overall, +16.3% adjusted for COVID lockdowns
1


Pleasingly, online sales have grown strongly at +33.8%, with Rip Curl +11.2% and Kathmandu +58.4%.

As previously signalled, COVID lockdowns have significantly impacted Q1 results. Net COVID impact is
expected to result in Q1 operating profit being c.$35 million below last year as lockdowns in NSW, Victoria, ACT
and NZ were more severe than prior comparative period, without any direct Government subsidies recognised
to date in FY22. Recently the Group has seen positive momentum in the short period following the reopening of
NSW and Victoria markets, notably for Rip Curl which is cycling +27% same store sales growth adjusted for
COVID lockdowns
1
from Q1 FY21.

Rip Curl and Kathmandu are well prepared for the key Black Friday and Christmas trading period, and inventory
remains sufficient to meet expected demand. Due to the uncertain COVID trading environment the Group will
not provide forward guidance, however as markets reopen, trading is expected to improve with growth
opportunity in the second half of FY22.

Rip Curl and Oboz wholesale order books remain significantly above pre-COVID levels. The Group is actively
managing ongoing supply chain disruption globally, particularly impacting the timely flow of products into our
North American markets. Oboz product deliveries will be impacted for Q2 as Vietnam footwear factories slowly
ramp up production following COVID closures during Q1. Demand for Rip Curl wetsuits continues to exceed
available supply. Freight, logistics and raw material costs remain elevated as the outlook for supply chain
remains challenging. This will be managed where possible through pricing and raw material substitution.

Commenting on trading, Group CEO Michael Daly said:

“COVID-19 continued to be a major disruption in the first quarter, with Australasian retail stores significantly
impacted by lockdowns, and supply chain disruption impacting our ability to fulfil strong wholesale demand.
Despite the challenging trading conditions to date, we are ready to capitalise on growth opportunities as COVID
restrictions ease. The Group continues to invest in the long-term expansion of our global house of outdoor
brands.”

- ENDS -

This announcement has been authorised for release by the Board.

For further information, please contact:

Investors
Eric Kuret
Market Eye
P: +61 417 311 335

Media
Helen McCombie
Citadel-MAGNUS
P: + 61 2 8234 0103


1
Adjusted same store sales removes stores that were not able to open for a comparable period in either year because of COVID
lockdowns

---

INVESTOR DAY
9 NOVEMBER 2021

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Chairman
David Kirk

Agenda
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TimeTopicPresenters
9.00amWelcomeDavid Kirk
9.05amGroup strategyMichael Daly and Chris Kinraid
9.20amRip CurlBrooke Farris
9.35amObozAmy Beck
9.50amKathmanduReuben Casey, Robert Fry and Eva Barrett
10.40amQ&A
11.00amClose

Today’s Presenters
4| KATHMANDU HOLDINGS INVESTOR DAY 2021
Brooke Farris: Rip Curl CEO
Since joining Rip Curl in 2010, Brooke’s time at Rip Curl has
encompassed a range of roles, from running Rip Curl surf
events around the world, executing marketing strategy as the
ANZ Marketing Manager, to leading strong sales growth online
as the GM of Digital, and most recently as the GM of Women’s.
Michael Daly: Group CEO and Managing Director
Michael was the CEO for Rip Curl from early 2013 with a
relentless focus on brand, product and the crew contributing to
the brand’s recent success. Michael was previously the CFO
and COO of Rip Curl for over 10 years. Since May 2021 Michael
has been in the role of Group CEO and is now looking forward to
leading three iconic brands to grow and develop the Group.
Chris Kinraid: Group Chief Financial Officer
Joined Kathmandu in 2014, and has been Group CFO since
May 2019, with over 13 years in senior group finance and
analyst roles at large FMCG, pharmaceutical, and technology
multinationals including Cadbury Plc and Alliance Boots. Chris
began his career in audit at PwC.
Reuben Casey: Kathmandu CEO
Reuben was appointed Kathmandu brand CEO in October 2019
and has been an integral part of the business including serving
as CFO and COO since joining Kathmandu in 2010. Prior to
Kathmandu he held senior financial management roles, including
TaylorMade-adidas Golf, Meridian Energy, and KPMG.
Amy Beck: President Oboz
Joined Oboz / Kathmandu in 2019 and has extensive experience
in the outdoor and fashion industries with a wide range of skills
including retail, brand marketing, distribution strategy, and sales
management. More recently, Amy held executive roles at
Smartwool and Lucy Activewear, both part of VF Corporation.
Robert Fry: GM Product (Kathmandu)
Prior to joining Kathmandu, Robert served in various global
product lead roles for brands such as The North Face, Mountain
Hardwear, and Black Diamond. Between 2017 and 2020,
his company, Reasonworx, developed successful go-to-market
and innovation platforms for clients such as Cole Haan, Marmot,
Woolmark, Big Agnes, Burton, ROAM Robotics among others. He
specializes in strategic transformation and next-level product
execution.
Eva Barrett: Chief Customer Officer (Kathmandu)
Joined Kathmandu in 2020, with over 20 years experience in
global brand and marketing roles at large international
organisations including adidas, Philips and Carlton United
Breweries based in Europe, APAC and the U.S. An experienced
brand and marketing professional she specialises in driving
transformation of global brand, digital, ecommerce, marketing
and customer teams.

Owner of leading global outdoor active brands
1.Kantar Brand Health Report Mar-Apr 2021
2.Net Promoter Scores: Kathmandu 76, Rip Curl Australia 74
•Rip Curl: top 3 global
surf brand
•Kathmandu: leading
outdoor brand in
Australasia
1
•Oboz: fast growing
North American hike
footwear brand
Iconic brands
•NPS
2
above 70
•2.1m active Summit
Club members
•44k Rip Curl Search
GPS watch users
Loyal, active
consumers
•Early B-Corp adopter
•Largest syndicated
Sustainability linked
loan in New Zealand
Leader in ESG
•R&D driving innovation
•Sustainable materials
•Designed for purpose
Technical
products
•Geography
•Multi-channel
•Seasonality
•Products
Diversified
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Michael Daly
Group CEO
Chris Kinraid
Group CFO
Group Strategy

Our Group journey
7| KATHMANDU HOLDINGS INVESTOR DAY 2021
•We aspire to be a leading owner of global brands appealing to an active, outdoor consumer
•Now diversified by geography, channels to market, seasonality and products
•Our key brand attributes are:
•Inspiring people to live an active outdoor life
•Global appeal
•Products of a technical nature that are designed with a specific purpose in mind
•ESG leadership credentials and aspirations
•Given the above, we believe a renaming of the parent company is an important next step and we are advanced in this process
(early 2022)

Expand global footprint
and invest in world class
brand and customer
experiences
Build Global
Brands
Demonstrate leadership
across environmental,
social and governance to
drive long-term value for
our shareholders
Lead in
ESG
Invest in Group digital
platforms to deliver a
truly world-class, unified
commerce experience
Elevate
Digital
Leverage
Operational
Excellence
Deliver operational
excellence to all brands
across shared group
support functions
Group strategy
Maintain balance sheet flexibility to manage through COVID uncertainties, allowing capital return options and capacity for future M&A
8| KATHMANDU HOLDINGS INVESTOR DAY 2021

9| KATHMANDU HOLDINGS INVESTOR DAY 2021
Build global brands
1.Kantar Brand Health Report Mar-Apr 2021
•Grow product range into adjacent
categories
•Build on the successful launch of an
online store
•Grow European market
•Grow to a USD $100m business in the
medium-term
•Leverage Summit Club, with 2.1m loyal
and engaged members
•Launch in mainland Europe and Canada
in FY22, significant market opportunity
•Grow product offering, with strong new
product pipeline, and enhanced summer
product range
•Goal to be No.1 surf brand in Australasia,
and top 3 in North America / Europe
•Grow North America, potential to double
business across own store, online and
wholesale channels
•Launch global loyalty programme
•Grow online and expand marketplaces
ICONIC, INSPIRATIONAL, AND
AUTHENTIC GLOBAL SURF BRAND
LEADING OUTDOOR BRAND IN
AUSTRALASIA
1
ESTABLISHED AND DISTINCTIVE
AMERICAN FOOTWEAR BRAND

Brands with global reach and strong growth opportunities
10| KATHMANDU HOLDINGS INVESTOR DAY 2021
North America
•Rip Curl target to double sales across all channels
•Target top 3 surf brand
•Kathmandu wholesale and online launch in Canada in
2022, USA to follow
•Oboz sales target USD$100m, with rapid online
growth
Europe
•Rip Curl targeting top 3 surf brand
•Strong growth potential across all channels
•Kathmandu wholesale launch in Europe 1H FY22
•Kathmandu online stores (French and German)
•Expand Oboz distribution
AU & NZ
•Kathmandu post Covid recovery back to 2019,
+$120m
•Strong online growth for all brands
•Continued wholesale opportunity for Rip Curl, and
launch for Oboz
Emerging
•Rip Curl recovery of key markets in Thailand,
Indonesia, and Brazil post-COVID
•Licensing opportunities for all three brands
Current Group
Rip
Curl
KMDObozTotal
Owned stores160160-320
Licensed stores207--207
JV stores20--20
Online sites64111
Wholesale doors5,958282,1298,115

Online platform
enhancement
Omni-channel
foundations
Personalisation
Data insights
and analysis
Loyalty
management
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Elevate digital
Significant investments being made to elevate our digital capabilities
Group target: increase online to 25% of DTC sales in the medium-term through:
Online platform enhancement
•New Group platform launched
•Platform being rolled out across brands
Omni-channel foundations
•POS upgrade to support unified commerce
•Click and collect, endless aisle and fulfilment from store
Loyalty management
•Club Rip Curl launch
•Summit Club relaunch
Data insights and analysis
•Data algorithms for pricing and promotions –initial Kathmandu phase launched
•Customer data platform –single view of customer interaction across brands
Personalisation
•New personalisation engine for tailored customer content and offers
•Integration with loyalty platform

Lead in ESG
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We aspire to be a leader in ESG, to drive long-term value for our shareholders
We are striving to extend Kathmandu’s B-Corp accreditation across all our brands
Transparency and responsibility will continue to underpin everything we do by managing our environmental and social impact
responsibly and ethically
Our people, our communitiesCircular business modelsScience based climate action
•People-centred culture and workplaces
•Wellbeing of workers in our supply chain
•Engage, inspire and protect our wider
community
•Set group-level Science Based Targets
aligned with the Paris Climate
Agreement
•Design for circularity throughout our
value chain
•Target a zero waste supply chain
•For more information, refer to the latest Kathmandu Holdings Limited Sustainability Report

ESG Timeline
Updated Group ESG
strategy and targets
First compliance
certificate for
Sustainability Linked
Loan due
Submission of Science
Based Targets
B-Corp certification
for all brands
June 2022
July 2022
2H FY22
Modern Slavery
reporting
Jan 2022
August 2022
September 2022
Integrated Annual
Report
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Leverage operational excellence
Optimisation of supply
chain logistics, alignment
of factories, and
consolidating freight
vendors to deliver gross
margin benefit
Supply Chain
Leverage scale across
the Group to efficiently
manage fixed cost base,
including infrastructure
for new markets
Property
Collaboration in technical
development, fabrics,
and seasonal expertise
Product
innovation
Core systems
investment
Shared platforms to
integrate ERP business
processes, loyalty
management, and unlock
growth potential across
loyalty and online
Group target: improve underlying EBITDA margin to 15% of sales in the medium-term
Accelerate cross-brand revenue growth opportunities
Ongoing realisation of margin and cost opportunities

Trading update and outlook
15| KATHMANDU HOLDINGS INVESTOR DAY 2021
Trading update
•Same store sales (incl. online) for the 13 full weeks to 31 October 2021 were significantly impacted by ongoing Australasian COVID lockdowns:
•Rip Curl -9.4% overall, +1.6% adjusted for COVID lockdowns
1
•Kathmandu -17.6% overall, +16.3% adjusted for COVID lockdowns
1
•Online sales channel strong growth of +33.8% (Rip Curl +11.2%, Kathmandu +58.4%)
•As previously signalled, COVID lockdowns have significantly impacted Q1 results. Net COVID impact is expected to result in Q1operating profit being c.$35m
below last year as lockdowns in NSW, Victoria, ACT and NZ were more severe than prior comparative period, without any direct Government subsidies recognised
to date in FY22
•Positive momentum in the short period following the reopening of NSW and Victoria markets, notably for Rip Curl which is cycling +27% same store sales growth
adjusted for COVID lockdowns
1
from Q1 FY21
Outlook
•Rip Curl and Kathmandu are well prepared for the key Black Friday and Christmas trading period. Inventory remains sufficient to meet expected demand
•Due to the uncertain COVID trading environment the Group will not provide forward guidance, however as markets reopen, trading is expected to improve with
growth opportunity in the second half of FY22
•A key priority is to increase investment in marketing, sustainability, and loyalty, to support the “Build Global Brands” strategy
•Rip Curl and Oboz wholesale order books remain significantly above pre-COVID levels
•The Group is actively managing ongoing supply chain disruption globally, particularly impacting the timely flow of products intoour North American markets
•Oboz product deliveries will be impacted for Q2 as Vietnam footwear factories slowly ramp up production following COVID closuresduring Q1. Demand for Rip
Curl wetsuits continues to exceed available supply
•Freight, logistics and raw material costs remain elevated as the outlook for supply chain remains challenging, to be managed where possible through pricing and
raw material substitution
1.Adjusted same store sales removes stores that were not able to open for a comparable period in either year because of COVID lockdowns

Brooke Farris
Rip Curl CEO
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“To be regarded as the ultimate surfing
company in all that we do...”
OUR VISION
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Remaining true
and authentic
to our surfing
roots
STRATEGY
Fanatical
dedication to
market
leadership in
core products
An intense
focus on
exceeding the
expectations of
our customers
through digital
acceleration
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REMAINING TRUE AND AUTHENTIC
TO OUR SURFING ROOTS
1.TEAM & EVENTS
2. CONTENT
3. SUSTAINABILITY

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4. 365 DAY RELEVANCE
1. INNOVATION
3. KIDS
2. WOMENS
FANATICAL DEDICATION TO MARKET LEADERSHIP

1.
UNIFIED
COMMERCE
2.
ECOMMERCE
EXECUTION
3.
CLUB
RIP CURL
EXCEED THE EXPECTATIONS OF OUR CUSTOMERS
THROUGH DIGITAL ACCELERATION
20-25% of
SALES
=
22| KATHMANDU HOLDINGS INVESTOR DAY 202122| KATHMANDU HOLDINGS INVESTOR DAY 2021

Amy Beck
President Oboz
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Purpose
Empower the people of the world to blaze
their own trail.
The trail is our right of way. It is the inspiration
that binds our people under a banner of fresh
air and good times. It is the switch-backing
path that sets our community of adventure
seekers into motion. It is where our
experiences coalesce in powerful moments
across unforgettable expanses. And it is over,
under and through this self-propelled
existence where the foot takes charge —and
where comfortable, durable footwear for the
trail unfolding is our persistence, drive and
ceaseless commitment.
Oboz creates transformative footwear for
adventurers seeking true experiences on any
and every trail.
The Oboz Fit Promise —driven by intentional
design, dependable performance and optimal
versatility —is the ready for anything comfort
and confidence that fuels the advance.
Mission
Why we do what we do
What we do

Brand growth
•Growth in core and new product categories
•Wholesale doors increased 22% since FY20
•Online store launched FY21. Significantrunway for
future growth
•Target USD $100m sales in the medium-term (3 to
5 years)
•Brand momentum is strong with significant order
book growth for Summer 22
26| KATHMANDU HOLDINGS INVESTOR DAY 2021

Brand
▪Elevate digital
▪Create enhanced retail experiences
▪Utiliseinsights to connect with new
consumers and grow awareness
▪Evolve service experience to connect
further with staff and consumers
27| KATHMANDU HOLDINGS INVESTOR DAY 2021

Elevate digital experience
28| KATHMANDU HOLDINGS INVESTOR DAY 2021
•Creating demand and engagement with pre-
release pages and pre-sale capability
•Launching eGift cards
•Investing in video
•Utilisingpartnership and collaborations to
grow audience and conversion

Enhanced instore experiences
•Branded environment: shelves, brand sign and story
•New campaign activations: windows, signage, staff buttons
•Fitting environment: fit bench, branded brannockdevice
29| KATHMANDU HOLDINGS INVESTOR DAY 2021

Connecting...investing in digital
engagement to grow awareness is working
•Impressions: +4 million (+4.2%)​
•Engagements: +18.2%
•Total audience: +17.3%​
•Video views: +696.7%
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Product evolution and
expansion
▪Evolve and grow the core
▪Build on successful franchises
▪New products for new consumers
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Product evolution and expansion
Revitalisingand modernisingthe core, building on successful franchises
•Relaunch of biggest franchise Sawtooth X supporting strong order book growth
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Product evolution and expansion
Reaching new consumers
Ongoing pipeline of new styles to drive growth in consumers and closet share
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Reuben Casey
Kathmandu CEO

35| KATHMANDU HOLDINGS INVESTOR DAY 2021
Brand leadership team

Improvethewellbeing of
theworldthrough the
outdoors
Ourkaupapa
Kia whanake ake i te hauora ote
ao māte taiao.
36| KATHMANDU HOLDINGS INVESTOR DAY 2021

Ourvision
Betheworld’s
most loved
outdoor brand.
It’satrulyglobalvision.Tostrive
forsomethingthisambitious,we’ll
needthemostcourageous,joyful,
openpeoplealongfortheride.
We’llneedtodesignourlittle
heartsout,we’llneedtochallenge
conventionandbealittlemore
outthere.We’llneedtocome
togetherandmakeithappen.
37| KATHMANDU HOLDINGS INVESTOR DAY 2021

We’re
Kathmanduers,
weare;
CourageousMāia
Wegive ita go
Weembracetheunknown
Wedotherightthingevenwhenit’shard
JoyfulManahau
Wedowhatweloveandlovewhatwedo
Wedon’ttakeourselvestooseriously
Weenjoy each others companyand have fun
OpenMākohakoha
Welisten
We’reopen togrow
Weembracedifferences
Weare strongertogether
Courageous,joyful,open
Māia,Manahau,Mākohakoha
Thesevaluesidentifyusandshouldbeevident inevery
experienceacrossthebusiness.Thatway,everyconversation,
everyproduct,everyinnovationwillpullustogether.
38| KATHMANDU HOLDINGS INVESTOR DAY 2021

Strong long-term growth runway in International
ANZ:
•$120m growth getting back to pre-COVID
•$30m growth through year round relevance,
product, brand investment, network
optimisation
•Digital to grow to $100m+, c. 20-25% of sales
International:
•Targeting $100m over 5 years
•Europe, Canada immediate launch
•US to follow
•South Korea, Japan medium term
Long term aim is a balance between ANZ and
International
354.0
150.0
100.0
604.0
FY21ANZInternational
Growth runway (3-5 years)
NZD $m
39| KATHMANDU HOLDINGS INVESTOR DAY 2021

Building the world’s most loved outdoor brand
BRAND –meaningful and differentiated
1.Tone of Voice: Joyful, carefree, ‘out there’ vs
serious/competitive/preaching
2.Target Audience: Millennial outdoor
enthusiast who loves being outdoors & cares
for the planet vs top of the mountain athletes
3.Build awareness through differentiated fun,
joyful PR events and influencers
(global/local)
MARKETS –leveraging Group infrastructure
1.Immediate launch AW22 sell in: Europe
(France, Germany, UK, Ireland) + Canada
2.North America -US
3.Asia –med-term Japan, South Korea
PRODUCT –desirable, differentiated
1.Products of desire relevant to target consumer
2.Exceed performance expectations
3.Industry leading innovation in sustainability
CHANNELS –selective to build brand equity
1.Digital to support brand positioning
2.Selective distribution from launch to build
brand equity for sustainable growth
3.Wider distribution as brand awareness grows
40| KATHMANDU HOLDINGS INVESTOR DAY 2021

Key messages
•Reset Brand purpose, vision, values
•Buildinga meaningful differentiated brand
•International provides long-term growth runway
•ANZ short-medium term growth through post-COVID recovery, network
optimisation
•Digital business growing strongly
•Strong team with international brand building experience
41| KATHMANDU HOLDINGS INVESTOR DAY 2021

Our brand
transformation
journey
Eva Barrett
Chief Customer Officer

The business opportunity
The outdoor category continues to explode
with more and more consumers wanting to be
part of outdoor culture.
Worth over $170BN globally the outdoor
adventure economy is highly sought after with
consumers wanting to try new experiences to
stay fit and healthy.
They are also embracing fashion trends at a
rapid rate, blurring the lines of street, outdoor
and fashion.
43| KATHMANDU HOLDINGS INVESTOR DAY 2021

Our relationship
with the
outdoors has
evolved
A place to challenge
oneself
Overcoming/conquering
nature & lands
A way to stand out
Explorers, hobbyists &
extreme sports
A place to restorebody
and mind
Reciprocalrespectful
relationship
A way to belong
Anyone, everyone
44| KATHMANDU HOLDINGS INVESTOR DAY 2021

45| KATHMANDU HOLDINGS INVESTOR DAY 2021
It’s changed their
attitudes to the outdoors
In the USfirst-time outdoor
recreation exploded for Gen-Z
and millennials. With over half
saying they’re looking to get
out more
65% of millennials and Gen Z-
ersnowthink it is essential to
do physical activities outdoors
to maintain physical and
emotional wellbeing*
Participation rates are rising
Rambling Society of the UK has
seen a 30% increase in hikers, with
the greatest growth coming from
younger generations
American National Parks have
seen a 90% increase in visitation
during the pandemic
7.9 million more Americans went
campingthan the year prior
And will change the future of
where they spend their
money
Booking.com have shown that the
highest search growth rates can
be found in terms like ‘hiking’ and
‘nature’
*Mintell, 11.20/Active Network
07.21/NYT
Walking and enjoying nature during lockdown
initially seemed like a means to an end.
People rediscovered the balance of mental and
physical wellbeing that can come from exploring
the outdoors.

Improve the wellbeing
of the world through
the outdoors
We’re out there!
We want YOU to feel the
benefits of nature, the
fun, the joy, the fact that
nature changes your
brains for the better
WHY THE BRAND EXISTS
HOW THE BRAND MAKES YOU FEEL
OUR SPIRIT AND ATTITUDE
EMOTIONAL
BENEFIT
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Consumer Growth Strategy
Attract new consumers into the brand whilst retaining relevance with
our core
Growth
•40+
•Out there to challenge & ‘do’
•A way to standout
•Explorers, hobbyists, adventure travellers
•ANZ focus
•Millennials 25-34
•The biggest opportunity in the outdoor
category by spend, size and participation
•Out there to recharge, refresh and belong
•Anyone, everyone
•Global
Current

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Total
Awareness
%
Consideration
(t2b)
%
Currently
Purchase (t2b)
%
Buy
Most Often
%
Preference
(Brand Power %)
AUNZAUNZAUNZAUNZAUNZ
9810072834060172330.733.4
639830741838787.719.5
83896053251510216.211.9
Source: Kantar Brand Health Tracking; ANZ March to July & March/April
COMPETITOR 1
COMPETITOR 2
50| KATHMANDU HOLDINGS INVESTOR DAY 2021
18-59
We are the strongest brand in AU and NZ outperforming our closest competitors.
We also dominate consumers’ predisposition to purchase in Kantars brand
equity measure (brand power)

Brought to life through the ‘We’re out there’ brand platform and our brand relaunch in May
•Integrated campaign across TV, video on demand,
digital channels, social, radio, outdoor, PR
launched May 6
th
•Research showed the campaign reinforced our
strategy to inspire people to get outdoors to
improve their wellbeing through an engaging, fun
articulation
•Strong communication drove brand affinity and
consideration amongst the target audience of 25-
34 year oldsand the wider 18-54 year old
audience
•Brand campaign video content delivered over 30
million views via paid and owned channels
•80 million social impressions from posts where
Kathmandu was mentioned during May-July 21, up
627% on Feb-April 2021
•Relaunched our website with better user
experience, faster load times and world class
design
51| KATHMANDU HOLDINGS INVESTOR DAY 2021

57%
25%
6%
34%
32%
44%
76%
57%
30%
54%
55%
53%
ConsiderationCurrently PurchaseBuy most oftenInspires me to get
outside more
Shows how getting outside
can improve my wellbeing
Makes getting
outdoors fun
Not seen Campaign
Seen Campaign
80%
58%
18%
39%
28%
45%
85%
61%
25%
47%
43%
50%
ConsiderationCurrently PurchaseBuy most oftenInspires me to get
outside more
Shows how getting outside
can improve my wellbeing
Makes getting
outdoors fun
Not seen Campaign
Seen Campaign
Brand KPI Impact | AU and NZ | July 2021
19%32%25%20%22%9%
6%3%7%8%15%5%
Campaign
Uplift
Campaign
Uplift
We have seen significant brand KPI uplifts among campaign recognisers (particularly
in AU), has moved the dial on ‘inspiration’ and ‘wellbeing’
52| KATHMANDU HOLDINGS INVESTOR DAY 2021
Base: Australia; Total (n=302) | New Zealand; Total (n=250) | Recognisedcampaign: Australia (n=112) | New Zealand (n=157) | Not recognisedcampaign: Australia (n=190) | New Zealand (n=93) Time period:
July 2021
Source: UN_AWARE: What brands of outdoor clothing, footwear and gear have you heard of? | How familiar are you with each of these brands?
| CONSIDERATION: How likely are you to consider choosing each of these brands the next time you buy outdoor clothing, footwear and gear? |Ad Recognition: Have you seen this ad before?
18-59

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We launched Summer..We’reOut There and our first collab Kathmandu X Mulga.
Setting the scene for growth by enabling us to become an all year round brand rather than just for winter

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We continue our brand transformation into AW22

Unified
Commerce

A complete new website experience
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Refreshed Design –360 products videos, improved checkout experience, TruRatingNPS
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A complete overhaul of our photography, increasing sales and reducing returns

Driving customer lifetime value through loyalty and personalisation
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Real-time Interaction &
PersonalisationEngine
[Salesforce Interaction Studio]
Customer Data Platform
[Lexer]
Loyalty Engine
[LMS:Antavo]
Loyalty Value Proposition
[Relaunch Loyalty Program]
Phase 1: Development of
new loyalty value proposition
Phase 2: Rollout new loyalty value proposition
Phase 1: Delivery of current loyalty proposition on new
loyalty management system + digital wallet
Phase 2: Rollout scope of new loyalty proposition
Phase 1: Single view of customer, enhanced customer
insights and segmentation capability
Phase 1: Test and learn strategy development
Phase 2: Web / Email personalisation (next best
product/category/content)
Phase 3: Omnichannel
personalisation
(incl. POS)
Q2 FY22
Q3 FY22
Q4 FY22
Phase 2: Integration of Lexer
intomarketing technology stack

Three key take outs
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Drive Brand Heat
Drive consideration
with a younger
demographic with a
clear differentiated
brand positioning
(ATTITUDE and
EMOTION)
Digital
Transformation in
Marketing
Become a modern
marketing
organisation with a
best in class
omnichannnel
experienceand
personalisation
Growth Culture
Grow through
continuously
attracting new
consumers into the
brand and
increasing customer
lifetime value

Product
Robert Fry
GM of Product

•Design beautiful, desirable, differentiated product that has intrinsic value
•Exceed product performance expectations
•Lead the industry in ground-breaking sustainability innovations
•Do all of this while maintaining competitive price points
The imperative
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Design beautiful, desirable, differentiated product that that has intrinsic value
Not long ago, this is how we showed up in market. Approachable, but dismissable.
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Autumn/Winter 22 will see a critical evolution in style and story.
Relevant, desirable, and just as Outdoor as we’ve always been.
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Design beautiful, desirable, differentiated product that that has intrinsic value

Autumn/Winter 22 will see a critical evolution in style and story.
Relevant, desirable, and just as Outdoor as we’ve always been.
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Design beautiful, desirable, differentiated product that that has intrinsic value

Autumn/Winter 22 will see a critical evolution in style and story.
Relevant, desirable, and just as Outdoor as we’ve always been.
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Design beautiful, desirable, differentiated product that that has intrinsic value

Autumn/Winter 22 will see a critical evolution in style and story.
Relevant, desirable, and just as Outdoor as we’ve always been.
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Design beautiful, desirable, differentiated product that that has intrinsic value

Autumn/Winter 22 will see a critical evolution in style and story.
Relevant, desirable, and just as Outdoor as we’ve always been.
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Design beautiful, desirable, differentiated product that that has intrinsic value

Exceed product performance expectations
Up until recently, performance took the shape of undifferentiated design.
Requiring the performance story to support the product desirability –limiting sales
and new customer acquisition
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Exceed product performance expectations
What if class leading performance also looked fantastic?
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Exceed product performance expectations
Or new forms of performance and weather protection took the shape of stylish,
versatile sun-protection?
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Lead the industry with ground-breaking sustainability innovations
In Winter 22 Kathmandu will launch the NXT-Level Bio Down capsule.
The world’s first, biodegradable down jacket.
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Lead the industry with ground-breaking sustainability innovations
Kathmandu is a key collaborator with every industry-leading ESG organisation. Our
team is introducing collaborative new, solution-driven innovations that help protect
and support the most vulnerable members of our supply chain.
Sustainability is more than material innovation
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Do all of this while maintaining competitive price points
The details matter. We elevate the customer experience, and increase the value of the product
and the brand, through caring about the touch points –with nominal cost impact.
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Become a global brand
From here
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To here

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Summary
•Expanding product range
•Expanding distribution
•Significant capacity for future growth
•New team in place
•Reinvigorated brand and products
•Going global, starting with Europe
•Brand authenticity
•Innovation and market leadership
•Digital acceleration
Group priorities:
•Build a truly global house of brands
•ESG is at the heart of our business

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Questions

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Important notice and disclosure
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statements of the Company, and accompanying information released to the market. As such, it should be read in conjunction with the explanations and viewsin those
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performance is not indicative of future performance and no guarantee of future returns is implied or given.
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decision. This presentation has been prepared without taking into account the investment objectives, financial situation or specific needs of any particular person.
Potential investors must make their own independent assessment and investigation of the information contained in this presentation and should not rely on any
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This presentation includes certain “forward-looking statements” about the Company and the environment in which the Company operates. Forward-looking
information is inherently uncertain and subject to contingencies, known and unknown risks and uncertainties and other factors, many of which are outside of the
Company’s control, and may involve significant elements of subjective judgement and assumptions as to future events which mayormay not be correct. A number of
important factors could cause actual results or performance to differ materially from the forward-looking statements. No assurance can be given that actual outcomes
or performance will not materially differ from the forward-looking statements. The forward-looking statements are based on information available to the Company as
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The statements and information in this presentation are made only as at the date of this presentation unless otherwise statedand remain subject to change without
notice.Some of the information in this presentation is based on unaudited financial data which may be subject to change. Informationin this presentation is rounded
to the nearest hundred thousand dollars, whereas the financial statements of the Company are rounded to the nearest thousand dollars. Rounding differences may
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