OUR 
RESPONSIBLE
JOURNEY
ENVIRONMENTAL, SOCIAL  
AND GOVERNANCE REPORT 2021
Stock Code : 1910
Samsonite International S.A.

WELCOME
1 
  Message from our Chief 
Executive
2 
 About Samsonite
 
HOW WE APPROACH 
SUSTAINABILITY
3 
  Message from our Global 
Head of Sustainability
4 
 Our sustainability strategy
5 
 Delivering our strategy
6 
 2021 highlights
HOW WE ARE MAKING 
OUR PRODUCTS 
MORE SUSTAINABLE
8 
 Introduction
9 
  Considering every stage of 
the life cycle of our products
10 
  Designing for quality and 
durability
11 
 Promoting repairability
12 
 Using recycled materials
15 
  Partnering on innovative 
materials
16 
 Recycling at the end of life
17 
 Inclusive products
18 
  Evolving our product 
packaging
18 
 Our plans for 2022
HOW WE ARE 
PROTECTING THE 
ENVIRONMENT
20 
 Introduction
21 
  Managing our carbon 
footprint
25 
  Assessing our climate-
related risks and 
opportunities
26 
  Managing our use of 
resources
28 
 Our plans for 2022
HOW WE ARE 
SUPPORTING 
PEOPLE
30 
 Introduction
31 
  Managing the global 
COVID-19 pandemic
32 
  Building more diverse 
workplaces
33 
  Our diversity and inclusion 
strategy
34 
 Treating people fairly
35 
 Developing our people
36 
 Engaging our workforce
37 
  Protecting people in our 
supply chain
38 
 Promoting wellbeing
39 
  Conserving and restoring 
nature
40 
  Empowering vulnerable 
communities
40 
 Our plans for 2022
HOW WE MAINTAIN 
OUR HIGH 
STANDARDS
41 
 Introduction
42 
 Our product policies
43 
  Employment and labor 
practices
45 
 Health and safety practices
46 
  Managing risk in our supply 
chain
DATA
47 
 About this report
48 
 Environmental KPIs
52 
 Social KPIs
OUR  
RESPONSIBLE  
JOURNEY
Products
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Environment
People
Policies
Data

Samsonite ESG Report 2021 
1
MESSAGE FROM OUR CHIEF EXECUTIVE
WELCOME
Sustainability is built into our heritage. 
While the use of recycled and renewable 
materials in our products is a recent 
innovation, we have always used resources 
respectfully by making durable, long-
lasting products and promoting product 
repairability as an alternative to disposal 
and replacement. And our long-standing 
guiding principle, the Golden Rule, has 
meant we have treated each other and our 
communities with respect too. We have 
been innovating for over 110 years and 
have taken on the responsibility of leading 
sustainable transformation in our industry.
We launched our sustainability strategy, 
Our Responsible Journey, in 2020 and, 
despite the pandemic, continued to drive it 
forward in 2021. During the disruption and 
challenges caused by COVID-19, our teams 
and I have drawn strength from this ongoing 
focus on doing the right thing – today, and 
in the years ahead.
We know our customers love to travel and 
be active. After the restrictions of the last 
couple of years, the world is opening up 
again and there’s a renewed enthusiasm 
and respect for what travel affords us: 
expansion of perspectives; tolerance and 
understanding; reunions with friends and 
family; and the sheer joy and appreciation 
of the natural wonders of our planet. In 
2021, as many people made up for a year 
without holidays, there was a return to 
more domestic travel. In the year ahead, 
as vaccine programs help to further loosen 
the grip of the pandemic, we anticipate that 
global travel will pick up again too.
We also know that our customers are more 
conscious than ever of the impact they 
can have on the planet – and they expect 
companies they trust to help them be 
responsible. We welcome that challenge 
by offering bags and lugage that are 
made with the environment in mind, and in 
socially responsible workplaces. I’m proud 
to share with you the progress we have 
made in the past year, particularly around 
how we are making our products more 
sustainable. The Magnum Eco – our range 
of hard-side cases made with recycled 
materials – has set the bar incredibly high. 
We are also actively exploring how we can 
make our products easier to repair so their 
years of service are extended, and how we 
can help our customers recycle them at the 
end of their useful life.
This report also includes updates on our 
work to reduce the footprint of our own 
operations, and to encourage good practice 
and positive impacts beyond our business. 
In our chapter about How we are Supporting 
People, you can read about how our work 
on diversity and inclusion is creating a 
supportive environment for all our people.
Thank you for your interest in Our Responsible 
Journey.
Yours sincerely,
Kyle Francis Gendreau 
Chief Executive
Products
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Data

Samsonite ESG Report 2021 
2
27%
61%
12%
Net sales 
by Channel
Direct to consumer e-commerce
Retail
Wholesale
Net sales 
by Channel
46%
25%
17%
9%
3%
Net sales 
by Brand
Samsonite
Tumi
American Tourister
Gregory
Other
North America
Asia 
Europe
Latin America
40%
34%
5%
21%
Net sales 
by Region
1%
8%
10%
23%
58%
42%
Net sales 
by Product 
Category
Travel
Non-Travel
Business
Casual
Accessories
Other
2021 CONSOLIDATED NET SALES: US$2,021 MILLION
ABOUT SAMSONITE
Primary manufacturing 
sites in Belgium, 
Hungary and India
Owned distribution 
centers
Global and regional 
headquarters
Place of share listing: 
Hong Kong
ABOUT SAMSONITE
Belgium
Luxembourg
Germany
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MESSAGE FROM OUR GLOBAL HEAD OF SUSTAINABILITY
We are at an inﬂection point on 
sustainability. Driven by the urgency of 
climate change and other environmental 
challenges – along with a growing 
recognition of social inequities – the past 
few years have seen a surge of interest 
from investors and consumers in how 
companies are improving their sustainability 
performance. They want much greater 
transparency, and they expect meaningful 
action.
This rise in expectations was not slowed by 
the COVID-19 pandemic – in fact, quite the 
opposite. This shows me just how important 
sustainability is – and gives me great 
optimism that the business community 
can and will partner with stakeholders 
to address the social and environmental 
challenges that concern us all.
When I joined Samsonite in August 2021, 
I was excited by the level of commitment 
within the company. Our ambition is to 
be the most sustainable lifestyle bag and 
travel lugage company on the planet. The 
business is in a period of transition as we 
rebound from the pandemic, and we want 
to take full advantage of this moment to 
accelerate progress.
Samsonite has come a long way on 
sustainability over the last ﬁve years: we 
began to formalize our program in 2016 
and published our ﬁrst Environmental, 
Social and Governance (ESG) report 
the following year. Since then, we have 
introduced products that lead the industry 
on environmental attributes; deﬁned a 
comprehensive sustainability strategy 
with time-bound commitments; increased 
our reporting and disclosure every year; 
and, in 2021, launched and developed 
comprehensive regional diversity and 
inclusion strategies.
Having spent nearly 15 years as a corporate 
sustainability consultant prior to taking 
on this new role, it means a lot to me 
that we are building on a strong legacy 
of product quality and durability. After 
all, the most sustainable attribute of a 
bag or piece of lugage is that it does not 
need to be discarded and replaced. It’s 
also very important that we incorporate 
recycled and low-carbon materials into our 
products – and I’ve been very impressed 
by our product design and research and 
development teams, who have been leading 
the way as we innovate on sustainability.
I’m excited about opportunities for 
continued progress in the years ahead. 
Our near-term priorities include: further 
embedding sustainability practices and 
awareness across our decentralized 
organization; driving progress on carbon 
measurement and climate action; increasing 
transparency and progress on D&I; and 
developing a strategic framework for 
how we will measure and advance the 
environmental attributes of our product 
portfolio, across the full product life cycle.
As Samsonite’s Global Head of 
Sustainability, I am enormously proud to 
be leading this work and look forward to 
working in partnership with my colleagues 
and our business partners to continue to 
advance Our Responsible Journey in the 
years ahead.
Ezequiel Hart 
Global Head of Sustainability
APPROACH
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Samsonite ESG Report 2021 
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Our vision is to become the most sustainable lifestyle 
bag and travel lugage company in the world.
To help us navigate towards this vision, we launched a 
comprehensive sustainability strategy in 2020 called 
‘Our Responsible Journey.’ The strategy is focused on 
four areas and supported by eight action platforms. 
We deﬁned the four focus areas based on the ﬁndings 
from a global materiality assessment, through which we 
identiﬁed and prioritized the sustainability topics that 
matter most to our business and our stakeholders. Across 
our action platforms, we have deﬁned commitments that 
include speciﬁc quantitative goals to be achieved by 2025 
and 2030.
Our sustainability strategy is the compass that we use 
to guide decisions on our journey to 2030 and on the 
path to our long-term ambition. We will continue to reﬁne 
the strategy and goals to ensure they will enable us to 
achieve our vision.
For each action platform, we have stated a goal –  
you will ﬁnd these in the report marked  
with a compass symbol.
OUR SUSTAINABILITY 
STRATEGY
OUR RESPONSIBLE JOURNEY
Providing an inclusive 
culture with the best 
opportunities in a 
supportive environment
Creating the best 
products using the 
most sustainable and 
innovative materials, 
methods and models
Encouraging good 
practice and positive  
impacts beyond our 
direct business
Targeted action 
where we can make a 
meaningful impact on 
the environment
Developing our people  
Engaging our workforce  
Building more diverse workplaces
Managing our use of resources 
Managing our carbon footprint
Managing risk in our supply chain 
Protecting people in our supply chain
APPROACH
Considering every stage of the life cycle of our products 
Using recycled materials  
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Samsonite ESG Report 2021 
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As a global business with a primarily decentralized regional 
management structure, it is important that we have an effective 
governance structure for managing sustainability across our 
brands and regions. Led by our CEO, who champions our 
sustainability program, our Board and Senior Management 
Team deﬁne the vision and high-level direction. Reporting 
directly to the CEO, our Global Head of Sustainability is 
responsible for coordinating across the organization and 
engaging internal stakeholders to deﬁne our sustainability 
strategy and oversee execution and communication of our 
programs.
To accelerate our progress on Our Responsible Journey 
and further embed sustainability into our organizational 
DNA, we are in the process of implementing a new, more 
formal sustainability governance structure. In early 2022, 
we established a Global Sustainability Council of senior 
leaders representing all our regions, our core brands, and 
key functions. This Council is responsible for updating and 
reﬁning our strategy and targets as we make progress on Our 
Responsible Journey.
The next step, and a key priority for 2022, is to establish a 
new set of global committees focused on different aspects 
of our program. Like the Council, the committees will include 
representation from across our regions, brands, and relevant 
functions to deﬁne action plans, coordinate execution, and 
engage internal stakeholders. These committees will also help 
enable the sharing of best practices across the company so 
that successes can be replicated quickly.
DELIVERING OUR 
STRATEGY
APPROACH
SUSTAINABILITY GOVERNANCE
BOARD OF DIRECTORS
Oversight on ESG initiatives and reporting  
GLOBAL SUSTAINABILITY COUNCIL
Deﬁne and recommend strategy and targets; oversee execution of programs; 
ensure alignment across regions, functions, and brands
GLOBAL  
DIVERSITY  
& INCLUSION  
STEERING COMMITTEE 
Key
In place 
To be established 
in 2022 
Led by Global Head of 
Sustainability. Members 
are senior representatives 
from: the regions, core 
brands, sourcing, product 
development & innovation, 
marketing, ﬁnance, HR, and 
sustainability
SENIOR MANAGEMENT TEAM
Set vision; approve strategy; hold organization  
accountable for program execution
Led by CEO, who 
champions sustainability 
within organization and 
engages with Board
GLOBAL SUSTAINABILITY 
PRODUCT & 
INNOVATION 
COMMITTEE 
GLOBAL SUSTAINABILITY 
OPERATIONS  
&  SUPPLY CHAIN 
COMMITTEE 
GLOBAL SUSTAINABILITY 
MARKETING & 
COMMUNICATIONS 
COMMITTEE 
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Samsonite ESG Report 2021 
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APPROACH
PLANET
2021 
HIGHLIGHTS
PEOPLE
PRODUCTS
We’ve made signiﬁcant 
progress since last year.
We have created new products 
from innovative new materials, 
taken steps to further reduce 
the environmental impact of our 
operations, and worked hard 
to keep our people safe and 
engaged.
Launched Magnum Eco, a 
hard shell case made from post-
consumer recycled plastic
Since 2018, we have diverted more 
than 100 million 500ml PET 
bottles from landﬁll using our 
RecyclexTM Material Technology
Piloted a suitcase 
recycling program in Benelux
About 14% of global sales were 
from products containing recycled 
materials (roughly double the 
percentage in 2019)
Our plant in Hungary installed 
a solar electric boiler, reducing 
natural gas consumption by 28%
Solar photovoltaic panels on 
our sites in India and Belgium 
generated 1.7 GWh of renewable 
electricity
We funded the planting of 
70,500 trees
Strongly encouraged vaccination – 
over 85% of our people are now 
vaccinated against COVID-19
Created Diversity & Inclusion plans 
in each of our regions and conducted 
training on unconscious bias and 
anti-harassment
Conducted a human rights country 
risk assessment to help us identify 
and mitigate possible negative 
human rights impacts in our supply 
chain
Tumi raised more than 
US$600,000 for St. Jude’s 
Children’s Research Hospital®
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PRODUCTS
Samsonite ESG Report 2021 
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HOW WE ARE MAKING 
OUR PRODUCTS 
MORE SUSTAINABLE
Gregory’s innovative and 
lightweight new Katmai and 
Kalmia backpacks are made 
with high-density nylons with 
at least 40% recycled content.
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PRODUCTS
INTRODUCTION
Our ambition is to be the most sustainable travel 
lugage company in the world. We are enthusiastic 
advocates of the beneﬁts of travel and want to help 
reduce the impact of our customers’ journeys by 
offering durable, high-quality products, increasing 
our use of more sustainable materials and production 
processes, and designing for repairability and 
recyclability.
Our customers expect innovative products that will 
last many years – and that’s the core of our product 
sustainability strategy. Increasingly, we are also 
focused on where we can make the most substantial 
reductions in the resource use and carbon footprint of 
our materials and processes, and we are expanding our 
efforts to understand the relative impacts of each stage 
of our products’ life cycles.
With these insights, we aim to increasingly design our 
products to promote circularity: products designed to 
be robust enough to last years while withstanding the 
rigors of travel; easily repaired rather than replaced; 
weighing as little as possible; made from recycled or 
renewable materials; and, ultimately, able to be recycled 
easily. Eventually, we’d like to close the loop fully by  
re-using materials from old lugage to make new products.
BIZ2GO
BACKPACK MADE 
WITH RECYCLED 
MATERIALS 
“Over the last year, we’ve made real progress in 
accelerating the scale and adoption of our RecyclexTM 
range of material technologies. These are materials made 
by recycling post-industrial and post-consumer waste 
such as PET plastic, polycarbonate, polypropylene, 
and nylon. We’ve collaborated on a material made from 
post-consumer recycled polycarbonate – and have been 
exploring other innovative materials, such as an alternative 
to leather made from grapes that are left over from 
winemaking.” 
HeeJeong Kim, Senior Director, Marketing & Brand Strategy, Samsonite
Samsonite ESG Report 2021 
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PRODUCTS
Samsonite ESG Report 2021 
OUR GOAL
Continue to develop 
innovative solutions 
to ensure the 
durability of our 
products, extend the 
life of our products 
and develop viable 
end of life solutions 
to divert as many of 
our products from 
landﬁll for as long as 
possible.
WE ASPIRE  
TO ‘CLOSE THE LOOP’ 
IN THE FUTURE BY 
RECYCLING OLD 
CASES INTO  
NEW ONES.
Help our customers to keep 
and maintain our products for 
as long as possible through 
easy repairs and availability 
of replacement parts 
 
END OF LIFE 
Design for 
deconstruction and 
reuse or recycling  
PRODUCT 
DESIGN 
Prioritize design for 
quality, durability, ease 
of repair and extended 
life 
EVERYTHING STARTS HERE
RAW MATERIALS
Use less virgin material; use more 
recycled, renewable, low-carbon 
materials 
MANUFACTURING
Use less energy and avoid waste
RETAIL 
Reduce energy 
use and use 
more sustainable 
packaging 
DISTRIBUTION
Use efﬁcient  
transport methods  
and packaging 
  BUILT TO LAST AND EXTEND
CONSIDERING EVERY STAGE OF  
THE LIFE CYCLE OF OUR PRODUCTS 
 
We are increasingly designing our products with their full life cycle journey in mind. Thinking in this way 
will allow us to identify sustainability opportunities at every stage. As well as using sustainable materials 
and keeping environmental impacts to a minimum in our manufacturing, distribution and retail processes, 
we also consider how to extend a product’s life. We are determined to make our products last as long as 
possible and, at the end of their useful lives, to offer solutions that help our customers keep them from 
ending up in landﬁlls.
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PRODUCTS
DESIGNING FOR 
QUALITY AND 
DURABILITY
In our pursuit of sustainability leadership, we recognize 
that the most sustainable product is one that lasts. 
It’s straightforward: a product that lasts 20 years, for 
example, will have one-quarter of the impact over that 
period relative to four products that each last just ﬁve 
years before needing to be replaced. So, our priority is 
to ensure that our products are built to last and can be 
repaired for decades.
We take great pride in striving to continuously improve 
the quality and durability of our bags and lugage: each 
piece is designed to be relied on and give many, many 
years of service.
We invest in the latest technology and the brightest 
minds to help us do this and our quality control teams 
put products through a demanding series of tests before 
they’re allowed to be sold.
“We know travelling can be 
tough on our cases, so we 
undertake a comprehensive 
process to assess robustness 
of materials, tensile strength, 
closure ﬂexibility, handle 
reliability, wheel durability 
and glide on various surfaces, 
waterprooﬁng, and the 
ability to withstand severe 
knocks, tumbles and impacts. 
Durability is a passion of ours!”
Arthur DeBraga, Quality Assurance 
Manager, North America
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PROMOTING  
REPAIRABILITY
Not only do we create industry-leading products 
with long lives, but we also seek to extend that 
life by designing our products to be repaired. We 
then offer to service those products via our long-
term warranties. Our regional customer service 
teams are trained to offer information about 
services and repairs, and rather than expecting 
a customer to throw a case away, we operate 
a global network of over 221 owned and third-
party repair centers in 59 countries to help ﬁx or 
replace it.
DESIGNED FOR 
REPAIRABILITY
While Tumi bags are of the highest quality, 
if anything goes wrong, they’re also 
designed for ease of repair, rather than 
replacement.
We know the corners of cases bear the brunt 
of most impacts, so we’ve designed corner 
caps with screws rather than rivets so they 
can be easily unscrewed and replaced, 
rather than having to replace the entire shell. 
Similarly, screws replace rivets on wheel 
housings and handle systems, while framing 
systems use ‘t-nuts’ rather than screwing 
directly into honeycomb frames. 
These sound like small details, but they 
mean that customers can bring their bag 
into a Tumi retail store and one of our team 
will aim to ﬁx it on the spot (we keep a range 
of spare parts in every shop). If it’s a more 
complicated ﬁx, we’ll send it to one of our 
repair centers where specialists help to get 
the bag back in use again.
The excellent quality of Tumi bags means 
that it’s likely to be some time before our 
customers need this: over a third of the bags 
we repair have been in use for more than a 
decade!
“Tumi products are built to last, and 
we regularly repair bags that are 
15 and 20 years old. We typically 
maintain an inventory of spare 
parts for designs that are up to ten 
years old and are often able to ﬁx 
older bags that our customers send 
in. When a bag can no longer be 
repaired, we recover its parts and 
save them for other bags – we’ve 
got a trailer at the center ﬁlled with 
the salvaged parts. You never know 
when a customer is going to send in 
a really old bag: ﬁnding the right part is a bit like pulling a rabbit 
out of a hat – and very satisfying!”
Ben Davis, Director, Global After Sales Service, Tumi
CASE STUDY
PRODUCTS
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PRODUCTS
Since 2018, we have 
diverted more than 
100 million 
500ml PET bottles 
from landﬁll using our 
RecyclexTM Material 
Technology.
In 2021, we introduced 
the Magnum Eco 
made from recycled 
post-consumer 
polypropylene – see 
overleaf.
In 2019, just 5% of 
Samsonite Travel 
products in the US 
incorporated recycled 
materials. In 2021, 
we used recycled 
materials in 62% of 
our new developments.
Every new Samsonite 
design now uses 
recycled PET (rPET)  
for the lining – and we 
are upgrading existing 
lines with rPET linings 
too.
In Europe, we have 
introduced rPET 
zippers as 
standard on all our 
ranges.
In July 2021, Tumi 
launched a range 
made from post-
industrial recycled 
polycarbonate waste.
Gregory’s innovative 
and lightweight new 
Katmai and Kalmia 
backpacks are made 
with high-density 
nylons with at least 
40% recycled 
content.
GLOBALLY, APPROXIMATELY 
14% OF OUR COMPANY’S 
SALES IN 2021 CAME FROM 
PRODUCTS CONTAINING 
RECYCLED MATERIALS. WE 
HAVE ROUGHLY DOUBLED 
THIS PERCENTAGE IN 
TWO YEARS (IT WAS AN 
ESTIMATED 7% IN 2019), 
AND WE’RE FOCUSED ON 
IMPROVING THIS YEAR ON 
YEAR.
OUR GOAL
Increase the use of materials 
with sustainable credentials in 
all our products and packaging 
to lessen our impact on the 
environment
PROGRESS REPORT
Globally, approximately 14% of 
our company’s sales in 2021 
came from products containing 
recycled materials.
USING RECYCLED 
MATERIALS
Innovation is in our company’s DNA 
and last year saw some exciting 
breakthroughs in our race to 
accelerate and scale the use of more 
sustainable materials in our products 
and packaging.
We know that using recycled materials 
can lower the overall carbon footprint 
of our products and are constantly 
evaluating the use of recycled materials 
for the components of our bags and 
cases, from the shells to the zipper, 
the handle to the lining. We only select 
recycled materials that can perform 
just as well in terms of quality and 
durability.
RECYCLEX
TM MATERIAL TECHNOLOGY
Our portfolio of recycled materials is made using post-consumer and post-
industrial waste – from yogurt cups to water bottles, nylon fabrics to plastic waste 
from our factories.
Used for soft cases 
and linings
Used for hard 
shell cases
Turned into ﬂakes
             Spun into yarn
               Woven into durable fabrics
 Chopped  
into pellets
Melted through an extruder
               Chopped into pellets
Melted and molded
Nylon off cuts
PET plastic
bottles
Polypropylene 
containers
Polycarbonate 
items like CDs
rNylon
rPET
rPP
rPC
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PRODUCTS
MAGNUM ECO – OUR MOST SUSTAINABLE 
SAMSONITE PRODUCT TO DATE
The new Magnum Eco range (known 
as Maxsum Eco in North America) 
takes us a step further on our 
responsible journey to become the 
world’s most sustainable lifestyle 
bag and travel lugage company. 
Made in Belgium from post-consumer 
recycled polypropylene (PP) and 
rPET plastic waste, the Magnum 
Eco collection is a major innovation 
breakthrough for the lugage 
industry. The PP shell is made from 
post-consumer waste such as yogurt 
cups collected from households in 
Belgium and Netherlands.
Designed for durability – and repair rather 
than replacement – the new suitcase 
collection is the result of several years of 
research, development, and collaboration 
with Quality Circular Polymers (QCP), the 
recycling joint venture of waste management 
company SUEZ, and chemicals specialist 
LyondellBasell.
Each Magnum Eco is extremely lightweight 
and impact-resistant – it goes without 
saying that it must pass all our rigorous 
strength tests – and no virgin material is 
used in case shells and linings. The largest 
case in the collection is made from recycled 
PP equivalent to 483 yogurt cups, and rPET 
from 14 500ml plastic bottles.
“We’re thrilled about the Magnum Eco 
– it’s like our concept car – and it really 
reinforces our ambitions and sets up the 
next chapter for our use of sustainable 
materials. We’ve learned so much from 
this launch.
We ﬁrst experimented with post-
consumer recycled polypropylene 
in a limited edition of the S’Cure 
collection in 2019. With Magnum Eco, 
we wanted to reduce the weight without 
compromising durability, and this 
introduced some extra challenges in 
terms of material performance. The last 
two years working with our partners at 
SUEZ, LyondellBasell and QCP have seen 
us ﬁne-tune the material’s performance 
and now we have an extremely rigid 
and impact-resistant material with a 
reduced carbon footprint.
The recycled polypropylene material 
performed exceptionally well in our 
testing – it is virtually unbreakable! So 
we now are aiming to use it as much as 
possible in future hard-side cases we 
make in our European plants.”
Pauline Koslowski,  
Director, Research, 
Innovation & Development, 
Europe
CASE STUDY
THE LARGEST CASE IN 
THE COLLECTION IS MADE 
FROM RECYCLED MATERIAL 
EQUIVALENT TO:
14
PLASTIC 
BOTTLES
483
YOGURT  
CUPS
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MATERIALS 
INNOVATION 
AT TUMI
In July 2021, Tumi launched a version 
of its popular 19 Degree suitcase range 
made from post-industrial recycled 
polycarbonate waste. The sleek new 
case has all the lightweight and ﬂexible 
durability of polycarbonate, with the 
added beneﬁt of being made from over 
90% recycled materials. Each case is 
made with an average of 3 kilograms of 
recycled polycarbonate in the shell and 
recycled PET equivalent to 28 500ml 
plastic bottles in the materials for 
interior linings, zipper tapes, expansion 
fabrics and webbing.
The brand also halved the amount of 
virgin zinc used in hardware on all its 
bags, replacing it with recycled zinc. 
This lessens the environmental impact 
from mining, reduces overall energy 
use to extract and alloy the zinc along 
with the amount potentially going to 
landﬁll.
PRODUCTS   
90% 
RECYCLED 
MATERIALS
19 DEGREE SUITCASE 
RANGE MADE FROM 
POST-INDUSTRIAL  
RECYCLED 
POLYCARBONATE 
WASTE
GREGORY  
KATMAI AND 
KALMIA
The high-density nylon used in Gregory’s 
innovative and lightweight new Katmai and 
Kalmia backpacks include recycled content 
coated with a Durable Water Repellent (DWR) 
polymer coating which is perﬂuorocarbon 
(PFC)-free. Launched in Spring 2021, these 
innovations have led to a 28% reduction in the 
carbon footprint of the products compared to 
conventional nylon backpacks, using 22% less 
energy and 19% less water consumption in 
manufacturing.
CASE STUDY
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PARTNERING 
ON INNOVATIVE 
MATERIALS
We are always on the lookout 
for new materials with a lighter 
environmental impact and we know 
that collaboration is the only way 
sustainability breakthroughs can be 
made at the scale and pace we need. 
Our product teams actively look for 
innovators and pioneers with great 
ideas. Once we’ve determined a 
potential innovation with a supplier, 
we put any new materials through 
our rigorous tests to see if they meet 
the quality and durability standards 
required for our lugage.
SORPLAS™
We have collaborated with Sony 
Semiconductor Solutions Corporation 
to develop two lines of polycarbonate 
hard-side cases for Samsonite made 
with post-consumer waste plastic. 
SORPLAS™ has a lower carbon 
footprint than conventional plastic 
and rigorous testing showed it was 
able to meet our quality and durability 
standards. A line of cases containing 
this new material will come to market in 
Asia in 2022.
“SORPLAS” is a trademark of Sony Group Corporation.
ALTERNATIVES TO 
LEATHER
To reduce our use of leather – an 
animal-derived material with a high 
environmental impact – we’ve been 
exploring the use of vegan, plant-
based alternatives. Our Italian supplier 
integrates chemistry and agriculture 
to develop new sustainable products 
including a next-generation material 
with the premium feel of leather but 
with a greatly reduced environmental 
impact. It is made from various 
agricultural by-products including 
spent grapes from winemaking, and 
backed with recycled plastic to create 
a bio-composite material. In 2022, we 
will launch a sophisticated range of 
Samsonite business accessories made 
from this material.
REPLACING PLASTIC 
WITH STRAW
During 2021, we worked with one of 
our key vendors in China, to launch a 
special edition of a hard-side American 
Tourister case which replaces some 
of the petroleum-based polypropylene 
with a material made from a by-
product of wheat production. The Eco 
Litevlo replaces 25% of the plastic 
with straw to create a bio-composite 
product. Not only is straw being used 
to replace petroleum-based plastic, but 
by ﬁnding a use for this waste stream 
we’ve helped remove the need to burn 
ﬁelds to clear land, thereby reducing 
air pollution. We will begin retailing the 
design in 2022.
OCEAN PLASTICS
In 2021 we explored the use of recycled 
plastics from ocean waste.
Abandoned ﬁshing equipment makes 
up around one-tenth of the plastic 
waste in the world’s oceans. We are 
working with DSM – creator of some 
of the world’s most advanced high-
performance polymers – to explore 
whether ﬁshing nets collected on the 
Indian coast can be recycled and used 
for our case buckles and handle grips. 
If the material passes our quality tests, 
we will introduce it in 2022.
PRODUCTS   
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RECYCLING AT THE 
END OF LIFE
Thanks to our dedication to product 
quality and durability, and our 
commitment to repair whenever 
practical, our customers can expect 
to enjoy their lugage for many happy 
years of travel.
When their bags do ﬁnally come to 
the end of their hard-working lives, 
we are exploring ways to help keep 
them out of landﬁll. Our efforts in 
2021 included encouraging and 
incentivizing customers to bring their 
old lugage back to stores in select 
markets so we could recycle them, 
and thinking about how we design  
for disassembly to make that process 
easier.
RECYCLING AND 
REUSING OUR 
PRODUCTS
In November 2021 we piloted ‘We Recycle 
Your Suitcase’ – an exciting new promotion 
in Belgium, Netherlands, and Luxembourg 
to encourage customers to recycle their 
suitcases with us. The invitation was 
simple: bring in any hard case, we’ll give it 
a new life by recycling it and you get €20 
towards a new Samsonite product.
Partnering with waste management and 
recycling experts SUEZ and PreZero 
Netherlands, the promotion was well 
received by dealers and customers alike. 
Over a short period, hundreds of people 
returned cases to our stores – more than 
half of whom left with a new Magnum Eco, 
our most sustainable Samsonite product 
to date. We plan to expand on this pilot 
project with a three-month promotion in 
2022.
A team from Maastricht University is now 
working with us to analyze the resulting 
recycled material and ﬁnd applications for 
its second life. This sort of initiative helps 
us learn what works, with an eye on our 
future aim to close the loop and use old 
lugage materials in the production of new 
ones.
CASE STUDY
RECYCLE YOUR 
OLD SUITCASE
HARDSIDE SUITCASES ONLY 
(OF ANY BRAND)
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PRODUCTS
INCLUSIVE PRODUCTS
Creating innovative products is about more than rethinking 
what materials and packaging we use. We also look for new 
ways to use innovation to empower our customers, such as 
helping more people to get active and out into nature.
GREGORY PLUS SIZE BACKPACK
In Spring 2021, Gregory debuted an industry ﬁrst: a new size-
inclusive backpack collection in the US, especially designed for 
outdoor enthusiasts with a larger body shape.
The bespoke range of products offers maximum comfort thanks to 
better adjustability, an increased harness length and wider angle, 
biger hip belt pad and improved access to pockets. Gregory’s design 
team worked closely with Jenny Bruso and her organization Unlikely 
Hikers to help them better address the needs and ﬁt of plus-size 
hikers, and the products have sold well.
“The plus size program has been one of our most 
anticipated and successful launches to date. On 
release day, we saw our highest e-commerce sales 
day ever, and since then have worked hard to keep 
products in stock. We are stoked to have it be a 
foundation of the Gregory line-up and brand.”
Lindsay Malone, Senior Marketing Manager, Gregory
CASE STUDY
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Rob N:  
  Katmai 65 plus size
“I have been backpacking for years 
and this is the ﬁrst pack that ﬁts 
me perfectly. Thank you Gregory for 
acknowledging me and including a 
product that ﬁts! The pockets on the 
waste straps was genius too!”
Cara R:  
  Kalmia 60 plus size
“So grateful to have a company think 
outside of the norms and provide an 
outstanding project for people of all 
shapes and sizes. Absolutely love this 
backpack and have recommended 
Gregory to all of my outdoorsy friends.”
Meredith:  
  Amber 65 plus size
“Finally a pack that ﬁts my plus size 
body! I’ve loved hiking and camping, 
but haven’t loved any of my packs. 
This pack was a birthday gift that I was 
beyond thrilled to get. It has all the bells 
and whistles that a gear junkie like me 
could want and a few extras! Looking 
forward to a long trip with this pack.”
Vanessa:  
  Arrio 22 plus size
“This backpack is AWESOME! 
Obsessed with these plus size packs. 
This is a great size for day hikes. Lots 
of space and pockets! I’m a 3X usually 
and the extended straps almost made 
me cry at ﬁrst when they ﬁt. Highly 
recommend!”
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PRODUCTS
EVOLVING 
OUR PRODUCT 
PACKAGING
Every change counts on our 
responsible journey to reduce our 
impact on the environment and 
increase the use of sustainable 
materials. All our brands and 
markets are working hard to use 
less consumer-facing product 
packaging and to reduce the 
environmental impact of anything 
we do use.
For our Samsonite 
products in Asia, 
we replaced the 
protective plastic bag 
inside the box with a 
reusable dust bag
Gregory has 
committed to swap 
over 99% of all its 
retail packaging 
to lower-impact, 
recycled materials by 
2022
The inserts, boxes 
and sleeves on Tumi’s 
small leather goods 
are made from 100% 
recycled paper
 OUR PLANS FOR 2022
 Expand our use of life cycle 
assessments to identify 
opportunities to reduce the 
environmental impacts of our 
products
 Continue to expand our use of 
recycled content while testing 
innovative and renewable 
materials and piloting new lines
 Deﬁne a more comprehensive 
circular economy strategy for 
products
 Estimate the greenhouse gas 
emissions embedded in product 
materials (a large part of our 
Scope 3 footprint)
 Expand our takeback pilot in 
Benelux, and explore options 
for reuse and repurposing of 
recycled materials (project with 
Maastricht University)
Samsonite ESG Report 2021 
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Never use 
Styrofoam
Hangtags to be made from recycled 
FSC paper and printed with plant-
based soy ink and attached with 
rPET string and grommets
Outer boxes 
to be made 
from recycled 
cardboard
Always use as 
little packaging 
as possible
Where used, air 
bladders and 
polybags to 
be made from 
recycled plastic
Any stufﬁng 
paper or tissue 
to be 100% 
recycled 
material
OUR PACKAGING 
ASPIRATIONS
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ENVIRONMENT
HOW WE ARE  
PROTECTING THE  
ENVIRONMENT
Samsonite ESG Report 2021 
19
In 2021, 10.7% of our 
electricity use came from 
renewable sources (6.6% from 
purchased green electricity 
and 4.1% from on-site solar 
generation).
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ENVIRONMENT
INTRODUCTION
The climate crisis means there’s 
no time to lose to take action to 
transition to a low-carbon economy. 
Climate regulations around the 
world are evolving and consumers 
are more conscious about the 
impact of their shopping decisions 
– in terms of the products they buy 
and the companies they buy from. 
They’re looking to businesses to do 
their part and provide lower carbon 
alternatives, reduce waste, protect 
natural resources, and make their 
own climate pledges.
Reducing our operational and 
value chain greenhouse gas (GHG) 
emissions is a priority for Samsonite. 
In 2021, we continued efforts to 
improve energy efﬁciency in our 
operations through a suite of diverse 
strategies. We also expanded our 
procurement of renewable power 
and upgraded some of our vehicles 
to electric. Looking beyond our 
operations, we began to take action 
to address our suppliers’ emissions.
MONITORING OUR IMPACT
We monitor and measure energy use at all manufacturing 
and most distribution facilities that we operate, and all 
ofﬁces for which we pay an energy bill. We do the same 
for a statistically valid sample of retail stores. We estimate 
energy use and GHG emissions for other ofﬁces and 
stores using energy proﬁles of facilities for which we have 
data. We also monitor and measure water consumption, 
packaging use, and non-hazardous and hazardous waste 
at our manufacturing facilities. In 2021 we had no known 
material instances of non-compliance with applicable 
laws and regulations relevant to air and GHG emissions, 
discharges, and waste.
Samsonite ESG Report 2021 
20
“We rely on many other businesses for 
our success: Factoring in GHG emissions 
outside of our direct control, but within 
our value chain, is crucial for a full picture 
of our impact. During 2021, we engaged 
with a small group of our key suppliers 
to pilot an approach to measure the GHG 
emissions of our contract manufacturers, 
laying the groundwork for future supply 
chain emissions measurement and 
reduction efforts.” 
Patrick Kwan, Vice President, Supply Chain, Asia
Understanding that GHG mitigation 
is only one facet of a robust climate 
strategy, we are currently conducting 
a formal climate risk assessment, 
conforming to Task Force on 
Climate-related Financial Disclosure 
(TCFD) guidance, to identify and 
evaluate the risks climate change 
presents to our business, as well as 
the potential business opportunities 
posed by climate innovation.
In addition to reducing GHG 
emissions, we continue to pursue 
strategies to reduce the waste that 
we generate and send to landﬁll, and 
to measure and manage our use of 
water and packaging.
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ENVIRONMENT
MANAGING OUR CARBON FOOTPRINT
OUR GOAL
Reduce the carbon intensity of our 
operations 15% by 2025 compared 
to our 2017 baseline
PROGRESS REPORT
In 2021, absolute greenhouse gas 
(GHG) emissions from our operations 
decreased 35% from 2017 (37% when 
factoring in offsets from our tree 
plantings in Nashik, India). While 
part of this reduction was driven 
by energy efﬁciency and renewable 
energy generation and procurement 
measures (see pages 22 and 23 
for more information), a decline in 
internal production and sales due 
to the COVID-19 pandemic is largely 
responsible. This is reﬂected in our 
carbon intensity: GHG emissions 
normalized by revenues increased by 
12% from 2017 (9% when factoring in 
offsets from our tree plantings). We 
expect our absolute GHG emissions 
to increase and our carbon intensity 
to decrease in 2022 as our business 
continues to recover. 
GHG Emissions from Our Operations 
(Scope 1 and 2) 
Our 2021 carbon footprint calculations are 
drawn from data gathered and estimated 
on the energy use of 1,183 facilities (which 
include facilities that closed during the year) 
in 42 countries.
Since 2017, we have worked with expert 
consultants to measure and assess our 
annual operational (Scope 1 and 2) carbon 
footprint. Our 2021 GHG inventory is based 
on actual energy data from all manufacturing 
facilities and most of the distribution centers 
we operate; actual data from some ofﬁces, 
with estimates for facilities lacking data; 
and a statistically valid sample of our retail 
stores. In calculating our carbon footprint, 
we adhere to the GHG Protocol Corporate 
Standard.* 
In total, we generated 18,738 metric tons (MT) 
CO2e in 2021. Our Scope 1 emissions were 
2,522 MT CO2e. These are emissions from 
natural gas for heating; gasoline, diesel, and 
propane for vehicles, equipment, and back-
up generation; and refrigerants. Our Scope 2 
market-based emissions – from purchased 
electricity – were 16,216 MT CO2e. (Refer to 
the Data section for more details on our GHG 
footprint.)
SCOPE 1 AND 2 GHG EMISSIONS
22% 
Distribution
(18 facilities)
8% 
Ofﬁces
(73 ofﬁces)
41% 
Retail
(1,088 stores)
2021 
BREAKDOWN 
BY FACILITY 
TYPE1
29%
Manufacturing
(4 sites)
1 Some manufacturing and distribution centers include 
connected ofﬁces; includes emissions from mobile sources.
2 Since 2011, the team at our site in Nashik, India, has planted 
fruit and medicinal trees in the region to help support the 
community. These plants meet the offset requirements for 
permanence as the vast majority are on land owned either by 
Samsonite, or by the Indian government, which manages it as 
conservation land.
When factoring in the carbon offsets from 
our tree plantings in Nashik (see page 39 for 
more details), Samsonite’s carbon footprint 
was 17,380 MT CO2e in 2021.
Reducing Corporate Vehicle Emissions  
in the EU 
To reduce emissions associated with 
our corporate vehicles and comply with 
upcoming EU regulations, we are currently 
replacing 83% of our Belgium manufacturing 
plant vehicles with electric models. We 
also leased our ﬁrst electric vehicle at our 
Hungary manufacturing plant, which led to 
a 13% reduction in gasoline consumption 
at the facility in 2021. In addition, we have 
installed electric vehicle chargers at ﬁve 
facilities in the EU and the US.
* The Greenhouse Gas Protocol is a comprehensive, global, 
standardized framework for measuring and managing 
emissions. It was created by a partnership between the 
World Resource Institute (WRI) and the World Business 
Council for Sustainable Development (WBCSD).
  Manufacturing 
  Retail 
  Ofﬁces 
  Distribution
Our GHG Footprint 
Over Time (MT 
CO2e)2
2017
2018
2019
2020
2021
Gross GHG Emissions
28,776
28,252
27,078
17,352
18,738
Carbon Offsets From 
Nashik Tree Plantings
1,181
1,727
1,034
1,059
1,358
GHG Emissions Less 
Carbon Offsets
27,595
26,525
26,044
16,293
17,380
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ENVIRONMENT
Energy Use Overview
We use many different forms of energy 
to operate our machinery, light and heat 
our facilities, and power our vehicles and 
equipment. Our energy mix in 2021 included 
both fossil fuels and renewable energy.
Most of the energy we use in our facilities 
is electricity, some of which we generate 
ourselves on-site using renewable 
technologies like solar photovoltaic (PV) 
panels, and the rest we purchase from the 
grid. When purchasing electricity, we aim 
to buy green energy when available and 
economically feasible.
The remainder of the energy we use comes 
from natural gas, gasoline, diesel, and 
propane. We use natural gas to generate 
process heat in manufacturing operations 
and for space heating. Gasoline and diesel 
are used to power vehicles, and diesel is also 
used for back-up generation. We use a small 
amount of propane to power forklifts and in 
some staff cafeterias.
Reducing our use of energy through 
efﬁciency and conservation measures is our 
ﬁrst priority when it comes to lowering our 
carbon intensity. We have reduced energy 
use in our operations through strategies 
such as heat recovery, fuel switching, and 
LED retroﬁts. 
ENERGY EFFICIENCY AND CONSERVATION
“We made many changes 
in our site this year to 
help reduce and conserve 
energy use – we switched to 
full LED lighting, installed 
motion sensors to help 
conserve electricity; improved insulation 
and adjusted temperature set points in the 
heating systems; and installed automatic 
shut-offs on our hydraulic pumps 
equipment. There’s more to do, but we’re 
proud of the energy savings we’ve made.”
Wim Godefroid, Director, Manufacturing, Europe
2021 ENERGY SOURCES
  Grid Purchased Conventional Electricity: 131,293 MMBtu
  Grid Purchased Green Electricity: 9,649 MMBtu
  Renewable Electricity Produced: 6,009 MMBtu
  Natural Gas: 38,546 MMBtu
  Gasoline: 2,514 MMBtu
  Diesel: 3,732 MMBtu
  Propane: 455 MMBtu
ENERGY 
CHAMPIONS 
AND EMPLOYEE 
AWARENESS
All four of our manufacturing 
facilities have an energy 
champion who is responsible 
for raising awareness and 
identifying energy saving 
behaviors. These champions 
host energy awareness 
trainings to remind employees 
to be vigilant in turning off 
unnecessary equipment and 
lights, and to keep looking for  
energy reduction opportunities.
68.3%
0.2%
1.3%
1.9%
20.1%
3.1%
5%
As an example, at least one-third of our 
global square footage is now lit with LED 
light bulbs – we install LEDs as standard 
in all new and retroﬁtted facilities. Our 
efﬁciency measures have clear results: 
measures put in place in 2021 by our Belgium 
manufacturing facility are forecasted to 
save around 454 MWh, representing a 9% 
reduction in electricity consumption at the 
site.
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ENVIRONMENT
We generate renewable electricity from solar 
PV panels on the roofs of our two largest 
manufacturing sites, in Belgium and India. 
Combined, the solar arrays span 21,900 
square meters, and generated 1.7 GWh of 
clean electricity in 2021. We use this clean 
electricity to power operations on-site – in 
2021, the panels generated 18% of the total 
electricity used at these two facilities. We’re 
keen to expand on-site solar installations: 
our Belgium team plans to increase their 
solar array threefold in 2022 by leasing 
additional rooftop space.
New in 2021, our site in Hungary converted 
its hot water system from a gas boiler to a 
solar and electric combination, reducing 
natural gas consumption at the facility by 
28%.
Beyond on-site projects, we are taking 
advantage of opportunities to purchase 
clean electricity. In Hungary, we have 
joined a utility green power program for our 
manufacturing site. In the United States, 
we purchase 100% renewable electricity for 
some facilities and support local renewable 
energy projects. We have enrolled select 
stores in eligible jurisdictions in clean power 
programs and plan to add more as these 
programs expand.
RENEWABLE ENERGY
OUR GOAL
Power our 
operations with 
100% renewable 
electricity and 
achieve carbon 
neutrality for our 
operations by 2025
PROGRESS 
REPORT
In 2021, 10.7% of 
our electricity use 
came from renewable 
sources (6.6% from 
purchased green 
electricity and 4.1% 
from on-site solar 
generation).
21,900
COMBINED, OUR SOLAR ARRAYS 
SPAN 21,900 SQUARE METERS AND 
GENERATED 1.7 GWh OF CLEAN 
ELECTRICITY IN 2021.
Samsonite ESG Report 2021 
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ENVIRONMENT
A key next step on Our Responsible Journey 
is to understand and begin to address our 
extended carbon footprint: GHG emissions 
that are outside of our own operations, but 
that are associated with our business. These 
include upstream emissions from the goods 
and services we buy from our suppliers, such 
as raw materials and contracted manufacturing 
and transportation, as well as downstream 
emissions from the sale and use of our products 
and their ultimate disposal. Emissions from 
these sources are referred to in the GHG 
Protocol as ‘Scope 3’ emissions.
We estimate that upstream emissions in our 
supply chain represent the majority of our 
extended carbon footprint, with a signiﬁcant 
amount embedded in product raw materials. 
This is why we are working hard to use more 
recycled materials, which are typically less 
carbon intensive (see Products section).
We also need to work with our suppliers to 
measure and reduce their GHG emissions. 
As a ﬁrst step in this process, in 2021, we 
conducted a pilot with ﬁve of our high-impact, 
Tier 1 manufacturing suppliers to measure 
their operational GHG emissions attributable 
to Samsonite, and to begin to understand 
their opportunities for reductions. These ﬁve 
suppliers represented 13% of Samsonite’s 
spending on outsourced manufacturing in 2020. 
Based on energy and fuel use data provided by 
the suppliers, we estimate that they annually 
emit 6,400 MT CO2e attributable to Samsonite. 
This project is helping to lay the groundwork 
for future supplier emissions measurement and 
reduction efforts.
In 2022, we will conduct a comprehensive 
exercise to estimate our emissions for all 
applicable Scope 3 categories as deﬁned by the 
GHG Protocol. This will include categories such 
as purchased goods and services, upstream 
and downstream transport and distribution, 
franchised stores, and employee business travel 
and commuting.
GHG EMISSIONS FROM OUR VALUE CHAIN 
(SCOPE 3)
OUR GOAL
Estimate, track and 
support actions to 
reduce our Scope 3 
emissions
Map and publish the 
full pre-customer 
journey of at least 
one product line and 
outline the various 
sustainability 
credentials built into 
the manufacturing 
process by 2030 
PROGRESS 
REPORT
We engaged with 
a group of our 
high-impact Tier 1 
suppliers to pilot 
an approach to 
measure a segment 
of Samsonite’s supply 
chain GHG emissions.
GHG DISCLOSURE WITH 
CDP
As we accelerate our efforts to reduce our 
climate impact, and to help transparently 
track our progress, we submitted our inaugural 
carbon disclosure report to CDP in 2021. We 
received a score of C, which is the average for 
respondents in the textiles and fabric goods 
sector. We are fully committed to reporting 
annually to CDP and to improve our score 
by continuing to reduce our Scope 1 and 2 
emissions, to work with key players in our 
value chain to measure and reduce our Scope 
3 emissions, and to conduct and disclose a 
formal climate risk assessment.
CDP (formerly the Carbon Disclosure Project), is 
a non-proﬁt organization that helps businesses 
– and others – to disclose their environmental 
impacts. It assesses and scores companies on their 
environmental disclosure and performance through 
its independent scoring methodology.
Samsonite ESG Report 2021 
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Some of our manufacturing sites and supplier locations 
are already experiencing climate impacts; further 
changes to the climate over the near term will likely 
exacerbate these effects. It is therefore essential that 
we understand the risks that climate change poses and 
ensure that we have strategies in place to adapt, mitigate, 
and to build resilience – in both our own operations 
and within our supply chain. In addition to managing 
climate-related risks, we also look for climate-related 
opportunities: we can gain a competitive edge by meeting 
the expectations of our customers and investors through 
offering lower carbon products.
We are currently conducting a climate risk assessment, 
aligned to TCFD*, to identify the potential physical risks 
climate change poses for us, as well as the transition 
risks (such as higher energy costs, new compliance 
requirements, and changing customer expectations) that 
may be associated with a global transition to a lower 
carbon economic system. We will complete this analysis 
by the middle of the year and share our ﬁndings in our 
CDP Climate Change response and in next year’s ESG 
report.
* The Task Force on Climate-related Financial Disclosure (TCFD) is a  
framework developed by the Financial Stability Board (FSB) to support 
consistent climate-related ﬁnancial risk disclosures by companies,  
banks, and investors.
ASSESSING OUR 
CLIMATE-RELATED 
RISKS AND 
OPPORTUNITIES
ENVIRONMENT
Samsonite ESG Report 2021 
25
It is essential that we 
understand the risks that 
climate change poses for our 
operations and supply chain: 
some of our manufacturing 
sites and supplier locations are 
already experiencing climate 
impacts.
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Waste
As would be expected for a well-run and 
efﬁcient business, keeping waste to a 
minimum has been a focus at our factories 
for many years. We do not have speciﬁc 
time-bound reduction targets but all our 
facilities are expected to minimize waste. 
This effort is supported by robust data: 
we monitor hazardous and non-hazardous 
waste at each of our manufacturing 
facilities and report regularly on our waste 
generation and disposal in compliance with 
local laws. We employ third-party waste 
management companies to collect and 
dispose of our minimal hazardous waste in 
an appropriate manner.
One of the most effective ways to reduce 
our manufacturing waste is to reuse it: we 
collect plastic offcuts, known as regrind, 
and either reuse it ourselves or sell it to 
be recycled by others. We make use of 
hundreds of tons of this post-industrial 
waste plastic in our hard side cases. In 
2021, over 2,600 MT of regrind plastic was 
used in our manufacturing process. In fact, 
regrind now accounts for around half of 
the total plastic used in our manufacturing 
processes.
In 2021, our manufacturing facilities 
generated 11.5 MT of hazardous waste, a 
reduction of 27% from 2020. Hazardous 
MANAGING OUR USE OF RESOURCES
ENVIRONMENT
waste decreased in 2021 relative to 2020 
because we processed a large, one-time 
shipment of electronics from closing retail 
shops in 2020. In 2021, we generated 702.6 
MT of non-hazardous waste, an increase 
of 48% from 2020. This increase is largely 
aligned with higher internal production as we 
recover from the COVID-19 pandemic.
We consider waste in other parts of our 
operations as well: 22% of our ofﬁces and 
40% of our retail facilities host recycling 
programs.
Reducing Emissions from Procurement 
and Waste Management
Instead of purchasing new furniture, our 
new Sarmeola di Rubano store in Italy was 
reﬁtted with furniture collected from other 
Samsonite stores which were closing down. 
This resulted in around US$80,000 in cost 
savings and prevented a large amount of 
furniture from entering landﬁlls.
Around half of the 
total plastic used in 
our manufacturing 
processes is post-
industrial process waste 
– known as regrind.
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In addition to reducing the packaging that 
the consumer takes home (see page 18), 
we are also looking for ways to reduce the 
packaging used in our manufacturing sites 
and distribution network.
We monitor and track the amount of 
packaging used at our manufacturing 
facilities. In 2021, our manufacturing 
facilities used 3,834 MT of packaging 
material: 3,543 MT of cardboard, 277 MT 
of plastic, 13 MT of tape, and 0.6 MT of 
polystyrene. This represents an increase 
of 94% compared with 2020, which largely 
aligns with the increase in product sales as 
we recovered from the COVID-19 pandemic.
We reduced secondary and tertiary 
packaging through strategic practices such 
as nesting packaging cartons and removing 
buffer inserts, saving over 100 MT of 
cardboard and plastic ﬁlm, and minimizing 
the use of polystyrene. At our three main 
manufacturing facilities, all the cardboard 
packaging we use now contains either FSC 
certiﬁed board or includes recycled content.
SECONDARY AND TERTIARY PACKAGING
ENVIRONMENT
Eliminating Paper Receipts
We’re keen to reduce and remove paper 
wherever possible in our operations. Now 
100% of stores in North America can email 
receipts to customers if they prefer a digital 
copy. In 2021, we purchased 75 fewer boxes 
of thermal register receipt rolls as a result.
WATER
We monitor and track water at our 
manufacturing sites. In 2021, these 
facilities consumed 38 million 
liters of water, an increase of 40% 
compared with 2020. This increase 
is largely aligned with the increase 
in internal production as we recover 
from the COVID-19 pandemic.
Water use and wastewater discharge 
are not material issues for Samsonite, 
so we have not set speciﬁc reduction 
targets. However, we have taken 
steps to ensure that what water we 
do use is used efﬁciently.
In our ofﬁces, distribution centers 
and retail sites, our water use is 
limited to restrooms and kitchen 
facilities. Our production processes 
do not require a signiﬁcant amount 
of water. We use a closed-loop water 
system for cooling purposes at two 
of our manufacturing facilities and, 
at our plant in India, all wastewater is 
treated and cleaned on-site, meaning 
there is no discharge of untreated 
grey water.
RAINWATER 
HARVESTING
Our manufacturing plant in Nashik, 
India – which is in a highly water 
stressed region – hosts a pond with 
a capacity of 2 million liters. The 
pond effectively stores rainwater 
and our team uses it for production 
and cleaning purposes, removing 
the need for treated water.
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To help improve the environmental 
performance of our daily business 
operations, we have implemented green 
ofﬁce guidelines. These are recommended 
minimum standards for our ofﬁces, including 
the amount of recycled content for various 
ofﬁce materials, speciﬁcations for waste 
minimization in construction, integration 
of energy efﬁciency technologies, such 
as LED lighting, and if possible, choosing 
spaces with green building certiﬁcations. For 
example:
GREENER OFFICES
ENVIRONMENT
 OUR PLANS FOR 2022
 Complete a climate risk 
assessment that aligns with 
TCFD guidance
 Continue to reduce our 
Scope 1 and 2 GHG emissions 
through energy efﬁciency 
and conservation measures, 
renewable energy expansion, 
and green energy purchases
 Measure our Scope 3 emissions 
and begin to deﬁne priorities 
for reducing them – including 
through product design 
and material selection and 
engagement with our suppliers 
and other value chain partners
 In recognition of the increasing 
urgency of the climate crisis, 
review our carbon action 
strategy and consider setting 
science-based targets
Our ofﬁces 
in Dietikon, 
Switzerland 
and Bangkok, 
Thailand are in 
LEED certiﬁed 
buildings
Our ofﬁce in 
Paris, France 
is High Quality 
Environmental 
certiﬁed
Our ofﬁce in Hong 
Kong is certiﬁed 
under WWF’s 
Green Ofﬁce 
program
The new Tumi 
headquarters 
and showroom 
opening in New 
York in 2022 will 
integrate some 
green ofﬁce 
features
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The solar arrays at our manufacturing 
site in Belgium cover 15,755 square 
meters and generate 7% of the site’s 
electricity. We hope to triple our solar 
capacity in 2022 by leasing additional 
rooftop space.
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HOW WE ARE
SUPPORTING
PEOPLE
PEOPLE
We are committed to a 
culture that is as diverse 
and vibrant as the world we 
travel, welcoming people 
from all walks of life and 
ensuring everyone can 
access opportunities to 
reach their potential.   
Samsonite ESG Report 2021 
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INTRODUCTION
Samsonite is a successful company because of the great people who work here. We want every member of our global 
team to feel valued and be motivated to give their best. That’s why we are all guided by the Samsonite Golden Rule: to 
treat others as we would like to be treated.
PEOPLE
To help ensure we are all living by that rule, 
in 2021 we launched our new Diversity and 
Inclusion strategy and created a global 
steering committee and multiple regional 
committees to develop strategies and plans 
aligned with regional needs.
Our business was still in recovery mode last 
year due to the pandemic but, as vaccine 
programs accelerated, world travel picked up 
and we began to rebuild.
We have all learned to adapt to and live 
with COVID-19. We’ve been encouraging 
employees to embrace their national vaccine 
program to help protect themselves, their 
families, and their communities. With well 
over 85% of our people getting vaccinated in 
2021, we believe it’s one way everyone can 
contribute to the recovery and stability of our 
business.
Throughout 2021, we worked hard to keep 
our teams connected and engaged but there 
is no substitute for being in a room together. 
As lockdowns and restrictions ease in many 
countries, we are pleased to welcome our 
teams back to their workplaces.
“Our people have shown such impressive 
resilience during another challenging 
year. After being obliged to work from 
home for so long, it’s a relief to come back 
to the ofﬁce on a regular basis. I missed 
meeting colleagues at the coffee machine 
and holding old-fashioned meetings in a 
meeting room!
Working from home while staying 
connected to the wider team was 
sometimes a challenge so we held a series 
of outdoor events to bring people together 
again. In September, we held a charity 
event after the Samsonite Clean Up Day, 
swapping stories over a drink and a hot dog 
– as a result, we were able to donate €1,000 
to a school that was badly affected by the 
catastrophic ﬂoods earlier in the year.”
Viviane Nuyttens, Vice President, Human 
Resources, Europe
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PEOPLE
MANAGING 
THE GLOBAL     
COVID-19  
PANDEMIC
COVID-19 continued to create 
challenges for our business in 2021 
and our priority remained keeping our 
people and customers safe. With our 
stores closed for much of 2020, we 
were forced to make layoffs and were 
pleased to welcome some of those 
team members back in 2021.
KEEPING OUR 
PEOPLE AND 
CUSTOMERS SAFE
Our COVID-19 playbook was created to 
provide specialized advice for ofﬁces, 
retail stores and distribution warehouses, 
ensuring all our people understand how to 
keep themselves, their colleagues and their 
customers safe.
We have created ‘Train the Trainer’ materials 
to support the Playbook, empowering HR 
business partners in the different markets 
to deliver training sessions to the wider 
workforce, both at our sites and virtually.
“We exceeded our team’s expectations 
during the pandemic by showing them we 
truly had their best interests in mind with 
safety practices. We had so much support 
from head ofﬁce, including a playbook on 
how to welcome everyone back – I know 
the team and I felt very safe coming back 
to the stores.” 
Retail Area Manager, Tumi
CASE STUDY
CASE STUDY
BRINGING BACK OUR TALENT
One of the toughest aspects of the impact of the pandemic on our 
business in 2020 was the necessary decision to reduce our workforce. 
An upside in 2021 was that we were able to successfully re-hire a 
substantial number of those laid off and welcome them back into the 
business.
“It just makes me happy and 100% sure in my decision to come 
back to the company. I am so lucky to be a part of the Tumi team 
again and I want to say thank you for giving me the opportunity. 
During my ﬁrst period at Samsonite, I had the great advantage of 
developing an intense passion for my job, which is such a big part 
of life. So, after being away for one long year, I was able to come 
back to this passion, which immediately felt like coming home.” 
Senior Director, Tumi
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PEOPLE
We are committed to a culture that is as diverse 
and vibrant as the world we travel, welcoming 
people from all walks of life and ensuring everyone 
can access opportunities to reach their potential.
Our global workforce is over 50% female, and our 
aim is to achieve gender balance in key roles by 
2030.
The graphic below summarizes the share of 
women at the end of 2021 at key levels across the 
organization. We are in the process of deﬁning 
speciﬁc targets that align with our 2030 goal; we 
will communicate those in our next ESG report.
Of course, diversity is not just about gender, but 
about addressing underrepresentation of a wide 
range of human differences such as age, ability, 
and race. Everyone wants to work somewhere 
they feel welcome and comfortable to be their 
authentic self. Wherever we operate around the 
world, we’re building team cultures based on the 
principle that differences should be embraced, 
celebrated, and respected. It’s good for us and 
it’s good for business: diversity makes us better 
through fostering creativity and problem solving; 
looking at things from different lived experiences 
and perspectives. By opening our minds to new 
thoughts and ideas, we all beneﬁt from the insights 
and know-how of the diverse communities where 
we live and work.
BUILDING MORE DIVERSE 
WORKPLACES
OUR GOAL
We will use data 
to build our 
understanding and 
ability to achieve 
gender balance in 
key roles by 2030
PROGRESS 
REPORT
Established a 
global D&I steering 
committee and 
deﬁned a set of 
guiding principles 
and strategic 
pillars; Five regional 
D&I committees 
developed regional 
focus areas and 
action plans for 2022.
EMBRACING 
CULTURAL 
DIVERSITY
Samsonite is divided into four 
regions and Asia is geographically 
the largest region, as we sell into 
52 markets between the Middle 
East and Australia. It is therefore 
important that the people who work 
in our Asia head ofﬁce have a deep 
understanding of the way of life in 
each of these countries. We have 
actively chosen to make the team as 
diverse as possible and the ofﬁce has 
people of many different nationalities 
– Chinese, Japanese, Korean, Indian, 
– all with very different backgrounds 
and with different kinds of education. 
This diversity is a real strength of 
our business, particularly for the 
marketing and communications 
teams who are responsible for 
engaging with our consumers – 
it makes that connection more 
authentic.
CASE STUDY
PERCENTAGE OF WOMEN ACROSS THE BUSINESS 1
12.5%
27%
37%
45%
53%
20%
Managers  
and above2 
All employees
9,500 total 
employees*
875*
225*
100*
10
8
Vice Presidents 
and above and  
SMT direct 
reports 
Directors 
and above 
Senior 
Management  
Team 
Board of  
Directors 
1  Chart is not to scale. 
2   Not including store 
managers.
*  Figures are approximate.
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1. Training & Education
Consciously building a diverse and 
inclusive culture requires our whole 
organization to be part of a continuous 
process of education and awareness-
raising. In 2021 regions held training 
events for employees at all levels, 
including Lunch & Learn sessions on 
topics such as unconscious bias and 
anti-harassment. We also trained hiring 
managers on equal opportunities and 
enhanced our onboarding orientations for 
new joiners to focus on inclusivity.
2. Engagement & Culture
During 2021, we launched the Latin 
America regional women’s network, with 
32 women from seven countries joining 
to support each other and beneﬁt from 
a space to share experiences in the 
workplace. One of the most popular 
elements has been the mentoring program 
which supports our talent pipeline, 
enabling conversations about career 
aspirations, training and development, 
and how to remove barriers to progress.
In late 2021 we launched the Next 
Generations network for ‘early career’ 
employees to help them network, build 
relationships at all levels in all groups, and 
promote career development.
In Q1 2022 we circulated a new global 
engagement survey to help us better 
understand and learn from our employees’ 
experience of D&I in their workplace. 
In total, approximately 8,000 people 
responded – a participation rate of above 
85%.
3. Communication
Clear communication on D&I helps 
inform, educate, empower, and celebrate 
success and best practice. In October 
2021, we held a Global Town Hall for 
employees to share our ambitions, guiding 
principles and the framework and regional 
committees leading D&I strategies. We 
also held our ﬁrst D&I Week which used 
quizzes, workshops and webinars to bring 
our ambitions to life, spread the word and 
hear from a myriad of perspectives.
4. Accountability & Tracking
We are clear that we must measure 
how well we’re moving towards our D&I 
goals and as part of this our Ask Athena 
database is helping us set benchmarks 
with key data on our metrics, as well 
understand the rate of change of our 
progress, evaluate local demographics 
and industry norms and receive employee 
feedback.
PEOPLE
In 2021, we rolled out a set of guiding 
principles to help our regional 
leadership teams create bespoke 
Diversity & Inclusion (D&I) plans 
best suited to each region, making 
sure that the Golden Rule – “Do unto 
others as you would have them do 
unto you” – was at the heart of their 
thinking.
We have now established ﬁve D&I 
committees – one in each of the four 
regions, plus an additional group 
for Tumi in North America. These 
committees meet regularly to set 
priorities and determine action under 
the four pillars of our global D&I 
strategy. They report to a global D&I 
steering committee.
OUR D&I  
STRATEGY
THE FOUR PILLARS 
OF OUR DIVERSITY 
AND INCLUSION 
STRATEGY
1
Training & 
Education
2
Engagement 
& Culture
3
Communication
4
Accountability 
& Tracking  
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 TREATING  
PEOPLE FAIRLY
One of the most important principles 
at Samsonite is the Golden Rule: 
“Do unto others as you would have 
them do unto you” – to treat others 
as you would like to be treated. A 
legacy of our founder, this is a thread 
which runs through everything we do, 
inspiring our relationships across the 
organization and beyond including 
our dealings with customers, vendors, 
and external stakeholders. It’s so 
deeply embedded in our culture that 
every new starter receives a marble 
inscribed with the Golden Rule.
PEOPLE
Managing change for employees as a 
business evolves can be challenging. Since 
June 2021 our management in Asia Paciﬁc 
& Middle East have been working hard to 
make a major transition in the region as 
smooth as possible for their teams.
In January 2022 we opened a new 
brand development and sourcing hub in 
Singapore. The hub will help us to design 
and develop products closer to market, 
as well as to manage our sourcing and 
supply chains more effectively. Singapore 
was chosen for the new site after a 
global study and rigorous analysis of our 
business and the broader industry.
The transition of Samsonite’s regional 
team from Hong Kong to Singapore had to 
be managed carefully. Only 15 colleagues 
from the Hong Kong ofﬁce were relocated 
to Singapore – they then had to build 
a new regional team in Singapore. 
Consequently, the team in Hong Kong had 
to be downsized.
CASE STUDY
“From the very beginning, we prioritized 
being transparent and open with the 
Hong Kong team, and to treat them as 
we would want to be treated – honoring 
our Samsonite Golden Rule. We held a 
town hall meeting to let everyone know 
what was happening and we continued 
to support our colleagues through the 
process. We held exit interviews with 
colleagues who left the business, and 
I am very proud of the fact that they 
continued to hold Samsonite in high 
regard.” 
Paul Melkebeke, President, Asia
OUR ASIA PACIFIC & MIDDLE EAST TEAM: 
MANAGING CHANGE FAIRLY
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PEOPLE
DEVELOPING OUR PEOPLE
CASE STUDY
FLEX
A new Flexible Learning Experience 
program – FLEX – was piloted and 
launched in Q2, 2021 with North 
American employees across all 
brands and locations. Designed 
to promote individual and team 
effectiveness and professional 
development, the program offered 
custom learning paths, instructor 
facilitation, and the opportunity for 
better interaction and collaboration 
between peers across the region – all 
on a new internal SharePoint site, 
The Concourse. LinkedIn Learning, 
with its offer of over 15,000 expert-
led training courses, was also made 
available to participants. 
2021 saw further professional 
development offered to all 
employees: instructor-led 
coursework, including Delivering 
Effective Feedback; Fostering an 
Inclusive Environment; Sustainability 
and Microsoft Technology training.
ASK ATHENA
In 2019, we launched our evolved approach to 
performance management through our new 
centralized Ask Athena digital employee self-service 
HR tool, allowing employees to connect with their line 
manager and discuss progress against their goals, 
overall performance, and development.
Although COVID-19 has slowed our roll-out plans, 
wherever it has been deployed – so far across North 
America, eight countries in Latin America and ﬁve 
in Europe – Ask Athena has been warmly received. 
It has transformed the efﬁciencies of our HR teams, 
and provided a full dashboard of employee data, 
removing paper from all our ofﬁces, and empowering 
our people with the ability to handle their own HR 
requests more efﬁciently and effectively, with full 
transparency on their personal data.
In 2021, Ask Athena enabled annual objectives and 
priorities to be cascaded from the CEO and senior 
management globally throughout the business – with 
Our regional HR teams are working hard to create a supportive environment for every 
member of our workforce, wherever they are and whatever their role. We believe 
everyone should be able to enjoy meaningful development opportunities to help them be 
the best they can be – and to be recognized and rewarded for great performance.
OUR GOAL
We will ensure 
that all employees 
will have access 
to professional 
development 
opportunities by 
2025
PROGRESS 
REPORT
We piloted a new 
Flexible Learning 
Experience program 
in North America, 
designed to promote 
individual and 
team effectiveness 
and professional 
development.
everyone enabled to align on business goals. Our 
teams reported a clear sense of connection and focus 
on company vision and purpose within the business.
Beyond this it’s been providing a more streamlined 
and positive online recruitment experience for our 
brands. The roll-out to all markets continues in 
earnest although not as fast as we had originally 
anticipated due to the pandemic and our focus on 
moving our Asian head ofﬁce from Hong Kong to 
Singapore.
“We launched Ask Athena in Latin 
America in 2020, and really saw 
the beneﬁts in 2021. The paperless 
system has provided us with 
incredibly accurate information so, 
here at the regional center, I can see exactly how 
many people work for us, which town or country 
they are based in, what gender they are, and, if 
they move on, we know why they left us. It has  
been hugely empowering.” 
Paz Ugarte, Director, Human Resources, Latin America
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PEOPLE
CLEAN-UP DAYS 
In September 2021, hundreds of 
colleagues from Samsonite teams across 
Belgium, Netherlands, UK, Scandinavia, 
Germany, Spain, Italy, the United States 
and Chile took part in local Clean-up Day 
Challenges to collect trash in and around 
their local neighborhoods while raising 
funds for good causes. Win-win-win all 
around!
“150 of us went off in small walking groups 
and covered a total distance of 84.5km 
together, picking up 152 kg of trash on the 
way. As well as the usual cans and plastic 
we found some Christmas decorations that 
someone had thrown out! We’re deﬁnitely 
doing this again next year.” Belgium 
employee
SUPPORTING  
NEW HIRES
We want the experience of joining our 
business to be a happy one. We have 
a mentor program in place to help with 
onboarding new employees – new starters 
have an onboarding partner whose job it is 
to orient them and help them meet people.
“I found the new hire mentor program to 
be very useful – sometimes a manual won’t 
answer all your questions. My onboarding 
partner helped me to get acclimated with 
Samsonite and the overall environment. 
I could ask him questions, such as ‘who 
should I ask for...?’ or ‘where’s the best 
place for lunch?’, or ‘what’s your favorite 
part about working here?’.” Senior Tax 
Analyst
“Having an onboarding partner has been 
a great way for me to learn all the names 
and faces here at Samsonite. It’s also been 
extremely helpful in learning a little more 
about what each area of the business does 
and how to work with them in my own 
role.” CRM Manager
ENGAGING OUR WORKFORCE
Keeping a sense of solidarity, fun, 
enjoyment, and engagement within 
our teams as they work for our 
business is incredibly important 
and a vital element to grow loyalty, 
motivation, and retention – as well as 
making Samsonite a great place to 
work!
Everywhere around the world we 
have enthusiastic volunteer teams 
of employees who run social 
events for their sites and ofﬁces 
– in some markets they’re called 
Marble Teams (after the marble we 
give new joiners inscribed with our 
Golden Rule). Throughout 2021 they 
organized a variety of events such as 
BBQs, Halloween costume parties, 
employee appreciation lunches – and 
even local litter picks and clean-ups.
“We were so happy 
to bring Samsonite’s 
Marble Team back 
together this year. 
Everyone loves and appreciates 
what they do to plan and put on all 
sorts of fun social, wellness and 
community outreach activities for 
our teams. It’s all about helping to 
build a great workplace culture, 
encouraging people to enjoy social 
connection with their colleagues 
and foster community spirit.”
Laura Stone, Head of Employee 
Experience, North America
CASE STUDY
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PEOPLE
PROTECTING  
PEOPLE IN OUR 
SUPPLY CHAIN
In the last few years, as part of our diversiﬁcation 
strategy, we have begun sourcing from new 
markets and working with new suppliers. Despite 
the introduction of tougher human rights 
legislation in multiple jurisdictions, assessing 
and mitigating human rights risks remains a key 
priority.
As part of Our Responsible Journey, we have 
committed to expanding our existing social 
compliance program to identify, mitigate 
and remediate possible negative human 
rights impacts of the business. During 2021, 
we conducted a human rights country risk 
assessment. Our objective was to improve 
our understanding of when, where, and how 
the actions of our suppliers might infringe on 
workers’ human rights, and what we could 
do to effectively mitigate those risks. Our 
colleagues are now using the tool to build their 
understanding of the types of risk.
Image
OUR GOAL
To expand our 
existing social 
compliance program 
to identify, mitigate 
and remediate 
possible negative 
human rights 
impacts of the 
business
PROGRESS 
REPORT
We conducted a 
human rights country 
risk assessment.
Assessing and 
mitigating human 
rights risks remains a 
key priority.
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PEOPLE
PROMOTING 
WELLBEING
We choose to champion a range of 
non-proﬁts that help support people 
through physical and mental health 
issues. Our involvement includes 
fundraising in our retail stores and 
online, as well as deeper partnerships 
with particular organizations.
TUMI AND ST. JUDE 
CHILDREN’S RESEARCH 
HOSPITAL®
Tumi has partnered with St. Jude 
Children’s Research Hospital® in Memphis, 
Tennessee since 2010, helping to make a 
difference to children facing cancer and 
other serious illnesses. So far, we have 
raised over US$6.8 million for the hospital 
through a variety of events, campaigns 
and sponsorships, including raising 
money in stores and online through the St. 
Jude Thanks and Giving® campaign, and 
donating 100% of the purchase price from 
a range of special lugage tags, accent kits 
and cosmetic pouches.
Funding goes towards cancer research 
as well as supporting families with 
treatment and other costs. In 2021, more 
than US$600,000 was raised through the 
Thanks and Giving campaign, the St. Jude 
Walk, and product donations. We also 
continued to donate our products directly 
to families of children with cancer.
GREGORY GATEWAYS
Gregory’s Gateways program is helping 
to empower people and protect nature. 
It is a long-standing brand initiative 
which promotes inclusivity through non-
proﬁt partnerships and strategic product 
engineering to help everyone have the 
chance to enjoy a life-long appreciation of 
the great outdoors. Fostering a love of the 
natural world and outdoors adventuring 
works to build people’s physical and 
mental wellbeing and also inspires better 
care and preservation of landscapes, 
plants, and animals.
GREGORY AND BIG CITY 
MOUNTAINEERS
Another of Gregory’s partnerships is 
with Big City Mountaineers, a non-proﬁt 
which helps youth from communities that 
have historically lacked equitable access 
to nature. This forward-thinking non-
proﬁt provides free, fully outﬁtted, and 
professionally led outdoor trips to young 
people aged 8 to 18 from communities 
across North America. The trips provide 
participants with a rich opportunity to 
discover the beneﬁts of connecting with 
nature to promote physical and mental 
wellbeing and help ﬁnd their strengths, 
skills, and resilience. In 2021, Gregory 
also donated 30 plus-sized backpacks 
towards trip programming, as well as 
monetary donations to allow more youth to 
participate in BCM’s programs across the 
country.
CASE STUDY
CASE STUDY
CASE STUDY
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PEOPLE
CONSERVING AND  
RESTORING NATURE
One of the reasons we believe travel is so important is 
that it offers us the opportunity to experience joy and 
wonder in some of Earth’s most beautiful places. That 
is why Samsonite is committed to helping conserve 
and restore habitats for the long-term beneﬁt of local 
environments and communities.
Since 2011, the team at our site in Nashik, India, has 
planted fruit and medicinal trees in the region to help 
support the community. Independent agronomist 
analysis found that these existing and planned 
plantations in the region sequestered 1,358 MT CO2e 
in 2021. These plants meet the offset requirements for 
permanence as the vast majority are on land owned 
either by Samsonite, or by the Indian government, 
which manages it as conservation land.
In 2021, we also supported tree planting in key regions 
with several partners including One Tree Planted, 
Future Forest and WWF Indonesia.
CASE STUDY
TREE PLANTING
Well-designed reforestation has many winners: it can beneﬁt local 
communities, prevent ecosystem degradation, provide cleaner air and 
water, sequester carbon, and improve biodiversity. That’s why reforestation 
is an important element of our strategy. Since 2017, we estimate that with 
our local partners we have supported the planting of some 830,500 trees 
around the world. In 2021 our funding enabled 70,500 trees to be planted 
in key regions across Asia, Australia and North America with partners 
including One Tree Planted, Future Forest and WWF Indonesia.
To help engage our customers, some of the donations for these plantings 
were linked to the sale of products containing more sustainable materials. 
For example, in July the Samsonite team in Singapore ran a special month-
long promotion offering to plant a tree for each purchase from the RED 
range of lugage which contained sustainable materials.
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Giving around the world:
Here’s a snapshot of just some of the non-proﬁt organizations for which our 
teams have fundraised or volunteered, or gifted our products to:
EMPOWERING 
VULNERABLE 
COMMUNITIES
All around the world our local 
teams go the extra mile to support 
vulnerable people through a wide 
variety of fundraising, donations and 
volunteering their time to programs 
that help individuals, families, and 
whole communities to thrive. At 
a company level, we have formed 
relationships with several non-proﬁt 
organizations which pass our products 
on to speciﬁc disadvantaged groups of 
people who need them.
CASE STUDY
PEOPLE
TUMI AND WAVES FOR 
WATER
Since 2016 Tumi and Waves for Water have 
worked closely together to provide access 
to clean water to people in need. The goal 
is simple – providing access to clean water 
using water ﬁltration systems, bore-hole 
wells, and rainwater harvesting systems. 
Each year, Tumi makes a US$62,000 
donation to the charity.
To date, Tumi, globally, has raised more 
than US$1.8 million which has enabled 
Waves for Water to implement 16,500 
ﬁltration systems, 417 rain catchment 
systems, and 12 wells – improving the lives 
of 500,000+ people around the world.
 OUR PLANS FOR 2022
 Continue to roll out D&I program in all 
regions
 Launch mentoring programs in all 
markets
 Roll out the Next Generation network 
globally
 Disseminate and evaluate the global 
employee engagement survey
 Expand Ask Athena to all regions and 
markets
(US) YMCA
Dana Farber Cancer Institute
Salvation Army
(Korea) Sarangfare
(Belgium) SOS Scholen voor Scholen
Our Daily Bread Food Pantry
All Hands & Hearts (Tumi)
(Korea) World Vision
(Russia) Planeta Dobra
(S Africa) Nanga Vhutsilo Children’s Home
Rotary Club
(Canada) United Way
(Korea) Otcan
(Russia) ROOI Perspectiva
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HOW WE  
MAINTAIN  
OUR HIGH 
STANDARDS
Samsonite 
International S.A is 
listed on the Hong 
Kong Stock Exchange.
Samsonite ESG Report 2021 
41
POLICIES
Our sustainability strategy, Our Responsible Journey, 
is a shared vision: wherever we operate in the world, 
we are working towards the same goals. 
Likewise, we have a shared set of values and 
principles that govern our behavior and actions. 
These are articulated in our policies and 
demonstrated in our practices – both of which are 
clearly and frequently communicated within our 
business so that, wherever in the world they are, our 
people know what is expected of them.
We have high standards, and expect our suppliers 
to have high standards too. The Samsonite Ethical 
Charter is our supplier code of conduct and sets out 
our view of acceptable business practices. All direct 
suppliers must comply with its minimum standards, 
and we conduct regular audits to ensure they do.
Please visit: 
https://corporate.
samsonite.com 
to ﬁnd out more 
about our corporate 
governance functions.  
Our Annual Report 
contains more 
information on our 
approach to corporate 
governance and risk 
management.
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Advertising and labeling
It is our policy for our advertising and 
product labeling to comply with all 
applicable laws.
Data protection and privacy
It is our policy to satisfy applicable legal 
requirements with respect to data protection 
and privacy, and to employ appropriate 
technical, administrative, and physical 
safeguards for protecting the personal and 
sensitive data we process on behalf of our 
customers, employees, vendors and others. 
We also seek to maintain Payment Card 
Industry (PCI) compliance relative to the 
processing of credit card information. This 
compliance is periodically validated by a 
third party, and we do not retain credit card 
information.
OUR PRODUCT POLICIES
We take product responsibility very seriously. In 2021, we had no known, material instances of non-compliance with relevant laws and regulations regarding 
advertising or product labeling, health and safety, or privacy matters relating to products and services in our countries of operation. There are no known 
current or pending regulatory actions or other litigation that are anticipated to have a material impact on us. Below we outline the key policies that guide our 
actions.
POLICIES
Quality assurance
We have a quality handbook for each of our 
major product categories. We have developed 
an extensive Product Quality Assurance 
program to ensure the products we sell 
meet or exceed these strict performance 
requirements. Product testing and inspection 
of raw materials, components and ﬁnished 
goods are conducted at each of our owned 
and operated manufacturing facilities, as 
well as at many third-party suppliers, to 
ensure that standards of workmanship are 
maintained.
Our policy is to comply with all applicable 
legal requirements related to the levels of 
certain chemical substances in our products. 
Product testing is performed with the support 
of accredited third-party laboratories during 
product development, then randomly during 
production, and again upon renewal of old 
product programs.
Intellectual property
Our intellectual property team actively seeks 
patent and design protection for important 
innovations and designs, and trademark 
registrations for key brands and marks. 
When commercially justiﬁed, we act to 
enforce our intellectual property rights and 
will vigorously defend ourselves against any 
inappropriate third-party claims. In 2021, 
there were no infringements of our patents 
or trademarks, or allegations of infringement 
claimed against us, which had a material 
adverse effect on our business, ﬁnancial 
results, or reputation.
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We have a duty to respect 
the human rights of the 
people who work for us, 
and of the workers in our 
supply chain across the 
world.
Employee code
We expect all our employees to behave 
ethically and comply with our Samsonite 
Code of Conduct. This clearly sets out our 
values and commitment to ethical standards 
and legal compliance. For example, it 
explains how we prohibit the use of bribes 
or kickbacks, keeping inaccurate records, or 
using company property for personal gain.
Every year, we circulate the Code to our 
people across the world to remind them 
just how important this is. We believe 
that people should be able to carry out 
decent and productive work in conditions 
of freedom, equality, security and human 
dignity. We expect our employees to treat 
others, such as suppliers, people in our 
communities, and customers, with dignity 
and respect. All our people must adhere 
to labor, health, and safety standards 
consistent with those established by the 
International Labor Organization.
Employees who do not comply with our 
Code of Conduct are subject to discipline, 
which may include dismissal.
Labor standards
We have a duty to respect the human rights 
of the people who work for us, and of the 
workers in our supply chain across the 
world.
We absolutely will not tolerate illegal 
working conditions and human rights 
violations like child, forced or trafﬁcked 
labor. Our employment policies are 
developed and implemented at regional and 
local levels to be able to comply fully with 
regulations and laws in each country.
POLICIES
EMPLOYMENT AND LABOR 
PRACTICES
Our employment and labor practices govern a global workforce of corporate, 
sales ofﬁce, distribution center, manufacturing, and retail staff – including 
store management and full- and part-time sales associates.
Our corporate policy is to attract and retain the best talent across all regions, 
provide meaningful development opportunities, reward and recognize 
performance, and ensure a safe working environment, while promoting 
and supporting employee health and wellbeing. Employment and labor 
practices cover employment, development and training, labor standards, and 
occupational safety and health.
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Business Ethics Reporting Hotline
We provide the opportunity for everyone 
who works for us to report suspected 
breaches of the Employee Code of Conduct, 
via an anonymous conﬁdential hotline 
and website reporting service. Members 
of our management team in the ﬁnance, 
legal, human resources and internal audit 
departments review any information that is 
submitted via the hotline.
The hotline is available toll-free and is 
publicized to employees electronically, in our 
Code of Conduct, and through posters and in 
worker handbooks throughout our operations. 
Employees may use this hotline, anonymously 
if desired, if they have any workplace concern 
that they wish to report. Employees using 
the hotline are protected against retaliation. 
Reports are investigated and appropriate 
remedial actions taken as needed.
Anti-corruption
We are committed to doing business with 
integrity and avoiding corruption in any form. 
We expect all Samsonite employees, agents, 
directors, ofﬁcers, and representatives to 
conduct business in a fair, ethical and legal 
manner.
Our Samsonite Global Anti-Corruption Policy 
requires compliance with all applicable 
anti-corruption laws. In addition, our 
Employee Code of Conduct includes speciﬁc 
guidance on our position on the payment of 
government ofﬁcials, bribes and kickbacks, 
gifts, and conﬂicts of interest.
We also have an anti-corruption compliance 
program, which includes numerous reporting, 
monitoring and certiﬁcation controls, as well 
as periodic web-based and in-person training.
Our internal procedures and controls 
help with anti-bribery and corruption law 
compliance. These include required approvals 
for certain types of transactions, an employee 
ethics hotline, and periodic monitoring by our 
internal audit team as part of their routine 
procedures in higher risk locations. These 
activities are closely supported by our legal 
and ﬁnance departments, as required.
POLICIES
In 2021, there were no known, material instances of non-
compliance with relevant employment and labor practice 
laws and regulations regarding compensation and dismissal, 
recruitment and promotion, working hours, rest periods, equal 
opportunity, diversity, antidiscrimination, and other beneﬁts 
and welfare in any of the countries where we employ people. We 
also had no known, material instances of non-compliance with 
relevant labor standards regarding the prevention of child or 
forced labor in our operations and that of our suppliers.
In 2021, the Company had no known, material instances of 
non-compliance with relevant laws and regulations regarding 
bribery, extortion, fraud, or money laundering in its countries of 
employment.
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POLICIES
We follow set procedures to make sure we 
comply with relevant occupational health and 
safety laws and regulations. We focus our 
efforts on potential hazards, like machinery 
and moving vehicles, at our manufacturing 
and distribution sites. We have proactively 
created policies and processes to minimize 
these hazards.
Raising safety awareness
We have found that the best way to prevent 
accidents is through raising safety awareness, 
and all relevant employees receive basic 
safety training before they begin working with 
us. This includes learning about potential 
hazards and what to do in an emergency. 
Only specially trained and authorized 
employees are permitted to use machinery 
such as power tools, forklifts and vacuum 
compressors. Our employees are also taught 
what protective equipment they should wear, 
like earplugs, safety glasses and steel toed 
shoes, and we provide all necessary personal 
protective equipment.
Most of our employees work in our retail 
stores where there are fewer health and 
safety risks than in manufacturing and 
distribution. Here, we seek to comply with 
all local laws, and provide training relevant 
to the retail environment (such as learning 
about safe ways to lift heavy items, deal with 
shoplifters, and minimize slips, trips and 
falls).
Standardized response
Despite our best efforts, workplace accidents 
still occasionally happen. When they do 
occur, we have clear, standardized processes 
to guide our people in how to manage the 
situation. Firstly, the person who is injured 
must receive ﬁrst aid or medical attention 
as required. Secondly, the accident must be 
ofﬁcially reported. This means that we can 
investigate how the accident occurred, and 
take action to prevent it from happening 
again.
HEALTH AND SAFETY    
PRACTICES
The global pandemic led to the introduction of many new measures to 
keep our people and customers safe, but managing risk is a normal part of 
our day-to-day processes.
In 2021, we were pleased that we experienced no known, 
material instances of non-compliance with relevant occupational 
health and safety laws and regulations, and no related signiﬁcant 
regulatory actions or material litigation.
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We rely on a network of suppliers from 
all around the world. Some of them make 
materials or components for our own 
manufacturing sites; others provide us 
with ﬁnished goods. In their turn, these 
suppliers rely on a network of raw materials 
suppliers, meaning our supply chain is 
sometimes large and complex. Throughout 
2021, we remained focused on identifying 
and mitigating risks in our supply chain – 
particularly with regards to worker health 
and safety, and wider labor issues. Our 
aim is to encourage good practice and 
positive impacts beyond our direct business 
by supporting our suppliers to raise their 
standards, beneﬁting both workers and the 
environment.
The Samsonite Ethical Charter
Our Samsonite Ethical Charter is our 
supplier code of conduct and sets out 
the minimum standards and acceptable 
business practices that we expect from 
our suppliers. This covers workers’ rights, 
working conditions, terms of employment, 
decent work, supplier systems, and worker 
protections. These comply with International 
Labour Organization (ILO) principles and are 
central to our sourcing strategies, including 
how we determine which factories we work 
with and how we assess ongoing supplier 
performance.
All our direct suppliers must comply with 
our Ethical Charter and must also certify 
that materials used in the making of 
our products comply with all applicable 
environmental and social laws. Our sourcing 
teams supervise these requirements on an 
ongoing basis.
Conducting due diligence
Before we start working with any new 
supplier, we carry out comprehensive 
due diligence checks. Our suppliers must 
demonstrate no serious current health, 
safety, or labor issues and we have zero 
tolerance for any conditions that present 
a threat to life. All suppliers must meet or 
exceed our standards as a critical baseline, 
and we expect them to be engaged in a 
process of continuous improvement.
Auditing our suppliers
To ensure that our suppliers continue to 
comply with our Ethical Charter, we conduct 
regular audits – either ourselves or through 
a respected third party. An audit typically 
includes interviews with workers, reviewing 
relevant documentation, and a tour of the 
site. We use a ratings system to monitor 
compliance and assess change over time. 
Results are shared with our procurement 
and production teams, who then assess the 
business relationship with each supplier 
going forward.
MANAGING RISK IN OUR SUPPLY CHAIN
POLICIES
Factories that receive a ‘very good’ rating 
will undergo their next audit after two 
years, and we audit all other Finished 
Goods suppliers every year. If we see that a 
factory is no longer meeting our standards, 
a corrective plan of action must be quickly 
implemented. We will terminate our 
relationship if a supplier remains in breach 
of our requirements.
In 2021, we audited 163 Tier 1 suppliers. A 
further 28 suppliers were exempt from audit 
due to Worldwide Responsible Accredited 
Production (WRAP) certiﬁcation or because 
we were able to verify compliance by 
reviewing third-party audit reports such 
as BSCI and SMETA. We continue to 
encourage Tier 1 suppliers to apply for 
WRAP certiﬁcation because it reduces the 
administrative burden placed on them while 
also ensuring that they are being audited to 
the most rigorous standards.
Our Tier 2 suppliers make raw materials 
for our ﬁnished goods suppliers and our 
owned factories. Before the pandemic hit, 
we had set ourselves a target to audit our 
top 100 Tier 2 suppliers by the end of 2020. 
However, due to COVID-19 we were not able 
to begin this work until 2021, during which 
we audited 18 of them. As the number of Tier 
2 suppliers has shrunk during the pandemic, 
we have reduced our target to audit our top 
30 Tier 2 suppliers and will complete this by 
the end of 2022.
100% of our direct suppliers must certify 
that materials used in the making of 
our products comply with all applicable 
environmental and social laws, and 
our sourcing teams supervise these 
requirements on an ongoing basis.
Identifying critical risks
Whereas an auditor will rarely visit a factory 
more than once a year, members of our 
Quality Assurance team might visit a factory 
several times a week. We therefore took the 
decision to broaden the scope of the role 
of our Quality team to include assessing 
critical risks. Our Head of Audit provided 
training for 30 members of the Quality 
team, raising their awareness of the key 
risks including ﬁre hazards, poor building 
construction and dangerous electrical 
wiring. The team now perform quarterly 
checks at both Tier 1 and Tier 2 factories. 
If a critical issue is identiﬁed, it will be 
immediately rectiﬁed and reported to the 
audit team.
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DATA
ABOUT THIS REPORT
This report covers the activities and results 
for the Company’s ﬁscal year ended 
December 31, 2021. This report will be 
prepared and published on an annual basis.
This report is prepared in compliance with 
the ‘comply or explain’ provisions set out 
in the ESG Reporting Guide in Appendix 
27 to the Main Board Listing Rules, the 
Rules Governing the Listing of Securities on 
SEHK.
Unless otherwise speciﬁed, the report 
includes all the consolidated subsidiaries 
under the Company’s direct control as 
reﬂected in its Consolidated Financial 
Statements for the Company-owned 
or -operated ofﬁces, retail stores, and 
distribution/manufacturing facilities. Unless 
speciﬁed, third-party owned and operated 
companies, and product categories 
managed by licensees, are beyond the 
scope of this report.
The methods used to gather, report and 
verify information in this report are based 
on the Company’s own processes as well 
as internationally recognized reporting 
standards.
The content for this report was 
developed on the basis of its relevance 
to the Company’s business objectives, its 
regionalized organizational structure, and 
expectations of key stakeholders.
Environmental data measurement, 
methodology, and boundaries
The Company applies an operational 
control approach to deﬁning organizational 
boundaries. The Company has focused on 
the material sources of emissions including 
the owned and operated manufacturing 
facilities in Oudenaarde (Belgium), 
Szekszárd (Hungary), Nashik (India), and 
Cuautitlán Izcalli (Mexico); and a global 
network of distribution centers; ofﬁces; and 
retail stores (the ‘Reporting footprint’).
The Company uses the principles and 
guidance of the GHG Protocol, developed 
by the World Resources Institute (WRI) and 
the World Business Council for Sustainable 
Development (WBCSD), to calculate and 
report direct and indirect GHG emissions.
Carbon dioxide (CO2) emissions and CO2e 
are determined on the basis of measured or 
estimated energy and fuel usage, multiplied 
by relevant GHG emission factors, and 
global warming potentials. The Company 
uses the most current eGrid emission 
factors (for location-based emissions) and 
supplier and residual emission factors 
(for market-based emissions), where 
available.* Alternatively, factors from 
the International Energy Agency (IEA)’s 
publication: Emissions Factors (2021 
Edition) are applied. The Company’s Scope 1 
emissions (arising from the fuel combusted 
in its owned and controlled operations) are 
a result of the combustion of natural gas, 
propane, gasoline, and diesel, as well as the 
leakage of hydro-ﬂuorocarbon refrigerant 
gases from its HVAC (heating, ventilation, 
and air conditioning) equipment. The 
Company’s Scope 2 emissions – arising 
from the consumption of purchased 
electricity – are from its use of purchased 
electricity in those same facilities. Energy 
data from these fuel sources are converted 
into CO2e for reporting purposes.
* The location-based method uses the average GHG emissions 
intensity of grids on which energy consumption occurs. In 
contrast, the market-based method uses speciﬁc emissions 
generated from contractual agreements with utilities (e.g., 
agreements to enroll in green power programs and purchase 
electricity from renewable resources).
Questions, comments, or feedback 
regarding this report or any of the 
Company’s ESG programs should be  
sent by email to: 
sustainability@samsonite.com
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DATA
ENVIRONMENTAL KPIs
KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
Aspect A1: Emissions
General Disclosure
Refer to page 21 of the report for more information on Samsonite and emissions.
A1.1
The types of emissions and 
respective emissions data.
Total reporting footprint (all 
owned/directly controlled 
manufacturing, distribution, 
ofﬁce, and retail facilities)
5,041 kg
4,994 kg NOx (3,142 kg from 
diesel; 1,714 kg from natural 
gas; 29 kg from propane; 
109 kg from gasoline)
46 kg SOx (31 kg from 
diesel; 10 kg from natural 
gas; 0.2 kg from propane; 4 
kg from gasoline)
1 kg R-22 refrigerant
KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
A1.2
Direct (Scope 1) and 
energy indirect (Scope 2) 
greenhouse gas emissions 
and, where appropriate, 
intensity.
Total emissions and 
square footage of reporting 
footprint (all owned/directly 
controlled manufacturing, 
distribution, ofﬁce, and 
retail facilities)
18,738 MT CO2e  
(Intensity: 0.0026 MT  
CO2e/sq ft)
Scope 1: 2,522 MT CO2e
Scope 2 (market-based): 
16,216 MT CO2e
Scope 2 (location-based): 
16,253 MT CO2e
A1.3
Total hazardous waste 
produced and, where 
appropriate, intensity.
Total hazardous waste 
and square footage of 
owned and operated 
manufacturing facilities 
in Oudenaarde (Belgium), 
Szekszárd (Hungary), 
Nashik (India), and 
Cuautitlán Izcalli (Mexico)
11.5 MT
Intensity: 0.008 kg/sq ft
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KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
A1.4
Total non-hazardous waste 
produced and, where 
appropriate, intensity.
Total non-hazardous 
waste and square footage 
of owned and operated 
manufacturing facilities 
in Oudenaarde (Belgium), 
Szekszárd (Hungary), 
Nashik (India), and 
Cuautitlán Izcalli (Mexico)
702.6 MT
Intensity: 0.47 kg/sq ft
A1.5
Description of emissions 
target(s) set and steps 
taken to achieve them.
Total reporting footprint (all 
owned/directly controlled 
manufacturing, distribution, 
ofﬁce, and retail facilities)
Emissions Target: Reduce 
the carbon intensity of our 
operations 15% by 2025 
compared to our 2017 
baseline.
Refer to page 21 of 
the report for further 
information on the steps 
taken to achieve this goal.
KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
A1.6
Description of how 
hazardous and non-
hazardous wastes are 
handled, and a description 
of reduction target(s) set 
and steps taken to achieve 
them.
Owned and operated 
manufacturing facilities 
in Oudenaarde (Belgium), 
Szekszárd (Hungary), 
Nashik (India), and 
Cuautitlán Izcalli (Mexico)
We do not have speciﬁc 
time-bound reduction 
targets but all our facilities 
are expected to minimize 
waste.
Refer to page 26 of the 
report for more information 
on our efforts to reduce 
waste.
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KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
Aspect A2: Use of Resources
General Disclosure
Refer to pages 22 to 27 of the report for more information on Samsonite and use of 
resources.
A2.1
Direct and/or indirect 
energy consumption by 
type (e.g., electricity, gas or 
oil) in total and intensity.
Total energy consumption 
and square footage of 
reporting footprint (all 
owned/directly controlled 
manufacturing, distribution, 
ofﬁce, and retail facilities)
38,479 MWh of grid 
purchased conventional 
electricity (Intensity: 5 
kWh/sq ft)
2,828 MWh from grid 
purchased green electricity 
(Intensity: 0.4 kWh/sq ft)
1,761 MWh of on-site 
renewable electricity 
produced (Intensity: 0.2 
kWh/sq ft)
11,297 MWh of natural gas 
(Intensity: 1.6 kWh/sq ft)
76,738 liters of gasoline 
(Intensity: 0.011 liters/sq ft)
109,095 liters of diesel 
(Intensity: 0.015 liters/sq ft)
18,816 liters of propane 
(Intensity: 0.003 liters/sq 
ft)
KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
A2.2
Water consumption in total 
and intensity.
Total water consumption 
and square footage of 
owned and operated 
manufacturing facilities 
in Oudenaarde (Belgium), 
Szekszárd (Hungary), 
Nashik (India), and 
Cuautitlán Izcalli (Mexico)
37,990 m3
Intensity: 0.026 m3/sq ft
A2.3
Description of energy use 
efﬁciency target(s) set and 
steps taken to achieve 
them.
Total reporting footprint (all 
owned/directly controlled 
manufacturing, distribution, 
ofﬁce, and retail facilities)
We do not have speciﬁc 
time-bound reduction 
targets but improving 
energy efﬁciency is an 
essential part of our 
strategy to achieve our 
GHG emissions reduction 
goal.
Refer to page 22 of the 
report for more information 
on our efforts to improve 
energy efﬁciency.
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KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
A2.4
Description of whether 
there is any issue in 
sourcing water that is ﬁt for 
purpose, water efﬁciency 
target(s) set and steps 
taken to achieve them.
Owned and operated 
manufacturing facilities 
in Oudenaarde (Belgium), 
Szekszárd (Hungary), 
Nashik (India), and 
Cuautitlán Izcalli (Mexico)
Water sourcing and 
wastewater discharge are 
not material issues for 
Samsonite, so we have 
not set speciﬁc reduction 
targets.
Refer to page 27 of the 
report for more information 
on our efforts to improve 
water efﬁciency.
A2.5
Total packaging material 
used for ﬁnished products 
(in tonnes) and, if 
applicable, with reference 
to per unit produced.
Owned and operated 
manufacturing facilities 
in Oudenaarde (Belgium), 
Szekszárd (Hungary), 
Nashik (India), and 
Cuautitlán Izcalli (Mexico)
3,834 MT
0.6 MT polystyrene
13 MT tape
277 MT plastic
3,543 MT cardboard
Intensity: 1.25 kg/ﬁnished 
good produced
KPI
SCOPE OF TIME-BOUND 
REDUCTION REPORTING
2021
Aspect A3: The Environment and Natural Resources
General Disclosure
Refer to pages 20 to 28 of the report for more information on Samsonite and the 
environment and natural resources.
A3.1
Description of the 
signiﬁcant impacts 
of activities on the 
environment and natural 
resources and the actions 
taken to manage them.
Total reporting footprint (all 
owned/directly controlled 
manufacturing, distribution, 
ofﬁce, and retail facilities)
Refer to page 21 of 
the report for further 
information.
Aspect A4: Climate Change
General Disclosure
Refer to pages 20 to 28 of the report for more information on Samsonite and climate 
change.
A4.1
Description of the 
signiﬁcant climate-
related issues which have 
impacted, and those which 
may impact, the issuer, 
and the actions taken to 
manage them.
Total reporting footprint (all 
owned/directly controlled 
manufacturing, distribution, 
ofﬁce, and retail facilities)
Refer to pages 21, 24, and 
25 of the report for more 
information.
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SOCIAL KPIs
KPI
2021
Aspect B1: Employment
General Disclosure
Refer to pages 29 to 36 of the report for more information on Samsonite and employment.
B1.1
Total workforce by gender, employment 
type (for example full or part-time), age 
group and geographical region.
Our total workforce was approximately 
9,500 at the end of 2021. Refer to page 
34 for more information on workforce by 
gender. The workforce by geographical 
region was approximately: 4,650 in Asia, 
2,300 in Europe, 1,500 in North America, 
and 1,050 in Latin America. Data on 
employment type and age is not collected 
centrally at this time.
KPI
2021
B1.2
Employee turnover rate by gender, age 
group and geographical region.
We do not disclose employee turnover rates 
as these are not collected centrally due to 
the absence of a globally applied human 
resources information system (HRIS). We 
are in the process of implementing a global 
HRIS that will enable us to collect and 
report this information. The roll-out of this 
system has been delayed due to disruptions 
and lower resources as a result of the 
COVID-19 pandemic.
Aspect B2: Health and Safety
General Disclosure
Refer to page 45 of the report for more information on Samsonite and health and safety.
B2.1
Number and rate of work-related fatalities 
occurred in each of the past three years 
including the reporting year.
We had no work-related fatalities in 2019, 
2020, or 2021.
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B2.2
Lost days due to work injury.
We do not have a reliable mechanism for 
collecting this data centrally today. We are 
evaluating the feasibility of collecting this 
data from our manufacturing plants and 
distribution centers in the future. While the 
health and safety of our employees is a key 
priority, the nature of our business is such 
that work-related injuries historically have 
not posed a signiﬁcant risk to our company.
B2.3
Description of occupational health and 
safety measures adopted, how they are 
implemented and monitored.
Refer to page 45 for more information.
KPI
2021
Aspect B3: Development and Training
General Disclosure
Refer to pages 35 to 36 of the report for further information on Samsonite and 
development and training.
B3.1
The percentage of employees trained by 
gender and employee category (e.g., senior 
management, middle management).
We do not currently have a process in place 
to track training metrics centrally. Refer to 
pages 35 and 36 for more information.
B3.2
The average training hours completed 
per employee by gender and employee 
category.
We do not currently have a process in place 
to track training metrics centrally. Refer to 
pages 35 and 36 for more information. 
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Aspect B4: Labor Standards
General Disclosure
Refer to pages 43 and 46 of the report for more information on Samsonite and labor 
standards.
B4.1
Description of measures to review 
employment practices to avoid child and 
forced labor.
Refer to Samsonite’s Modern Slavery 
Statement and page 46 of this report which 
outlines how we manage potential risk in 
our operations and supply chain.
We absolutely will not tolerate illegal 
working conditions and human rights 
violations like child, forced or trafﬁcked 
labor. Our employment policies are 
developed and implemented at regional and 
local levels to be able to comply fully with 
regulations and laws in each country.
B4.2
Description of steps taken to eliminate 
such practices when discovered.
When non-conformances are identiﬁed, 
we work with the supplier to remediate 
the issue. Failure to remedy will lead to 
termination of the contract.
KPI
2021
Aspect B5: Supply Chain Management
General Disclosure
Refer to page 46 of the report for more information on Samsonite and supply chain 
management.
B5.1
Number of suppliers by geographical 
region.
Our Tier 1 contract manufacturers are 
primarily located in Asia. Of approximately 
250, about 45% are in East Asia, 15% in 
South Asia, 30% in Southeast Asia, and 10% 
across the rest of the world.
B5.2
Description of practices relating 
to engaging suppliers, number of 
suppliers where the practices are being 
implemented, how they are implemented 
and monitored.
Refer to page 46 for information about how 
we conduct due diligence on new suppliers 
and conduct regular audits to monitor 
compliance with the Samsonite Ethical 
Charter.
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B5.3
Description of practices used to identify 
environmental and social risks along 
the supply chain and how they are 
implemented and monitored.
100% of our direct suppliers must certify 
that materials used in the making of 
our products comply with all applicable 
environmental and social laws, and 
our sourcing teams supervise these 
requirements on an ongoing basis.
B5.4
Description of practices used to promote 
environmentally preferable products and 
services when selecting suppliers and how 
they are implemented and monitored.
We proactively seek to work with suppliers 
who can partner with us on our sustainable 
product priorities, including sustainable 
innovation, recycled and renewable 
materials, durability and recyclability, and 
end of life solutions.
Aspect B6: Product Responsibility
General Disclosure
Refer to page 42 of the report for more information on Samsonite and product 
responsibility.
B6.1
Percentage of total products sold or 
shipped subject to recalls for safety and 
health reasons.
The nature of our business is such that 
recalls are infrequent, and we are not aware 
of any product recalls during 2021. This 
data is not collected centrally at this time.
KPI
2021
B6.2
Number of products and service-related 
complaints received and how they are dealt 
with.
This data is not collected centrally at 
this time. We take product responsibility 
seriously in all our operations and have 
comprehensive approaches to customer 
service throughout our regional markets.
B6.3
Description of quality assurance process 
and recall procedures.
Refer to page 42 for more information. The 
nature of our business is such that recalls 
are infrequent. In the infrequent cases 
where we have had to consider product 
recalls, our teams have worked with our 
legal department and qualiﬁed outside 
legal counsel on a case-by-case basis to 
determine and implement the necessary 
procedures.
B6.4
Description of consumer data protection 
and privacy policies, how they are 
implemented and monitored.
Refer to page 42 for more information.
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Aspect B7: Anti-corruption
General Disclosure
Refer to page 44 of the report for more information on Samsonite and anti-corruption.
B7.1
Number of concluded legal cases regarding 
corrupt practices brought against the 
issuer or its employees during the reporting 
period and the outcomes of the cases.
Refer to page 44 for more information.
B7.2
Description of preventive measures and 
whistleblowing procedures, how they are 
implemented and monitored.
Refer to page 44 for more information on 
Business Ethics Reporting Hotline and 
Anti-Corruption.
B7.3
Description of anti-corruption training 
provided to directors and staff.
Samsonite’s anti-corruption compliance 
program includes periodic web-based 
training for relevant personnel as 
determined based on our risk assessment, 
and as also includes in-person training 
where appropriate. Our Board approved our 
anti-corruption policy and receives periodic 
brieﬁngs with respect to our anti-corruption 
efforts.
KPI
2021
Aspect B8: Community Investment
General Disclosure
Refer to pages 38 to 40 of the report for more information on Samsonite and community 
investment.
General Disclosure
Policies on community engagement to 
understand the needs of the communities 
where the issuer operates and to ensure 
its activities take into consideration the 
communities’ interests.
We support a variety of non-proﬁt 
partners in our communities and take into 
consideration how we can best align our 
philanthropic focus areas with the needs 
of each community. While Samsonite does 
not have a formal policy on community 
engagement, we do have global guidelines 
for charitable giving which include 
consideration of community representation.
B8.1
Focus areas of contribution (e.g. education, 
environmental concerns, labor needs, 
health, culture, sport).
Samsonite’s philanthropic activities are 
focused on three themes:
• 
Protecting earth’s beautiful places
• 
Promoting wellbeing
• 
Empowering vulnerable communities.
Refer to pages 38 to 40 for more 
information.
B8.2 
Resources contributed (e.g. money or time) 
to the focus area.
Refer to pages 38 to 40 for more 
information.
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