KORNIT 2022

IMPACTREPORT
Environmental, Social, andCorporate GovernanceTableof

CONTENTS

Designing Safer Products
Reducing Hazardous Materials
Waste Management
PeopleSupporting Our Employees and Communities
Our People by the Numbers
Increasing Employee Engagement
Employee Training and Development
Diversity, Equity, and Inclusion (DEI)
Employee Health and Safety2022 Safety Incident Data
Safety Training of Kornit’s Employees
Corporate Social Responsibility

A WORD FROM OUR CEO. . . . . . . . . . . . . . . .3
ABOUT KORNIT DIGITAL . . . . . . . . . . . . . . . .4
About This Report

4

OUR IMPACT STRATEGY . . . . . . . . . . . . . . . .52022 IMPACT HIGHLIGHTS . . . . . . . . . . . . . .6
Commitment to the United Nations Sustainable
Development Goals (SDGs)

6

ENABLE THE CHANGE . . . . . . . . . . . . . . . . . . .7
PlanetSupporting the Transition to a Better Environment
Our Estimated Environmental Impact
Sustainable Fashion Tech Revolution Challenge
Collaboration with FISHSkin
PeoplePromoting Inclusivity and Ensuring Product Safety
Ensuring the Safe Use of All Our Products
Promoting Inclusive Fashion through Alliances
2022 Kornit Fashion Weeks

7
7
8
9
9
10
10
10
10
11

GOVERNANCE AND ETHICAL
BUSINESS CONDUCT . . . . . . . . . . . . . . . . . . .25
ESG GovernanceCompliance
Anti-Corruption and Anti-Bribery
Cybersecurity and Data Privacy

25
25
25
25

2022 ESG PROGRESS. . . . . . . . . . . . . . . . . . . .26
Enable the Change
Be the Change
Forward-Looking Statement

BE THE CHANGE . . . . . . . . . . . . . . . . . . . . . . . .12
PlanetMinimizing Our Environmental Impact
Climate Action and Energy Ef昀椀ciency
Kornit’s First Renewable Energy Project
Energy Ef昀椀ciency
Green Chemistry

16
16
17
18
18
18
20
21
21
23
23
24
24

12
12
13
14
15
15

26
27
28

APPENDICES. . . . . . . . . . . . . . . . . . . . . . . . . . . 29

2

GRI

29

SASB

33

A WORD FROMOUR CEO
In 2022, Kornit celebrated 20 years in fashion technology Over the years and with the evolution of technologicalinnovation, we have experienced monumental changes in our industry We see every change as an opportunity to
do things better—more sustainable, more responsible, more responsive to the needs of our customers, partners,
and people Kornit’s ability to adapt and innovate has shaped us as a global leader in on-demand, sustainablefashion production, seamlessly connecting demand to supply, without compromising creativity or quality It has
also inspired us to be a positive change agent in an industry notorious for waste, pollution, and exclusivity
The fashion industry is responsible for a range of negative environmental and social impacts, from signi昀椀cant waterpollution, excessive water use, and high carbon emissions to gender inequality and image misrepresentation
An estimated 30% of all apparel produced is overproduction The urgent need for industry-wide change is thecatalyst for Kornit’s impact strategy—昀椀rst launched this past year in our 2021 Impact Report. This strategy holds us
accountable to a dual role, both enabling a more sustainable fashion industry and being a responsible businessleader that minimizes the impacts of our own operations
Our dual-impact framework is designed to make things better for both people and the planet We start with people
because it is their well-being that drives our determination for positive change Our people, the 934 employees andcontractors (HC) around the world and their unrelenting passion, creativity, and innovative thinking are at the heartof our success, together with our thousands of customers, partners, and vendors inspiring us to be a responsible
and sustainable business leader
Now in the third year of impact reporting, we are gaining strides, yet not without hurdles The challenging macroeconomic environment in the last year, and changes in our business ecosystem, encouraged us to change ourshort-term focus. In this time of need, the 昀椀rst priority is to support our customers, partners, and employees throughthe macro headwinds In some cases, this delayed progress in achieving Kornit's ambitious long-term sustainability
goals, however we are con昀椀dent we will meet them over time. In
the interim, we continue to identify ways to improve data quality andcalculation methodologies to more accurately and transparentlyre昀氀ect the metrics and progress made over time.
What remains consistent is a commitment to achieving our vision to
boldly transform the world of fashion and textiles for a better, moresustainable planet We are taking a long-term view and each yearof reporting allows us to learn, iterate, and improve our processes
We also realize that systemic industry change takes time and while
year-over-year progress may not be visible in some areas, we remaincommitted to the incremental changes we enable through our
products, technology, and businessAs we look forward to the next 20 years and beyond, we know thatchange will remain a constant What’s exciting is being a part ofcreating the change that delivers a better future for generations
to comeRonen Samuel
Chief Executive Of昀椀cer

3

ABOUT
KORNIT DIGITAL
Kornit is the global leader in sustainable, on-demand, digital fashion and textile production technologies Since
our founding in 2002, our innovative digital printing technologies have de昀椀ned the future of fashion technology,
connecting demand, to supply, whenever and wherever it may be needed We are a global team with an
unparalleled network of quali昀椀ed global partners serving approximately 1,300 customers worldwide.
Headquartered in Israel, we have of昀椀ces in the Americas, Europe, and Asia-Paci昀椀c, serving customers in over 100
countries and states worldwide

Kornit by the Numbers

6

20

934

Countries with
regional of昀椀ces

Years ofoperations

Workforce1

ABOUT THIS REPORTThe Kornit 2022 Impact Report represents our third year reporting the Company's Environmental, Social, andGovernance (ESG) progress and performance This report covers our impact strategy, goals, and progress to date forall relevant activities globally and applies to the 昀椀nancial year starting January 1, 2022 and ending December 31, 2022.
For this year, we chose to streamline reporting and focus on the areas that are most material to our business andindustry, in alignment with SASB Standards (professional and commercial services sector) and with reference to the
GRI reporting standards Contributions and approvals of this report have been received by all relevant stakeholders
and senior management A more detailed account of our business and approach to ESG management can befound in the Kornit 2021 Impact Report available here1

Our reported workforce 昀椀gure comprises 906 employees and encompasses an additional 28 HC contractors.

Origin: Kornit archives
Printed using: Kornit Presto MAX System

4

OUR
IMPACT STRATEGY
Our impact strategy is guided by our long-term vision to boldly transform the world of fashion and textiles for abetter, more sustainable planet To realize this vision, we continue to strive for ESG excellence, prioritizing thoseareas that are most material to our business as well as those identi昀椀ed in the Materiality Assessment we conducted
in 2020 that is included in our 2021 Impact Report
As an industry leader, we see it as our responsibility to improve the sustainability of not only our business operations
but also the fashion industry as a whole Through our products and technology, we empower our customers to
be more sustainable, creating a ripple effect of positive change in the industry We are also closely managing,monitoring, and re昀椀ning our operations to minimize the negative social and environmental impacts of our business.
This dual role de昀椀nes the impact strategy set in our 2021 Impact Report: to both “Enable the Change” and “Be theChange” that is necessary to reduce the adverse impacts of the global fashion industry. This holistic, long-term
strategy incorporates numerous factors to meet our goals in service of both the planet and people, including
stakeholders’ input and needs, our unique business model and strategic goals, and the overall ecosystem impacts

D

Our impact strategy is organized around two parallel
approaches that our goals and activities fall under:

ENABLE THE CHANGE

BE THE CHANGE

The ways in which we are facilitating an industry
transformation to a more sustainable planet
through the use of our products and technology

Each approachcontains twopillars of activity:

The ways in which we are implementing
environmentally sustainable and socially responsible
practices within our own business operations•

Planet How our products and business operations improve resource ef昀椀ciency and reduce
harmful environmental impacts•

People How we contribute to the betterment of both society and people’s lives through ourbusiness, with our employees, and in our global communities5

2022 IMPACTHIGHLIGHTSENABLE THE CHANGE

BE THE CHANGE

1,000

1.5B KILOGRAMS

square meters

Estimate of annual GHG emissions
avoided by our customers2of solar panels installedon our new, state-of-theart, ink manufacturingsite in Kiryat Gat

252M KILOWATTS

88%

Estimate of annual energy
conserved by our customers2

320B LITERS OF WATER
Estimate of annual water
conserved by our customers2of non-hazardous waste
recycled, a 57% increasesince 2021

47%
of the newly hired
employees were women,
an 18% increase since 2021

BLUESIGN®
2022 bluesign® System Partner
recognition for meeting the highest
standard in chemical safety

Commitment to the United Nations Sustainable Development Goals (SDGs)

We are committed to supporting the SDGs relevant to our business and the fashion industry. We have identi昀椀ed the昀椀ve that align with our impact strategy:

2

Data Source: Kornit Digital estimates.

6

ENABLE THE CHANGE
Kornit’s unique and innovative technology ecosystem
is what makes us a leader in sustainability, powering
eco-ef昀椀cient manufacturing processes and enabling
more sustainable consumption and production patterns
than traditional methods Kornit is an enabler of positivechange in our industry and the world and through theuse of our products, our customers are able to reduceover-production and minimize the associated negativeenvironmental impacts of the fashion industry We arealso equally committed to protecting the health andsafety of everyone who uses our products as well as
positively contributing to the communities we serve, andsociety as a whole

PLANET
Supporting the Transition to a Better
Environment
Kornit offers digital solutions for on-demand sustainablefashion manufacturing that greatly reduce the adverse
environmental impacts associated with traditional
production methods, such as material waste resulting
from extensive overproduction, excessive water usage,
and water pollution Our environmental goals focus on theways we are improving our products to help our customers
eliminate overproduction, conserve water, and source
sustainable materials

Origin: Kornit archives
Printed using: Kornit Presto MAX System

GOALS
Water Conservation

Sustainable Sourcing

Overproduction Prevention

By 2025, establish an evaluationindex to enable our customers
to track and monitor the water
conservation impact derived
from our technology

By 2027, perform ESG audits of
20% of our material suppliers

By 2030, innovate and build aricher suite of products and toolsthat facilitate further expansionof on-demand production

2022 PROGRESS
Released the innovative Kornit Atlas MAX POLY This new Direct-to-Garment printer model enables our customers
to use the advantages of our on-demand technology on additional raw materials such as broad polyester
types and blends

7Our Estimated Environmental Impact
Kornit's innovative digital printing systems have signi昀椀cant environmental value when compared to the entire processof screen printing In 2020, we conducted a comprehensive Life Cycle Analysis (LCA) for two of our systems - Kornit
Atlas MAX and Kornit Presto3 - based on the annual production output per printer This was conducted in order toquantify the impact and support our customers in measuring their estimated reduction in Carbon Dioxide (CO2)emissions, energy, and water use after the transition to Kornit Digital systems, eliminating overproduction Below,
we have taken an estimate based on the total number of impressions performed using Kornit's systems in 2022
The calculations on the estimated savings are based on the use of digital technology versus screen printing processes,
as well as the transformation of the business model to an on-demand production model 4

ESTIMATED ANNUAL SAVINGS=

1.5B KILOGRAMSof CO2 Emissions

252M KILOWATTS
of Energy

320B LITERS
of Water

3
4
5

EQUIVALENT TO

Driving 330 thousandcars for one year5

The amount of CO2
sequestered by planting
67 million trees5

The annual electricity
consumption of
23 thousand homes5

22 billion fully
charged smartphones5

The amount of waterrequired to produce
31 million kg of cotton6

Filling 128 thousand
Olympic swimming pools7

Calculations are based on a Life Cycle Analysis performed on Kornit Atlas MAX and Kornit Presto systems and published in our 2020 Impact Report
Data source: Includes LCAs performed on Kornit Atlas MAX and Kornit Presto systems, as well as remaining systems based on Kornit Digital estimates.

Calculations are based on the US Environmental Protection Agency's Greenhouse Gas Equivalencies Calculator:

https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator
6

Calculations are based on the Institution of Mechanical Engineers Global Food Report:

https://www.imeche.org/docs/default-source/reports/Global_Food_Report.pdf/

7

Calculations are based on the FINA Facilities Rules:

https://resources.昀椀na.org/昀椀na/document/2022/02/08/77c3058d-b549-4543-8524-ad51a857864e/210805-Facilities-Rules_clean.pdf

Photographer: Eran Levi
Printed using: Kornit Presto S System

8

COLLABORATION WITH FISHSKINSUSTAINABLE FASHIONTECH REVOLUTION CHALLENGEFISHSkin is an international collaboration of tenorganizations, including the European Union, thatis researching ways to use 昀椀sh skin, a byproduct ofthe mariculture industry that is often wasted, as analternative and sustainable raw material for the
fashion industry Potentially, this effort could leadto a signi昀椀cant increase in circularity in the fashionindustry, using a material which is now categorized aswaste, instead of unsustainable materials currently
being used

In 2022, we took part in the Climate Solution Prize
Festival, an initiative founded by the Jewish National
Fund Canada, Keren Kayemet LeIsrael, Peres Center
for Peace and Innovation, and Start-Up Nation Central,
to support research and innovation in addressing theclimate change crisis We led the Sustainable Fashion
Tech Revolution Challenge and presented threechallenges to be solved as part of the ‘Startup Track’:1

Sizing accuracy via avatars to help reduce therates of returns of clothing – Challenge: Build an
online app that automatically creates an avatar
or inputs for an avatar engine that enables
customers to extract measurements in a simple
way using their smartphone This app can help
to reduce the amount of overproduction andoverconsumption attributed to sizing inaccuracy

2

Garment Encryption – Challenge: Bring the physicaland digital worlds together by creating a simple
authentication and ownership mechanism forphysical garments that can be integrated into
Kornit’s work昀氀ow solution and is readable orscannable This type of encryption can help prevent
overproduction and duplication of garments

3

Ink Containers – Challenge: Create a circular,
sustainable packaging solution for Kornit’s ink
containers, incorporating circular design principles
with full end-of-life responsibility This solution canhelp reduce GHG emissions and lead to effective
disposal treatment

The FISHSkin research consortium was formed by
the Horizon 2020 RISE (Research Innovation Staff
Exchange) framework Kornit Digital joined the projectand has been actively working on creating thetechnological capability and innovation to print on the“昀椀sh leather” material. In order to print on the 昀椀sh skin,
we developed a printing and curing process different
from those currently being used – to ensure that
distortion was avoided and there was no shrinkage ofthe leather In developing our products, we do not use
any materials from animal sources and through thisresearch partnership, we are enabling more ef昀椀cient
ways of transforming the fashion industry into asustainable and more circular sector

248 companies applied to solve the challenges Kornit
collaborated with nine of them and chose Styletech
as the competition winner for their AI-based dressing
model that is designed speci昀椀cally for fashion andsustainability, using a hyper-realistic avatar

Printed using: Kornit Atlas MAX POLY System
Design by: Ori Topaz, Research Associate at CiRTex and
Lecturer at Shenkar College of Engineering, Design, and Art

Climate Solutions Prize: Kornit Digital Sustainable Fashion Tech
Revolution Challenge winners with Kornit CEO, Ronen Samuel

9PEOPLE
Promoting Inclusivity and Ensuring Product Safety
Fashion is people-centric at its core It celebrates unique ideas and creativity, self-expression, and imagination The
fashion industry also tends to overlook segments of society, compromising on the diversity of ideas, body shapes,
and notions of beauty, which can lead to the exclusion of entire groups of people At Kornit, we are committed topromoting inclusiveness in fashion through ethical marketing and leading by example with all our promotional
materials and activities
In addition to promoting inclusivity, product safety is critical to our People pillar From the design of our systems to
the formulation of our ink products, ensuring product safety of the entire product lifecycle—our production and ourvendors', customers', and end users' production—is a top priority

Ensuring the Safe Use of All Our
Products
In 2022 we began the design of a new digital portal to
make it easy and accessible for all of our customers to be
trained on current safety standards We also continued
to uphold the highest safety standards for the chemicals
in our inks and consumables to minimize any negative
health impacts for our customers As evidence, in 2022,
Kornit was recognized as a bluesign® System Partner formeeting the highest standards in chemical safety for
restricted substances and the minimal environmental
impact of manufacturing in the textile industry

Promoting Inclusive Fashion
through Alliances
We seek out partnerships that reinforce and amplify
diversity and inclusivity in fashion One example in 2022 wasour collaboration with Palta, an inclusive apparel researchand design company, and Wizo Haifa Academy of Design
and Education, around an inclusive fashion course forfashion design students where Kornit systems were used
to create collections for people with disabilities We invitedthe students taking the course to visit our facilities andlearn about our technology and the various ways inwhich they can utilize it in creating inclusive designs At
the end of the course, the students presented a colorful
and unique collection made using our on-demandsustainable printing technology

Photographer: Theia Yam Frank
Printed using: Kornit Presto MAX System

GOALS
Product Safety

Ethical Marketing

By 2030, 70% of all our customers will undergo safety
training, via a designated digital portal

By 2030, develop and implement a ‘Kornit Index’ forinclusiveness in all partnerships with fashion designers

102022 Kornit Fashion Weeks
Among the ways we’re promoting inclusivity in the fashion industry is through our innovative and inspiring events
which have also enabled us to build meaningful partnerships We create events that prioritize diversity and inclusion,and partner with up-and-coming designers that are de昀椀ning the future of fashion. We use models that represent thediversity of beauty and designs that present alternative production methods These production methods enable limitlesscreativity using our Direct-to-Fabric, Direct-to-Garment, and XDi technologies We also design our events to minimize
our environmental impact. For example, we reuse a signi昀椀cant amount of our production structures and materials anddigitize most of the event's marketing materials to prevent excessive paper-waste We also donate reusable textile wastefrom our events to charity and ensure that we minimize the waste generated

KORNIT FASHION WEEK TEL AVIV
The collections presented at Kornit Fashion Week
Tel Aviv were created in just a few weeks using
sustainable digital printing, unlike typical fashion andtextile production processes which can take over six
months Created by eight groundbreaking designers,
the collections highlighted the liberation frominef昀椀cient, costly, wasteful production processes,
long lead times, and supply chain constraints It
showed all the improvements made possible withtoday’s sustainable production methods

Photographer: Edward Stern
Printed using: Kornit Atlas MAX and Kornit Presto Systems

KORNIT FASHION WEEK LONDONThe runway program incorporated 12 outstanding
designer collections created using Kornit’s on-demandsustainable production Each one challenged thelimits of creativity, color, and imagination This event
explored the various ways we are driving sustainability
and ef昀椀ciency in a fashion industry that is eager toovercome the challenges of overproduction and waste

11

Photographer: Talou L'oren
Printed using: Kornit Presto System

BE THE CHANGE
Kornit's role as a sustainable agent of change means we take responsibility for the impact of our products on theentire industry ecosystem, as well as the impact of our business operations on the environment and society Be theChange is the Company's approach to measuring, managing, reporting on, and ultimately improving the impactof our business operations, including emissions, energy, water, waste, employee health and wellness, community
engagement and giving, and Diversity, Equity, and Inclusion

PLANET
Minimizing Our Environmental Impact
Investing in improving the environmental sustainability of our operations is as important to us as enabling a moresustainable production process Kornit's sustainability initiatives include climate action through GHG reductions,increasing our operational energy ef昀椀ciency, improving waste management practices, and implementing
principles of green chemistry We see these initiatives as signi昀椀cant investments in achieving operational excellence.
In 2022 we experienced an expected increase in some of our environmental metrics which we aim to reducein the long term These increases are the result of strategic business decisions carried out in 2022, as well as
improving our pro昀椀ciency in environmental accounting, including additional data sources and improvements toour measurement frameworks. The 昀椀rst strategic decision was the opening of the new ink manufacturing site in
Kiryat Gat, and the environmental impact of the transition to it (including a period of having to operate both the
new and old factories to ensure business continuity) The other decision was the strategic acquisition of a new
manufacturing site in Europe, Tesoma GmbH

Photographer: Talou L'oren
Printed using: Kornit Atlas MAX System122022 PROGRESS
•
•

•

•

Installed 1,000 square meters of solar panels on
our new ink manufacturing site in Kiryat Gat
Increased the amount of non-hazardous waste
recycled by 57%, growing from 56% in 2021 to 88%
in 2022
Introduced a new 昀氀ushing solution that reduced
the use of Volatile Organic Compounds (VOCs)
by more than 1 2 metric tons (tonnes) monthly
in our Kiryat Gat ink manufacturing site
Installed charging stations for electric vehicles
at our Kiryat Gat ink manufacturing site

Origin: Kornit archives
Printed using: Kornit Presto MAX System

Climate Action and Energy Efficiency
At Kornit, we focus on reducing our GHG emissions
intensity by reducing our energy consumption, increasing
the share of renewables in our energy consumption, andbroadly improving our operational ef昀椀ciency. Due tothe opening of our new ink manufacturing site and theacquisition of a manufacturing facility in 2022, as wellas improving our data management capabilities, we
saw an expected increase in year-over-year emissions,emissions intensity, and energy consumption with the
new facilities (as shown in the table on the next page)
Origin: Kornit archives
Printed using: Kornit Atlas MAX System

GOALSClimate Action

Green Chemistry

Energy Ef昀椀ciency

Waste Management

By 2030, reduce our Scope
1 and 2 GHG emissions
intensity by 75%

By 2030, reduce 50% of
VOC emissions throughour customer production
processes

By 2030, achieve energyef昀椀cient certi昀椀cation for all
our facilities

By 2030, divert 90% of nonhazardous waste related
to our manufacturing
processes from reachingland昀椀lls.

13

KORNIT’S FIRST RENEWABLE ENERGY PROJECT
During 2022, we completed the 昀椀rst phase of our renewable energy project, a major milestone in our sustainability
journey Collaborating with SolarEdge, we installed solar panels at our ink manufacturing site in Kiryat Gat The solar
panels cover approximately 1,000 square meters with a power production capacity of 140 kW, which will produce up
to 250,000 kWh per year By installing the system, we expect to save about 10% of the new ink manufacturing site's
annual grid-electricity consumption

New ink manufacturing site in Kiryat Gat

GHG Emissions by the Numbers
In Metric Tons of Carbon Dioxide Equivalent (MTCO2e)803 42,473 9Carbon Footprint: GHG emissions of
all other sites, including the old ink
manufacturing site (which operated
in 2020, 2021, and 2022) as well as
strategic acquisitions

2,416 9

1,762

2020

8

Carbon Footprint: GHG emissions of
the new ink manufacturing site
2021

2022

2020

2021

20228

Scope 1

168 MTCO2e

630 9 MTCO2e

740 MTCO2e

Scope 2

1,923 MTCO2e

2,091 MTCO2e

2,480 3 MTCO2e

Offset329 MTCO2e

248 MTCO2e---

Total Scope 1 and 2(Minus Offset)

1,762 MTCO2e2,473 9 MTCO2e

3,220 3 MTCO2e

Emissions Intensity(per Million USD Revenues)

9 11 MTCO2e

7 68 MTCO2e

11 9 MTCO2e

2022 data includes the operation of both the old, as well as the new ink manufacturing site (development process and launch)

14

Energy Efficiency
We aim to increase the energy ef昀椀ciency of our operations and shift to renewable energy sources where possible.
To that end, in 2022 we took the following steps:•
We continued to install LED lighting, as well as systems to automatically turn off lighting and air conditioning at
our new ink manufacturing site, as well as at our other facilities•
We installed charging stations for electric vehicles at our Kiryat Gat ink manufacturing site

Energy and Water Consumption by the Numbers9
ENERGY CONSUMPTION

2020

2021

2022 10

Total Energy Consumption in
Gigajoules (GJ)

15,77523,86731,607 6

Total Water Consumption in
Cubic Meters (m3)

714

2,783

4,094 82

Energy Intensity in GJ(per Million USD Revenues)

81 6

74 12

116 6

Green Chemistry
We apply the principles of green chemistry across the lifecycle of our inks, making them more eco-friendly, reducing
hazardous chemicals, improving their recyclability and reusability, and creating more sustainable ink products

Hazardous Waste
We are committed to 昀椀nding better solutions for handling and reducing hazardous waste. As part of that commitment,
we are in the process of implementing an upcycling program for our chemical waste in partnership with Ale Ecology
Services. The project, which started in 2022, received its 昀椀nal regulatory approval at the beginning of 2023 and as ofthis report’s release date, the project had begun

HAZARDOUS WASTE (IN TONNES)

2020

Chemical Waste

Ink Waste from Development
Processes and Operations

2021

2022 10

115

31

218

815

330

Total

330

333

846

Intensity(per Million USD Revenues)

17

1 04

31

All our hazardous waste is treated according to local regulations

9

As part of our ongoing investment in improving our environmental data management, we were able to improve our capabilities for monitoring water and electricity

consumption compared to last year With data now collected for two additional sites there is an increase in our measured electricity and water consumption
10

Due to the opening of our new ink manufacturing site and required quality checks, there was an increase in 2022

15

Designing Safer Products
The safety of our products for our employees, customers, as well as for end users, is one of our core commitments
In 2022, we developed and released our new, safer 昀氀ushing solution used to cleanse the ink lines in our product andare gradually replacing the previous solution used in our own operations and for customers As part of this process,in 2022 we replaced two tonnes of 昀氀ushing solution monthly with the new one in our Kiryat Gat ink manufacturingsite alone, which reduced the use of VOCs by more than 1 2 tonnes monthly
Additionally, as part of our commitment to product safety, all our ink products are ECO PASSPORT by OEKO-TEX®
certi昀椀ed. This certi昀椀cation provides our customers with certainty that our products meet the standard for humanhealth, safety, and ecologically responsible textile manufacturing

Reducing Hazardous Materials
As of 2021, all our ink products are free of AMR (acute toxic amines) and CMR (carcinogenic, mutagenic, and reprotoxic)
substances and in 2022, we continued to gradually eliminate added MIT (methylisothiazolinone) This is part of aprocess to reduce the use of all restricted chemicals from our ink formulation to ensure that our products are evensafer to use and produce, as well as less harmful to the environment

PERCENTAGE OF
88%
RECYCLED NONHAZARDOUS WASTE 56%
2021

Origin: Kornit archives
Printed using: Kornit Atlas MAX System

16

2022

Photographer: Dudi Hasson
Printed using: Kornit Presto System

Waste Management
Non-Hazardous Waste11
Waste management and prevention are among the essential areas of sustainability in our business We take greatcare to reduce the waste created in our facilities and manage it responsibly We are proud to report that in 2022
we made a major step toward achieving our goal of diverting 90% of our non-hazardous waste from land昀椀lls byrecycling 88% of our non-hazardous waste

Waste Recycled12
Waste to Land昀椀ll12

119 1

Waste Recycled2022 Strategic Acquisition

82 3
63 0

19 9
24 8

2020

2021

72
2022

2020

NonHazardous
Waste inTonnesWaste to Land昀椀ll
2022 Strategic Acquisition

19 9
2022

Strategic Acquisition

2021

2022

Type of
Waste

Waste
Recycled

Waste toLand昀椀ll

Type of
Waste

Waste
Recycled

Waste toLand昀椀ll

Plastic

18 3

18 3

Plastic

31 7

72

Metal

65

07

Metal

115 5

Cardboard

02

Cardboard

52

Wood

03

Wood

0 34

Electronics

0 35

Electronics

48 7

63 13

Other
Total
Total
Intensity In
Tonnes(per Million USD
Revenues)

11

24 8
56%

19 9
44%

Total

0 02
19 9

201 4
88%

63

44 7

228 6

0 33

0 14

0 77

27 2
12%

As part of our ongoing investment in improving our environmental data management, we were able to improve our non-hazardous waste management monitoring compared

to last year, with data now collected for an additional site The increase in waste production measurement has been affected by our recent acquisition of a manufacturing facility
12

Excluding 2022 strategic acquisition

13

We are consistently improving our waste measurements and our ability to disclose our environmental performance Our measurement systems in previous years did notallow the same detail for each waste stream and therefore calculations are not necessarily comparable

17

PEOPLE
Supporting Our Employees and Communities

Our people are the driving force behind our success Their passion, creativity, innovative thinking, professionalism,and dedication keep us accountable to delivering our very best for the industry and for each other We acknowledge
and appreciate every one of our employees’ individual efforts and we work hard to create an inclusive culture andsupportive environment where diversity is celebrated and all of our employees are empowered to 昀氀ourish andsucceed This is at the heart of our employee engagement, health and safety, and Diversity, Equity, and Inclusion(DEI) initiatives and built into our recruitment practices, bene昀椀ts, equitable pay objectives, and professional growthand development efforts
In addition to the ways we support our employees, we remain steadfast in our commitment to engaging with andgiving back to the communities in which we operate Through our community impact programs, we support localorganizations and causes that align with our values, mission, and contribute to creating positive change in society

2022 PROGRESS••

47% of all new hires were of women (compared to 29% in 2021)
Provided our employees with an average of ~6 hours of professional and personal development training

Our People by the Numbers14
Employee Breakdown by Geography

14%

56%

AmericasIsrael5%
Asia-Pacific10%2022 Strategic
Acquisition (Europe)142022 CEO Excellence Award winners with Kornit CEO,
Ronen Samuel and CHRO, Ayelet Oryan-Godard

15%
EuropeAll employee data presented pertains to our workforce of 906 employees excluding 28 HC subcontractors

18

Employee Gender Breakdown

Men

586

(73%)

606
389

486

(71%)

(72%)

76

(71%)

158

186

(29%)

(28%)

2019

2020

243
(29%)

2021

Men: Inorganic additions
from strategic acquisition
Women

232

(27%)

12

Women: Inorganic additions
from strategic acquisition

2022

Employee Breakdown by Age
24%

25%

25%

24%
Below 30

65%

64%

64%

63%

11%

11%

11%

13%

2019

2020

2021

2022

Ages 30-50

Above 50

GOALS
Diversity, Equity,and Inclusion

Employee Healthand Safety

Growth andDevelopment

Work Environment andTerms of Employment

By 2025, achieve fullgender pay parity and by2030 achieve a workforceof 40% women withwomen holding 40% ofmanagerial roles

By 2025, implementa requirement for all
employees in technicalpositions to completeat minimum six hours ofsafety training annuallyand obtain ISO 45001 forour facilities

By 2030, provide every
employee with at least
30 hours of professional
training annually(excluding complianceand safety training)

By 2030, maintain an eNPS
(Employer Net Promoter
Score) of 80%

19

New Employees15
2020

2021

2022

Male

Female

Total

Male

Female

Total

Male

FemaleTotal

Europe

51

15

66

17

6

23

26

12

38

Asia-Paci昀椀c

7

3

10

0

1

1

4

2

6

Americas

34

10

44

45

13

58

8

6

14

Israel

49

18

67

99

48

147

39

47

86

Total

141

46

187

173

71

244

77

67

144

Percentage

74%

26%

100%

71%

29%

100%

53%

47%

100%

Increasing Employee Engagement
Employee engagement is a critical part of our Work
Environment and Terms of Employment goal In our effort
to better understand the needs of our employees andcultivate an engaging, positive, and welcoming workspace,
we conduct an annual employee engagement survey
which uses the eNPS score as one of its parameters We
are committed to improving these scores and working
with our people and management to take the necessary
steps to ensure that improvement
While the 2022 surveys indicated that the majority of
our employees remain satis昀椀ed with their work andfeel committed to our company's mission, we noted adecline in our eNPS and employee engagement scorescompared to the previous year's results

Product team volunteer activity

We take employee feedback seriously and are actively
working to address the concerns and issues raised bysome of our employees To this end, in 2022, we establisheda cross-functional task force to analyze the survey results
and develop targeted action plans to improve employee
engagement, retention, and well-beingeNPS Score & Participation, 2021-202216
84%

2021

95%

91%

2021

2022

73%

2022

eNPS Score

Global Business team volunteer activity atYouth of Light NGO

Participation Rate

15

Not included: As part of our 2022 strategic acquisition, an additional 88 employees joined the company.

16

Our 2022 eNPS score showed a decrease, which correlates with coinciding business changes occurring at the time of the survey as well as global macro-economic

challenges the industry has faced this year20

Employee Training and Development
During 2022, we expanded employee training programs
to support development and success, adding additionalrole-speci昀椀c and soft-skills training to support theiroverall growth In total, we provided 6,731 hours of
training, 82% of them voluntarily This totaled an averageof 5 9 hours of professional development training per
employee per year
Another part of an ongoing effort to promote personal
and professional growth is our comprehensive annual
performance evaluations Every employee undergoes
a multi-level, dialogue-based evaluation process,including feedback from both managers and peers,
so they can have a deeper understanding of theirperformance and what strengths they have and areas
for improvement

Employee Evaluation Process2022
Employee Participation

525 Employees (83%)

Manager Participation

204 Managers (71%)

Total Participation Rate

729 Employees (80%)

Kornitx Pride Month celebration

Diversity, Equity, and Inclusion (DEI)1,237

TRAINING HOURSBY TYPE

Mandatory
Professional

Women in Management

2020

14% (2)2021

14% (2)2022

Executive

Another area of DEI focus for us is pay equity In 2022,
we started the process of internally measuring it andreceived encouraging results, especially considering
the industry benchmark 17

23% (3)

We continue to make progress towards this 2025 goal

SeniorManagement

Managerial

32% (19)

30% (39)

86% (12)68% (12)33% (28)
86% (12)70% (12)35% (60)
67% (57)

34% (33)
77% (10)

Women

17

Development

5

3,89

9

1,59

As an industry leader in innovation and creativity, we
recognize our role in advancing diversity, self-expression,and personalization, both in the fashion industry and in
the workplace We strive to foster a comfortable, safe,
equitable, and inclusive work environment where all
employees feel they are valued and belong To that end,
in 2022, we created a dedicated training program on
managing diverse teams for all managers and teamleaders, as well as a specialized training program onbuilding diverse teams for HR and Recruitment We
are also working on our talent acquisition process toensure all open positions are optimized to attract adiverse slate of candidates, while continuing our longterm partnership with various NGOs that help diversify
candidate pipelines in Israel

65% (57)

28% (53)
66% (65)72% (137)

Men

Our internal measurement process included calculating the pay gap between men and women in similar positions, regions, and business units The total rate represents

the weighted average of the whole company

21

CULTIVATING EMPLOYMENT IN ISRAEL'S PERIPHERY
As part of our commitment to society, we see it as our responsibility and privilege to promote the developmentof the periphery of Israel Our new ink manufacturing site in Kiryat Gat supports the local community by creating
opportunities and quality employment for 45 employees

Ink manufacturing site team

Employee Diversity - USA18
2021

2022

72%

White

65%

Asian

5%

9%

Black

8%

10%

13%

15%

Hispanic

Employees from
Underrepresented
Groups - Israel19

2%
Other

3%

1%

2021

2 2%
2022

18

The data in the charts are based on self-disclosed information

19

The data is based on self-disclosed information This includes employees from the Arab community, Ultra-Orthodox community, and people with disabilities

22

Employee Health and Safety
Our employees' health, safety, and well-being are a critical priority and we do our utmost to protect them against
risk or harm From stringent protocols that cover all our employees, to health and safety training programs, we
make signi昀椀cant investments in our people’s safety throughout their work. In 2022, our Safety Committee held eight
meetings to monitor, assess, and update all of our safety protocols, training programs, and incident reports

2022 Safety Incident Data
Kornit’s Employees
SAFETY INCIDENTS
THAT LED TO INJURYNUMBER OF
EMPLOYEES INJUREDNUMBER OF SEVERE
INJURIESNUMBER OF
FATALITIESTOTAL RECORDABLEINCIDENT RATE(TRIR)(per 200,000
hours worked)

6

6

0

0

0 68 20

Total

In 2022, we successfully lowered our TRIR rate from 0 69 in 2021 to 0 68

Kornit’s Contract Workers

Total

SAFETY INCIDENTS
THAT LED TO INJURYNUMBER OF
EMPLOYEES INJUREDNUMBER OF
SEVERE INJURIESNUMBER OF FATALITIES

9

9

0

0

Of昀椀cial opening of ink manufacturing site

Customer success team at a customer visit

20

Calculated based on work hours

23Safety Training of Kornit’s Employees
To effectively implement our safety policies and protocols, we provide employees with health and safety training
relevant to their role In addition to basic training sessions, we provide extensive specialized health and safety
training for employees in speci昀椀c roles, such as electrical safety, forklift operations, and 昀椀rst aid.

NUMBER OF EMPLOYEES WHOCOMPLETED TRAINING

TYPE OF TRAININGTOTAL HOURS OF TRAINING

791 Employees (87% of Employees)

General Safety Training

791 Hours

220 Employees

Role-speci昀椀c Safety Training

1,389 Hours

Total

2,180 Safety Training Hours

Corporate Social Responsibility
Giving back to the community is ingrained in our
culture and integral to our community engagement
activities around the world We contribute time, energy,
and resources to various community organizations
and social causes that align with our core values Our
philanthropic activities focus on global challenges inalignment with the SDGs, such as gender and racialinequality, environmental degradation, and education
for all

2021

2022

Number ofParticipating Employees

516

719

Total Hours Volunteered

2,100

1,528

Employee Volunteering
A cross-company employee volunteering program,launched in 2020, drives our company-wide volunteering
projects during work hours We organize a variety of
ad-hoc volunteer initiatives with select causes, NGOs,
and nonpro昀椀ts with whom we have formed long-term
partnerships
In addition to our company-wide volunteering program,
we encourage our employees to take on causes close
to their hearts We believe that empowering people tochoose where and how to volunteer will inspire them toparticipate more actively in community support efforts
For the second year in a row, in 2022 we received a‘Change Maker’ badge from Helpi, our employee
volunteering partner, for our ongoing commitment tocommunity investment and volunteering
In 2022, the number of employees who participated asvolunteers grew by 39% compared to last year
In addition to our volunteering programs, we make昀椀nancial contributions to various local and global
nonpro昀椀t organizations to help them accomplish
their missions and make a positive impact in local
communities In 2022, we donated a total of USD $76,000
to a variety of charitable organizations

Good Deeds Days volunteer activity at Youthof Light NGO

24

GOVERNANCE AND
ETHICAL BUSINESS CONDUCTESG Governance
Kornit’s impact strategy and ESG initiatives aregoverned by a cross-functional ESG Steering
Committee representing executive, senior, andmiddle management levels from all departments This
Committee, which meets monthly, is responsible forformulating policy, devising strategy, and ensuring
goals are tracked and managed throughout the year

Compliance
Our ethical standards and practices are grounded incompliance with the law and all relevant regulations The
Chief Financial Of昀椀cer, who serves as our ComplianceOf昀椀cer, oversees all compliance matters, alongside
the General Counsel and designated employees
our Code of Ethics, which is public, accessible, andavailable here, details our policies regarding theprohibition of noncompetitive behavior, anti-corruption,
anti-bribery, fraud prevention, and more

Anti-Corruption and Anti-Bribery
Our Code of Ethics addresses anti-corruption andanti-bribery practices It is available to all employees
and partners and parts of it are covered in our ethics
training All employees can freely report concerns via
our whistleblower hotline In 2022, We were informed of
one whistleblower complaint 昀椀led through our Noti昀椀ed
Platform Said complaint was dismissed following
investigation by our Compliance Of昀椀cer and GeneralCounsel. No 昀椀nancial or legal cases were brought
against us

Service team at a customer visit

Cybersecurity and Data Privacy
Our IT team and Chief Information Security Of昀椀cer(CISO) consistently take proactive measures toprotect our customers' sensitive information andoffered services This includes securing various areas
such as databases, cloud infrastructure, application
environments, and user access controls A designatedcommittee is responsible for conducting thoroughrisk assessments and overseeing the implementationof our comprehensive Privacy Policy, available here,
across these areas By prioritizing security measuresin these key domains, we ensure the con昀椀dentiality,
integrity, and availability of our clients' valuable dataand systems
We are unaware of any loss of, or disruption to, material
information resulting from any malware or cyberattack in 2022
Kornit employees are provided with 1 5 hours of
training on company policies and protocols
relating to safety, ethics, cybersecurity, and sexual
harassment In 2022, 90% (825) of our employees
completed this core company training

IT team receiving Israeli IT Award for Innovation
and Technology

25

2022 ESGPROGRESSENABLE THE CHANGE

PLANETPEOPLEESG GOALS (KPIs)

BASE YEAR (2021)

2022 PROGRESS

By 2025:
Establish an evaluation index
to enable our customers to
track and monitor the water
conservation impact derived
from our technology

N/A

Not yet initiatedBy 2027:
Perform ESG audits of 20% of
our material suppliers

No audits were performed

Initiated the development ofa sustainable procurement
framework

By 2030:
Innovate and build a richer
suite of products and tools thatfacilitate further expansion of
on-demand production

N/A

Released Kornit Atlas MAX POLY,
a new model of on-demandprinting systems

By 2030:
70% of all our customers will
undergo safety training via adesignated digital portal

N/A

Initiated the development of asafety digital portal

By 2030:Develop and implement a“Kornit Index” for inclusivenessin all partnerships with fashion
designers

N/A

Began to identify and follow therequirements of an index

26

BE THE CHANGE
ESG GOALS (KPIs)

PLANET

BASE YEAR (2021)

2022 PROGRESS

By 2030:
Reduce our GHG emission intensity(for Scope 1+2) by 75%

7 68 MTCO2e

11 9 MTCO2e Due to the openingof our new ink manufacturingsite and the acquisition of amanufacturing facility in 2022,
as well as improving our data
management capabilities, we
saw an expected increase inemissions intensity

By 2030:
Achieve energy-ef昀椀cient certi昀椀cation
for all our facilities

Not yet initiatedNot yet initiatedBy 2030:
Reduce 50% of VOC emissions
through our customer production
processes

This information is notdisclosed due to its
sensitivity

Initiated concept and feasibility
plan that will be incorporated
into our roadmap

By 2030:
Divert 90% of non-hazardous waste
related to our manufacturing
processes from reaching land昀椀lls.

56% of non-hazardous
waste was recycled

88% of non-hazardous waste
was recycled

By 2025:
Achieve full gender pay parity

Not measured

Initiated internal measurement
processes

Not measured

Initiated a roadmap to achieve
and measure our progressagainst this goal and provided
a total of 1,398 hours of rolespeci昀椀c training to 220 of ouremployees

By 2025:
Obtain ISO 45001 for our facilities

Obtained ISO 45001
certi昀椀cation for 20%
of our facilities

Maintained ISO 45001
certi昀椀cation for 20% of ourfacilities (where most of ouremployees work) and initiated
ISO 45001 certi昀椀cation processof an additional site

By 2030:
Achieve a workforce of 40% womenwith women holding 40% ofmanagerial roles

Women represented 29%
of our workforce and 33%
of management positions

Women represented 26% of
our workforce and 30% ofmanagement positions

By 2030:
Provide every employee with at least
30 hours of professional training
annually (excluding compliance andsafety training)

Not measured

Provided an average of 5 9hours of professional training
per employee

By 2030:
Achieve an eNPS of 80%

84%

73%

By 2025:
Implement a requirement for all
employees in technical positions tocomplete a minimum of six hours ofsafety training annually

PEOPLE

27

FORWARD-LOOKING STATEMENT
This report contains certain forward-looking statementswith respect to Kornit Digital’s sustainability goals andits plans, intentions, expectations, assumptions, goals,
and beliefs regarding its business These statements
include all matters that are not historical fact and may
be identi昀椀ed by the use of words such as “believes,”“expects,” “anticipates,” “intends,” “estimates,” “should,”“will,” “shall,” “may,” “is likely to,” “plans,” “targets,” “goals,”“outlook,” “target,” “KPI,” or similar expressions, including
variations and the negatives thereof or comparable
terminology These forward-looking statements include,
among other things, statements about expectations
in connection with the Company’s environmental,social, and governance (“ESG”) initiatives, including thetargets and goals set forth in this report Kornit Digital(the “Company”) cautions that its forward-looking
statements are subject to risks and uncertainties
that could cause actual results to differ from thoseexpressed in, or implied or projected by, the forwardlooking information and statements in this report
Important factors that could cause actual results todiffer from those anticipated in these forward-looking
statements include, among other things: the extent of
the Company’s ability to meet its ESG goals and targets
and the speci昀椀ed KPIs set forth in this report, including
with respect to the reduction of apparel overproduction,
reduction in water usage, management of GHG
emissions, and electricity consumption; the extent of
the Company’s ability to meet the Company’s waste
and water management targets; the extent of theCompany’s ability to maintain a healthy and safe
environment for the Company’s employees; natural
disasters, national security circumstances and publichealth pandemics or epidemics (such as COVID-19);
competition in the industries in which Kornit Digital
operates; the degree of the Company’s success indeveloping, introducing, and selling new or improved
products, technologies and product enhancements;
the extent of the Company’s ability to continue toincrease sales of its systems, ink, and consumables; theextent of the Company’s ability to leverage its global
infrastructure build-out; the development of the market
for digital textile printing; the availability of alternative
ink; competition; sales concentration; changes to
its relationships with suppliers; the extent of theCompany’s success in marketing; and those additional
factors referred to under "Risk Factors" in Item 3 D of theCompany's Annual Report on Form 20-F for the year
ended December 31, 2022, 昀椀led with the U.S. Securities
and Exchange Commission, or the SEC, on March 30,
2022 In light of these and other risks, uncertainties, andassumptions, the forward-looking events describedin this report may not occur The forward-looking
statements should be deemed accurate only as ofthe date of this report The Company undertakes noobligation to update or revise any forward-looking
statement, whether as a result of new information,

future events, or otherwise All subsequent written andoral forward-looking statements attributable to theCompany or to persons acting on its behalf are expressly
quali昀椀ed in their entirety by the cautionary statements
referred to above and contained elsewhere in thisreport Except where noted, the information covered inthis report highlights the Company’s ESG performanceand initiatives for 昀椀scal year 2022. The inclusion of
information in this report should not be construed as acharacterization regarding the materiality or 昀椀nancial
impact of that information Moreover, this report may
use certain terms, including those that GRI or others may
refer to as “material,” to re昀氀ect the issues or priorities ofKornit, its subsidiaries, and its stakeholders Used in thiscontext, however, these terms are distinct from andshould not be confused with, the terms “material” and“materiality” as de昀椀ned by or construed in accordancewith securities, or other, laws or as used in the context
of 昀椀nancial statements and reporting. This report may
contain links to or information from other Internet sites
Such links and information are not endorsements of any
products or services in such sites and no informationin such site has been endorsed or approved by Kornit
All subsequent written and oral forward-looking
statements attributable to the Company or to persons
acting on its behalf are expressly quali昀椀ed in their
entirety by the cautionary statements referred to above
and contained elsewhere in this report Except where
noted, the information covered in this report highlights
the Company’s ESG performance and initiatives for昀椀scal year 2022. The inclusion of information in thisreport should not be construed as a characterization
regarding the materiality or 昀椀nancial impact of that
information Moreover, this report may use certain
terms, including those that GRI or others may refer toas “material,” to re昀氀ect the issues or priorities of Kornit
Digital, its subsidiaries, and its stakeholders Used in thiscontext, however, these terms are distinct from andshould not be confused with, the terms “material” and“materiality” as de昀椀ned by or construed in accordancewith securities, or other, laws or as used in the context of
昀椀nancial statements and reporting.

28

APPENDICESGRIGRI STANDARDDISCLOSURE

LOCATION

GRI 2: General Disclosures
2021

2-1

Organizational details

20-F, Item 4

2-2

Entities included in the organization’s sustainability
reporting

Page 4(Current Report)

2-3

Reporting period, frequency, and contact point

Page 4(Current Report)

2-4

Restatements of information

Page 4(Current Report)

2-5

External assurance

N/A

2-6

Activities, value chain, and other business relationships

20-F, Items 4-5

2-7

Employees

Pages 4, 18-19(Current Report)

2-8

Workers who are not employees

Page 4(Current Report)

2-9

Governance structure and composition

20-F, Item 6

2-10

Nomination and selection of the highest governance body 20-F, Item 6

2-11

Chair of the highest governance body

20-F, Item 6

2-12

Role of the highest governance body in overseeing themanagement of impacts

Pages 52-53(2021 Impact Report)

2-13

Delegation of responsibility for managing impacts

Pages 52-53(2021 Impact Report)

2-14

Role of the highest governance body in sustainability
reportingPages 52-53(2021 Impact Report)

2-15Con昀氀icts of interest

20-F, Item 6

2-16

Communication of critical concerns

Page 25(Current Report)

2-17

Collective knowledge of the highest governance body

20-F, Item 6

2-18

Evaluation of the performance of the highest governance
20-F, Item 6
body

2-19

Remuneration policies

20-F, Item 6

2-20

Process to determine remuneration

20-F, Item 6

2-21

Annual total compensation ratio

Not Disclosed

2-22Statement on sustainable development strategy

Page 5(Current Report)

2-23

Policy commitments

Page 25(Current Report)

2-24

Embedding policy commitments

Page 25(Current Report)

29

2-25

Processes to remediate negative impacts

Page 25(Current Report)

2-26

Mechanisms for seeking advice and raising concerns

Page 25(Current Report)

2-27Compliance with laws and regulations

20-F, Item 8

2-28

Membership associations

N/A

2-29

Approach to stakeholder engagement

Pages 13-14(2021 Impact Report)

2-30

Collective bargaining agreements

None of Kornit’s employees
are covered by collective
bargaining agreements

3-1

Process to determine material topics

Pages 14-15(2021 Impact Report)

3-2

List of material topics

Page 15(2021 Impact Report)

3-3Management of material topics

Page 15(2021 Impact Report)

201-1

Direct economic value generated and distributed

20-F, Item 5

201-2

Financial implications and other risks and opportunities
due to climate change

20-F, Item 3

201-3

De昀椀ned bene昀椀t plan obligations and other retirement
20-F, Item 6
plans

201-4

Financial assistance received from government

N/A

GRI 204: Procurement
Practices 2016

204-1

Proportion of spending on local suppliers

Page 26(2021 Impact Report)

GRI 205: Anti-corruption
2016

205-1

Operations assessed for risks related to corruption

Page 25(Current Report)

205-2

Communication and training about anti-corruption
policies and procedures

Page 25(Current Report)

205-3

Con昀椀rmed incidents of corruption and actions taken

Page 25(Current Report)

GRI 206: Anti-competitive
Behavior 2016

206-1

Legal actions for anti-competitive behavior, anti-trust,and monopoly practices

Page 25(Current Report)

GRI 301: Materials 2016

301-1

Materials used by weight or volume

Not Disclosed

301-2

Recycled input materials used

Not Disclosed

301-3

Reclaimed products and their packaging materials

Not Disclosed

302-1

Energy consumption within the organization

Page 15(Current Report)

302-2

Energy consumption outside of the organization

Page 15(Current Report)

302-3

Energy intensity

Page 15(Current Report)

302-4

Reduction of energy consumption

Page 15(Current Report)

302-5

Reductions in energy requirements of products and Page 15
services(Current Report)

GRI 3: Material Topics 2021

GRI 201: Economic
Performance 2016

GRI 302: Energy 2016

30

GRI 303: Water and Ef昀氀uents2018

GRI 305: Emissions 2016

GRI 306: Waste 2020

GRI 308: Supplier
Environmental Assessment
2016

GRI 401: Employment 2016

GRI 403: Occupational
Health and Safety 2018

303-1

Interactions with water as a shared resource

Page 40(2021 Impact Report)

303-2

Management of water discharge-related impacts

Page 15(Current Report)

303-3

Water withdrawal

Page 15(Current Report)

303-4

Water discharge

Page 15(Current Report)

303-5

Water consumption

Page 15(Current Report)

305-1

Direct (Scope 1) GHG emissions

Pages 13-14(Current Report)

305-2

Energy indirect (Scope 2) GHG emissions

Pages 13-14(Current Report)

305-3

Other indirect (Scope 3) GHG emissions

Not Disclosed

305-4

GHG emissions intensity

Pages 13-14(Current Report)

305-5

Reduction of GHG emissions

Pages 13-14(Current Report)

305-6

Emissions of ozone-depleting substances (ODS)

N/A

305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersigni昀椀cant air emissions

N/A

306-1

Waste generation and signi昀椀cant waste-related impacts

Pages 15-17(Current Report)

306-2

Management of signi昀椀cant waste-related impacts

Pages 15-17(Current Report)

306-3

Waste generated

Pages 15-17(Current Report)

306-4

Waste diverted from disposal

Pages 15-17(Current Report)

306-5

Waste directed to disposal

Pages 15-17(Current Report)

308-1

New suppliers that were screened using environmental
criteria

Page 25(2021 Impact Report)

308-2

Negative environmental impacts in the supply chain andactions taken

Page 25(2021 Impact Report)

401-1

New employee hires and employee turnover

Page 20(Current Report)

401-2

Bene昀椀ts provided to full-time employees that are not Page 44
provided to temporary or part-time employees(2021 Impact Report)

401-3

Parental leave

Not Disclosed

403-1

Occupational health and safety management system

Page 23(Current Report)

403-2

Hazard identi昀椀cation, risk assessment, and incident Pages 47-48
investigation(2021 Impact Report)

403-3

Occupational health services

31

Pages 47-48(2021 Impact Report)

GRI 404: Training and
Education 2016

GRI 405: Diversity and Equal
Opportunity 2016

GRI 408: Child Labor 2016
GRI 413: Local Communities
2016

GRI 416: Customer Healthand Safety 2016403-4

Worker participation, consultation, and communication
on occupational health and safety

Pages 23-24(Current Report)

403-5

Worker training on occupational health and safety

Pages 23-24(Current Report)

403-6

Promotion of worker healthPages 23-24(Current Report)

403-7

Prevention and mitigation of occupational health andsafety impacts directly linked by business relationships

Pages 23-24(Current Report)

403-8

Workers covered by an occupational health and safety
management system

Pages 23-24(Current Report)

403-9

Work-related injuries

Page 23(Current Report)

403-10Work-related ill healthPage 23(Current Report)

404-1

Average hours of training per year per employee

Page 21(Current Report)

404-2

Programs for upgrading employee skills and transition Page 21
assistance programs(Current Report)

404-3

Percentage of employees receiving regular performance Page 21
and career development reviews(Current Report)

405-1

Diversity of governance bodies and employees

405-2

Ratio of basic salary and remuneration of women to men Not Disclosed

408-1

Operations and suppliers at signi昀椀cant risk for incidents Page 25
of child labor(2021 Impact Report)

413-1

Operations with local community engagement, impact Page 25
assessments, and development programs(Current Report)

413-2

Operations with signi昀椀cant actual and potential negative
N/A
impacts on local communities

416-1

Assessment of the health and safety impacts of productand service categories

Page 30(2021 Impact Report)

416-2

Incidents of non-compliance concerning the health andsafety impacts of products and services

N/A

32

Page 22 (Current Report)
F-20, Item 6

SASB
SASB STANDARDDISCLOSURE
SV-PS-000 A

Number of employees by: (1) full-time and part-time, (2)temporary, and (3) contract

Pages 4, 18-19(Current Report)

SV-PS-000 B

Employee hours worked, percentage billable

Pages 18-19(Current Report)

SV-PS-230a 1

Description of approach to identifying and addressing data Page 25
security risks(Current Report)

SV-PS-230a 2

Description of policies and practices relating to collection, Page 25
usage, and retention of customer information(Current Report)

SV-PS-230a 3(1) Number of data breaches, (2) percentage involving
customers' con昀椀dential business information (CBI) or personallyidenti昀椀able information (PII), (3) number of customers affected
Disclosure shall include a description of corrective actions
implemented in response to data breaches

Page 25(Current Report)

SV-PS-510a 1

Description of approach to ensuring professional integrity

Page 25(Current Report)

SV-PS-510a 2

Total amount of monetary losses as a result of legal proceedings
associated with professional integrity

Page 25(Current Report)

SV-PS-330a 1

Percentage of gender and racial/ethnic group representationfor (1) executive management and (2) all other employees

Pages 19, 22(Current Report)

SV-PS-330a 2(1) Voluntary and (2) involuntary turnover rate for employees

Not Disclosed

SV-PS-330a 3

Employee engagement as a percentage

Page 20(Current Report)

Activity Metrics

Data Security

Professional Integrity

Workforce Diversity
and Engagement

LOCATION

Throughout this Impact Report, we refer to various trademarks, service marks, and trade names that we use in
our business. “Kornit Digital,” the “K” logo, and other trademarks or service marks of Kornit Digital Ltd. appearing
in this Impact Report are the property of Kornit Digital Ltd We have several other registered trademarks, service
marks, and pending applications relating to our solutions. Although we have omitted the “®” and “™” trademark
designations for such marks in this Impact Report, all rights to such trademarks are nevertheless reserved Other
trademarks and service marks appearing in this annual report are the property of their respective holders We do
not intend our use or display of other companies’ tradenames, trademarks, or service marks to imply a relationshipwith, or endorsement or sponsorship of us, by these other companies

33

THANK YOU
We appreciate your interest in our efforts to drive the fashion industry intoa more sustainable future For any inquiries about this report and our ESG
activities, please contact us at ESG@kornit com

Contact Us

Visit Us Online

Kornit Digital Ltd
12 Ha`Amal St , Afek Park,
Rosh HaAyin 4809246, Israel
Phone: +972 (0)3 908 5800

www kornit com
www kornit com/sustainability

Follow us on social

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