OURRESPONSIBLE
JOURNEY
ENVIRONMENTAL, SOCIALAND GOVERNANCE REPORT 2021

Samsonite International S.A.
Stock Code : 1910

ApproachOUR
RESPONSIBLE
JOURNEY

HOW WE ARE
SUPPORTINGPEOPLE

HOW WE MAINTAIN
OUR HIGH
STANDARDS

1

Message from our Chief
Executive

3

8

Introduction

20

Introduction

30

Introduction

41

Introduction

About Samsonite

4

Our sustainability strategy

9Considering every stage ofthe life cycle of our products

21Managing our carbon
footprint

31

Managing the global
COVID-19 pandemic

42

Our product policies

5

Delivering our strategy

25

322021 highlights

Assessing our climaterelated risks andopportunities

Employment and labor
practices6

Designing for quality anddurability

43
45

Health and safety practices

46

Managing risk in our supply
chain

2

Message from our Global
Head of Sustainability

10

Promoting repairability

Our diversity and inclusion
strategy

12

Using recycled materials

26

15

Partnering on innovative
materials

34

Treating people fairly

28

35

Developing our people

16

Recycling at the end of life

36

Engaging our workforce

17

Inclusive products

37

18

Evolving our productpackagingProtecting people in our
supply chain

38

Promoting wellbeing

Our plans for 2022

39

Conserving and restoring
nature40

Empowering vulnerable
communities

40

Our plans for 2022

18

Managing our use ofresources
Our plans for 2022

DATA
47

About this report

48

Environmental KPIs

52

Social KPIs

Policies

33

People11

Building more diverse
workplaces

Environment

HOW WE ARE
PROTECTING THE
ENVIRONMENT

Products

WELCOME

HOW WE APPROACHSUSTAINABILITY

HOW WE ARE MAKINGOUR PRODUCTS
MORE SUSTAINABLE

Data

WELCOMEApproach

MESSAGE FROM OUR CHIEF EXECUTIVE

Thank you for your interest in Our Responsible
Journey.
Yours sincerely,

PeopleKyle Francis Gendreau
Chief Executive

Policies
Data

We know our customers love to travel andbe 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 andWe 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 luggage that are
made with the environment in mind, and insocially responsible workplaces. I’m proud
to share with you the progress we havemade in the past year, particularly aroundhow we are making our products moresustainable. The Magnum Eco – our rangeof hard-side cases made with recycledmaterials – has set the bar incredibly high.
We are also actively exploring how we canmake our products easier to repair so theiryears of service are extended, and how we
can help our customers recycle them at theend of their useful life.

This report also includes updates on ourwork to reduce the footprint of our own
operations, and to encourage good practiceand 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.

Environment

We launched our sustainability strategy,
Our Responsible Journey, in 2020 and,despite the pandemic, continued to drive it
forward in 2021. During the disruption andchallenges caused by COVID-19, our teams
and I have drawn strength from this ongoing
focus on doing the right thing – today, andin the years ahead.

understanding; reunions with friends andfamily; and the sheer joy and appreciationof the natural wonders of our planet. In
2021, as many people made up for a year
without holidays, there was a return tomore 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.

Products

Sustainability is built into our heritage.
While the use of recycled and renewablematerials in our products is a recent
innovation, we have always used resources
respectfully by making durable, longlasting products and promoting productrepairability as an alternative to disposal
and replacement. And our long-standing
guiding principle, the Golden Rule, hasmeant we have treated each other and ourcommunities with respect too. We havebeen innovating for over 110 years andhave taken on the responsibility of leading
sustainable transformation in our industry.

Samsonite ESG Report 2021

1

ABOUT SAMSONITESAMSONITEABOUTApproachGermany
Belgium

Primary manufacturing
sites in Belgium,
Hungary and India

Luxembourg

Owned distribution
centers
Products

Global and regional
headquarters
Place of share listing:Hong Kong

Environment

2021 CONSOLIDATED NET SALES: US$2,021 MILLION
8%

1%
9%

5%

12%

3%

10%

40%

Net salesby ProductCategory

Net salesby Region17%

Net salesby Brand

58%

23%

Net
Net sales
sales
byby Channel
Channel

46%

27%

61%

North America
Asia
EuropeLatin America

Samsonite
Tumi
American Tourister
Gregory
Other

Policies

25%

34%
Travel
Non-Travel
Business
CasualAccessories
Other

People21%42%

Wholesale
RetailDirect to consumer e-commerce

Data

Samsonite ESG Report 2021

2

APPROACH

Approach

MESSAGE FROM OUR GLOBAL HEAD OF SUSTAINABILITY

As Samsonite’s Global Head of
Sustainability, I am enormously proud tobe leading this work and look forward toworking in partnership with my colleagues
and our business partners to continue toadvance Our Responsible Journey in theyears ahead.

Policies

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. Afterall, the most sustainable attribute of abag or piece of luggage is that it does notneed to be discarded and replaced. It’s
also very important that we incorporate
recycled and low-carbon materials into ourI’m excited about opportunities forcontinued progress in the years ahead.
Our near-term priorities include: further
embedding sustainability practices andawareness across our decentralizedorganization; driving progress on carbon
measurement and climate action; increasingtransparency and progress on D&I; anddeveloping a strategic framework for
how we will measure and advance theenvironmental attributes of our productportfolio, across the full product life cycle.

PeopleWhen I joined Samsonite in August 2021,
I was excited by the level of commitment
within the company. Our ambition is tobe the most sustainable lifestyle bag andtravel luggage company on the planet. The
business is in a period of transition as werebound from the pandemic, and we wantSamsonite has come a long way onsustainability over the last five years: webegan to formalize our program in 2016
and published our first Environmental,
Social and Governance (ESG) report
the following year. Since then, we haveintroduced products that lead the industry
on environmental attributes; defined acomprehensive sustainability strategy
with time-bound commitments; increased
our reporting and disclosure every year;
and, in 2021, launched and developed
comprehensive regional diversity andinclusion strategies.

products – and I’ve been very impressedby our product design and research anddevelopment teams, who have been leading
the way as we innovate on sustainability.

Environment

This rise in expectations was not slowed by
the COVID-19 pandemic – in fact, quite theopposite. This shows me just how importantsustainability 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.

to take full advantage of this moment toaccelerate progress.

Products

We are at an inflection point onsustainability. Driven by the urgency ofclimate 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 greatertransparency, and they expect meaningfulaction.

Ezequiel Hart
Global Head of Sustainability

Data

Samsonite ESG Report 2021

3

APPROACH

Developing our people

Creating the bestproducts using themost sustainable andinnovative materials,
methods and models

Engaging our workforce

Considering every stage of the life cycle of our products

Building more diverse workplaces

Using recycled materials

Providing an inclusive
culture with the best
opportunities in a
supportive environment

Products

Our vision is to become the most sustainable lifestyle
bag and travel luggage company in the world.

Approach

OUR SUSTAINABILITYSTRATEGYOUR RESPONSIBLE JOURNEY

Encouraging goodpractice and positive
impacts beyond our
direct business

Targeted action
where we can make ameaningful impact on
the environment

Managing risk in our supply chain

Managing our use of resources

Protecting people in our supply chain

Managing our carbon footprint

Policies

For each action platform, we have stated a goal –you will find these in the report marked
with a compass symbol.

PeopleOur sustainability strategy is the compass that we use
to guide decisions on our journey to 2030 and on thepath to our long-term ambition. We will continue to refine
the strategy and goals to ensure they will enable us toachieve our vision.

Environment

To help us navigate towards this vision, we launched acomprehensive sustainability strategy in 2020 called‘Our Responsible Journey.’ The strategy is focused onfour 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 thatmatter 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.

Data

Samsonite ESG Report 2021

4

APPROACHKey

SUSTAINABILITY GOVERNANCE

In place
To be establishedin 2022

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 ourbrands and regions. Led by our CEO, who champions oursustainability 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 andengaging internal stakeholders to define our sustainability
strategy and oversee execution and communication of ourprograms.

Products

BOARD OF DIRECTORS
Oversight on ESG initiatives and reportingSet vision; approve strategy; hold organizationaccountable for program execution

GLOBAL SUSTAINABILITY COUNCIL

DIVERSITY& INCLUSIONSTEERING COMMITTEEGLOBAL SUSTAINABILITYPRODUCT &INNOVATIONCOMMITTEEGLOBAL SUSTAINABILITYOPERATIONS& SUPPLY CHAIN
COMMITTEE

Policies

GLOBAL

Led by Global Head of
Sustainability. Members
are senior representatives
from: the regions, core
brands, sourcing, productdevelopment & innovation,marketing, finance, HR, andsustainability

PeopleDefine and recommend strategy and targets; oversee execution of programs;
ensure alignment across regions, functions, and brands

Led by CEO, whochampions sustainability
within organization andengages with Board

Environment

SENIOR MANAGEMENT TEAM

To accelerate our progress on Our Responsible Journeyand further embed sustainability into our organizationalDNA, we are in the process of implementing a new, moreformal sustainability governance structure. In early 2022,
we established a Global Sustainability Council of seniorleaders representing all our regions, our core brands, andkey functions. This Council is responsible for updating andrefining our strategy and targets as we make progress on Our
Responsible Journey.

GLOBAL SUSTAINABILITY

MARKETING &COMMUNICATIONSCOMMITTEEData

The next step, and a key priority for 2022, is to establish a
new set of global committees focused on different aspectsof our program. Like the Council, the committees will include
representation from across our regions, brands, and relevant
functions to define action plans, coordinate execution, andengage internal stakeholders. These committees will also help
enable the sharing of best practices across the company sothat successes can be replicated quickly.

Approach

DELIVERING OURSTRATEGY

Samsonite ESG Report 2021

5

APPROACHPEOPLE

Launched Magnum Eco, a
hard shell case made from postconsumer recycled plastic

Solar photovoltaic panels on
our sites in India and Belgium
generated 1.7 GWh of renewableelectricity
We funded the planting of
70,500 trees

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’sChildren’s Research Hospital®

PeopleSince 2018, we have diverted morethan 100 million 500ml PET
bottles from landfill using our
RecyclexTM Material Technology

Our plant in Hungary installeda solar electric boiler, reducing
natural gas consumption by 28%

Environment

We have created new products
from innovative new materials,
taken steps to further reduce
the environmental impact of ouroperations, and worked hardto keep our people safe andengaged.

PRODUCTS

PLANET

Created Diversity & Inclusion plansin each of our regions and conductedtraining on unconscious bias andanti-harassment

Products

We’ve made significant
progress since last year.

Approach

2021
HIGHLIGHTS

Strongly encouraged vaccination –over 85% of our people are now
vaccinated against COVID-19

Piloted a suitcase
recycling program in Benelux
Policies

About 14% of global sales werefrom products containing recycledmaterials (roughly double thepercentage in 2019)

Data

Samsonite ESG Report 2021

6

PRODUCTS

Approach
Products

HOW WE ARE MAKINGOUR PRODUCTS
MORE SUSTAINABLE

Environment
PeoplePolicies
Data

Gregory’s innovative andlightweight new Katmai and
Kalmia backpacks are madewith high-density nylons withat least 40% recycled content.
Samsonite ESG Report 2021

7

PRODUCTS

Approach

INTRODUCTION“Over the last year, we’ve made real progress inaccelerating the scale and adoption of our RecyclexTM
range of material technologies. These are materials madeby recycling post-industrial and post-consumer waste
such as PET plastic, polycarbonate, polypropylene,
and nylon. We’ve collaborated on a material made frompost-consumer recycled polycarbonate – and have been
exploring other innovative materials, such as an alternative
to leather made from grapes that are left over fromwinemaking.”

PeoplePolicies

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 recycledeasily. Eventually, we’d like to close the loop fully by
re-using materials from old luggage to make new products.

BACKPACK MADE
WITH RECYCLED
MATERIALS

Environment

Our customers expect innovative products that will
last many years – and that’s the core of our productsustainability strategy. Increasingly, we are also
focused on where we can make the most substantial
reductions in the resource use and carbon footprint ofour materials and processes, and we are expanding ourefforts to understand the relative impacts of each stageof our products’ life cycles.

BIZ2GO
Products

Our ambition is to be the most sustainable travel
luggage company in the world. We are enthusiastic
advocates of the benefits of travel and want to help
reduce the impact of our customers’ journeys byoffering durable, high-quality products, increasing
our use of more sustainable materials and production
processes, and designing for repairability andrecyclability.

HeeJeong Kim, Senior Director, Marketing & Brand Strategy, Samsonite

Data

Samsonite ESG Report 2021

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PRODUCTS

EVERYTHING STARTS HERE

Prioritize design for
quality, durability, easeof repair and extendedlife

END OF LIFE
Design fordeconstruction andreuse or recycling

Continue to develop
innovative solutions
to ensure thedurability of our
products, extend thelife of our products
and develop viable
end of life solutions
to divert as many ofour products fromlandfill for as long as
possible.

Environment

PRODUCT
DESIGNWE ASPIRETO ‘CLOSE THE LOOP’
IN THE FUTURE BY
RECYCLING OLDCASES INTONEW ONES.

OUR GOAL

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 fromending up in landfills.

Approach

CONSIDERING EVERY STAGE OF
THE LIFE CYCLE OF OUR PRODUCTS

PeopleMANUFACTURING

Use less virgin material; use morerecycled, renewable, low-carbon
materials

Use less energy and avoid waste

DISTRIBUTION RETAIL
Use efficienttransport methods
and packaging

Reduce energy
use and use
more sustainable
packaging

BUILT TO LAST AND EXTEND

Policies

RAW MATERIALS

Help our customers to keep
and maintain our products foras long as possible througheasy repairs and availabilityof replacement parts

Data

Samsonite ESG Report 2021

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PRODUCTS

Approach

DESIGNING FORQUALITY AND
DURABILITY“We know travelling can be
tough on our cases, so weundertake a comprehensive
process to assess robustnessof materials, tensile strength,
closure flexibility, handle
reliability, wheel durability
and glide on various surfaces,
waterproofing, and theability to withstand severe
knocks, tumbles and impacts.
Durability is a passion of ours!”

PeoplePolicies

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.

Environment

We take great pride in striving to continuously improve
the quality and durability of our bags and luggage: eachpiece is designed to be relied on and give many, many
years of service.

Products

In our pursuit of sustainability leadership, we recognizethat the most sustainable product is one that lasts.
It’s straightforward: a product that lasts 20 years, forexample, 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.

Arthur DeBraga, Quality AssuranceManager, North America
Data

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CASE STUDYPROMOTINGREPAIRABILITYDESIGNED FORREPAIRABILITY
While Tumi bags are of the highest quality,
if anything goes wrong, they’re also
designed for ease of repair, rather thanreplacement.

Policies

The excellent quality of Tumi bags meansthat it’s likely to be some time before ourcustomers need this: over a third of the bags
we repair have been in use for more than adecade!

“Tumi products are built to last, andwe regularly repair bags that are
15 and 20 years old. We typicallymaintain an inventory of spareparts for designs that are up to ten
years old and are often able to fix
older bags that our customers sendin. When a bag can no longer be
repaired, we recover its parts andsave them for other bags – we’ve
got a trailer at the center filled withthe salvaged parts. You never know
when a customer is going to send ina really old bag: finding the right part is a bit like pulling a rabbit
out of a hat – and very satisfying!”

PeopleThese sound like small details, but theymean that customers can bring their bag
into a Tumi retail store and one of our teamwill aim to fix it on the spot (we keep a rangeof spare parts in every shop). If it’s a more
complicated fix, we’ll send it to one of ourrepair centers where specialists help to get
the bag back in use again.

Environment

We know the corners of cases bear the bruntof most impacts, so we’ve designed cornercaps 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.

Products

Not only do we create industry-leading productswith long lives, but we also seek to extend thatlife by designing our products to be repaired. Wethen offer to service those products via our longterm 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 thirdparty repair centers in 59 countries to help fix or
replace it.

Approach

PRODUCTS

Samsonite ESG Report 2021

Data

Ben Davis, Director, Global After Sales Service, Tumi
11

RECYCLEXTM MATERIAL TECHNOLOGYPRODUCTSUSING RECYCLED
MATERIALS

rNylon

rPET

rPP

rPC

Nylon off cuts

PET plastic
bottles

Polypropylene
containers

Polycarbonate
items like CDs

Melted through an extruder

Choppedinto pellets

Chopped into pellets

In Europe, we haveintroduced rPET
zippers asstandard on all ourranges.

Melted and molded
Woven into durable fabrics

Used for soft cases
and linings

Used for hardshell cases

In 2019, just 5% of
Samsonite Travel
products in the US
incorporated recycledmaterials. In 2021,
we used recycledmaterials in 62% of
our new developments.

In July 2021, Tumi
launched a range
made from postindustrial recycled
polycarbonate waste.
Gregory’s innovativeand lightweight new
Katmai and Kalmia
backpacks are madewith high-density
nylons with at least
40% recycledcontent.

Policies
Data

Globally, approximately 14% of
our company’s sales in 2021
came from products containing
recycled materials.

In 2021, we introduced
the Magnum Eco
made from recycled
post-consumer
polypropylene – seeoverleaf.

PeoplePROGRESS REPORT

Every new Samsonite
design now uses
recycled PET (rPET)
for the lining – and weare upgrading existinglines with rPET linings
too.

Spun into yarn

OUR GOAL
Increase the use of materials
with sustainable credentials inall our products and packaging
to lessen our impact on theenvironment

Since 2018, we havediverted more than
100 million
500ml PET bottles
from landfill using our
RecyclexTM Material
Technology.

Environment

We know that using recycled materials
can lower the overall carbon footprintof our products and are constantly
evaluating the use of recycled materials
for the components of our bags andcases, from the shells to the zipper,
the handle to the lining. We only selectrecycled materials that can perform
just as well in terms of quality anddurability.

Turned into ﬂakes

Products

Innovation is in our company’s DNA
and last year saw some exciting
breakthroughs in our race toaccelerate and scale the use of moresustainable materials in our products
and packaging.

GLOBALLY, APPROXIMATELY
14% OF OUR COMPANY’SSALES IN 2021 CAME FROMPRODUCTS CONTAINING
RECYCLED MATERIALS. WE
HAVE ROUGHLY DOUBLED
THIS PERCENTAGE INTWO YEARS (IT WAS AN
ESTIMATED 7% IN 2019),
AND WE’RE FOCUSED ON
IMPROVING THIS YEAR ON
YEAR.

Approach

Our portfolio of recycled materials is made using post-consumer and postindustrial waste – from yogurt cups to water bottles, nylon fabrics to plastic wastefrom our factories.

Samsonite ESG Report 2021

12

PRODUCTS

Approach

CASE STUDYMAGNUM ECO – OUR MOST SUSTAINABLE
SAMSONITE PRODUCT TO DATE

14

483

PLASTICBOTTLESYOGURT
CUPS

Policies“We’re thrilled about the Magnum Eco– it’s like our concept car – and it reallyreinforces our ambitions and sets up thenext chapter for our use of sustainable
materials. We’ve learned so much fromthis launch.

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 wemake in our European plants.”

THE LARGEST CASE IN
THE COLLECTION IS MADEFROM RECYCLED MATERIALEQUIVALENT TO:

PeopleEach Magnum Eco is extremely lightweightand impact-resistant – it goes without
saying that it must pass all our rigorous
strength tests – and no virgin material isused 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 first experimented with postconsumer recycled polypropylene
in a limited edition of the S’Cure
collection in 2019. With Magnum Eco,we wanted to reduce the weight withoutcompromising durability, and thisintroduced some extra challenges interms of material performance. The last
two years working with our partners at
SUEZ, LyondellBasell and QCP have seen
us fine-tune the material’s performanceand now we have an extremely rigid
and impact-resistant material with areduced carbon footprint.

Environment

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), therecycling joint venture of waste managementcompany SUEZ, and chemicals specialist
LyondellBasell.

Products

The new Magnum Eco range (known
as Maxsum Eco in North America)
takes us a step further on our
responsible journey to become theworld’s most sustainable lifestyle
bag and travel luggage company.
Made in Belgium from post-consumer
recycled polypropylene (PP) andrPET plastic waste, the Magnum
Eco collection is a major innovation
breakthrough for the luggage
industry. The PP shell is made frompost-consumer waste such as yogurt
cups collected from households in
Belgium and Netherlands.

Pauline Koslowski,
Director, Research,Innovation & Development,
EuropeData

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PRODUCTS

19 DEGREE SUITCASE
RANGE MADE FROM
POST-INDUSTRIAL
RECYCLED
POLYCARBONATE
WASTE

Products
Environment

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 toconventional nylon backpacks, using 22% lessenergy and 19% less water consumption in
manufacturing.

PeopleIn July 2021, Tumi launched a versionof its popular 19 Degree suitcase range
made from post-industrial recycled
polycarbonate waste. The sleek newcase has all the lightweight and flexible
durability of polycarbonate, with theadded benefit of being made from over
90% recycled materials. Each case ismade with an average of 3 kilograms ofrecycled polycarbonate in the shell andrecycled PET equivalent to 28 500ml
plastic bottles in the materials forinterior linings, zipper tapes, expansion
fabrics and webbing.

Policies

The brand also halved the amount ofvirgin 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 alongwith the amount potentially going tolandfill.

GREGORY
KATMAI AND
KALMIA

Approach

MATERIALS
INNOVATIONAT TUMI

CASE STUDY

90%

Data

RECYCLED
MATERIALS
Samsonite ESG Report 2021

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PRODUCTS“SORPLAS” is a trademark of Sony Group Corporation.

OCEAN PLASTICS
In 2021 we explored the use of recycledplastics from ocean waste.
Abandoned fishing equipment makes
up around one-tenth of the plastic
waste in the world’s oceans. We areworking with DSM – creator of someof the world’s most advanced highperformance 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.

Policies
Data

To reduce our use of leather – ananimal-derived material with a highenvironmental impact – we’ve been
exploring the use of vegan, plantbased alternatives. Our Italian supplierintegrates chemistry and agriculture
to develop new sustainable products
including a next-generation material
with the premium feel of leather butwith a greatly reduced environmental
impact. It is made from various

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 someof the petroleum-based polypropylene
with a material made from a byproduct 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 burnPeopleALTERNATIVES TO
LEATHERREPLACING PLASTIC
WITH STRAW

fields to clear land, thereby reducing
air pollution. We will begin retailing thedesign in 2022.

Environment

We have collaborated with Sony
Semiconductor Solutions Corporation
to develop two lines of polycarbonate
hard-side cases for Samsonite madewith post-consumer waste plastic.
SORPLAS™ has a lower carbon
footprint than conventional plastic
and rigorous testing showed it wasable to meet our quality and durability
standards. A line of cases containing
this new material will come to market in
Asia in 2022.

agricultural by-products including
spent grapes from winemaking, andbacked with recycled plastic to createa bio-composite material. In 2022, wewill launch a sophisticated range of
Samsonite business accessories madefrom this material.

Products

We are always on the lookout
for new materials with a lighter
environmental impact and we knowthat collaboration is the only way
sustainability breakthroughs can bemade at the scale and pace we need.
Our product teams actively look forinnovators and pioneers with greatideas. Once we’ve determined apotential innovation with a supplier,
we put any new materials throughour rigorous tests to see if they meetthe quality and durability standards
required for our luggage.

SORPLAS™

Approach

PARTNERINGON INNOVATIVE
MATERIALS

Samsonite ESG Report 2021

15

PRODUCTS

RECYCLING AND
REUSING OURPRODUCTSIn November 2021 we piloted ‘We Recycle
Your Suitcase’ – an exciting new promotion
in Belgium, Netherlands, and Luxembourg
to encourage customers to recycle theirsuitcases 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.

HARDSIDE SUITCASES ONLY
(OF ANY BRAND)

PeopleA 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 oldluggage materials in the production of new
ones.

Policies

Partnering with waste management andrecycling experts SUEZ and PreZero
Netherlands, the promotion was wellreceived by dealers and customers alike.
Over a short period, hundreds of people
returned cases to our stores – more thanhalf of whom left with a new Magnum Eco,
our most sustainable Samsonite productto date. We plan to expand on this pilot
project with a three-month promotion in
2022.

RECYCLE YOUR
OLD SUITCASE

Environment

When their bags do finally come tothe end of their hard-working lives,
we are exploring ways to help keepthem out of landfill. Our efforts in
2021 included encouraging andincentivizing customers to bring their
old luggage back to stores in selectmarkets so we could recycle them,and thinking about how we designfor disassembly to make that processeasier.

CASE STUDY

Products

Thanks to our dedication to productquality and durability, and ourcommitment to repair wheneverpractical, our customers can expect
to enjoy their luggage for many happy
years of travel.

Approach

RECYCLING AT THE
END OF LIFE

Data

Samsonite ESG Report 2021

16

Rob N:PRODUCTS

Katmai 65 plus size

CASE STUDYGREGORY PLUS SIZE BACKPACK

Lindsay Malone, Senior Marketing Manager, Gregory

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

Samsonite ESG Report 2021

17

Data

“This backpack is AWESOME!
Obsessed with these plus size packs.
This is a great size for day hikes. Lotsof space and pockets! I’m a 3X usuallyand the extended straps almost mademe cry at first when they fit. Highly
recommend!”

Policies“The plus size program has been one of our mostanticipated 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 afoundation of the Gregory line-up and brand.”“So grateful to have a company thinkoutside of the norms and provide anoutstanding project for people of all
shapes and sizes. Absolutely love thisbackpack and have recommended
Gregory to all of my outdoorsy friends.”

PeopleThe bespoke range of products offers maximum comfort thanks tobetter adjustability, an increased harness length and wider angle,
bigger hip belt pad and improved access to pockets. Gregory’s designteam 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.

Kalmia 60 plus size

Environment

In Spring 2021, Gregory debuted an industry first: a new sizeinclusive backpack collection in the US, especially designed foroutdoor enthusiasts with a larger body shape.

Cara R:
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.

Approach

INCLUSIVE PRODUCTS“I have been backpacking for years
and this is the first pack that fitsme perfectly. Thank you Gregory for
acknowledging me and including a
product that fits! The pockets on thewaste straps was genius too!”PRODUCTS

EVOLVING
OUR PRODUCTPACKAGINGOUR PLANS FOR 2022

Never use
StyrofoamOuter boxes
to be madefrom recycled
cardboardContinue to expand our use ofrecycled content while testing
innovative and renewablematerials and piloting new lines

OUR PACKAGINGASPIRATIONS

Any stufﬁng
paper or tissue
to be 100%
recycled
material

Estimate the greenhouse gas
emissions embedded in productmaterials (a large part of our
Scope 3 footprint)
Expand our takeback pilot in
Benelux, and explore options
for reuse and repurposing ofrecycled materials (project with
Maastricht University)

Policies

The inserts, boxes
and sleeves on Tumi’s
small leather goods
are made from 100%
recycled paper

Data

Gregory has
committed to swap
over 99% of all its
retail packaging
to lower-impact,
recycled materials by
2022

Deﬁne a more comprehensive
circular economy strategy for
products

PeopleHangtags to be made from recycled
FSC paper and printed with plantbased soy ink and attached withrPET string and grommets

Environment

Where used, air
bladders andpolybags to
be made fromrecycled plastic

For our Samsonite
products in Asia,
we replaced theprotective plastic bag
inside the box with areusable dust bag

Expand our use of life cycle
assessments to identify
opportunities to reduce theenvironmental impacts of our
products

Products

Every change counts on our
responsible journey to reduce our
impact on the environment andincrease the use of sustainable
materials. All our brands andmarkets are working hard to use
less consumer-facing productpackaging and to reduce theenvironmental impact of anything
we do use.

Approach

Always use as
little packaging
as possible

Samsonite ESG Report 2021

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ENVIRONMENTApproach
Products

HOW WE ARE
PROTECTING THE
ENVIRONMENT

Environment
PeoplePolicies
Data

In 2021, 10.7% of ourelectricity use came fromrenewable sources (6.6% frompurchased green electricity
and 4.1% from on-site solar
generation).

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ENVIRONMENTApproach

INTRODUCTION

Environment

Patrick Kwan, Vice President, Supply Chain, Asia

We monitor and measure energy use at all manufacturingand most distribution facilities that we operate, and all
offices for which we pay an energy bill. We do the samefor a statistically valid sample of retail stores. We estimate
energy use and GHG emissions for other offices andstores using energy profiles of facilities for which we havedata. 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 applicablelaws and regulations relevant to air and GHG emissions,discharges, and waste.
Samsonite ESG Report 2021

Data

In addition to reducing GHG
emissions, we continue to pursue
strategies to reduce the waste that
we generate and send to landfill, andto measure and manage our use ofwater and packaging.

MONITORING OUR IMPACT

Policies

Understanding that GHG mitigationis 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 andevaluate the risks climate changepresents to our business, as well as
the potential business opportunities
posed by climate innovation.

PeopleReducing our operational andvalue chain greenhouse gas (GHG)
emissions is a priority for Samsonite.
In 2021, we continued efforts toimprove energy efficiency in ouroperations through a suite of diverse
strategies. We also expanded our
procurement of renewable power
and upgraded some of our vehicles
to electric. Looking beyond ouroperations, we began to take action
to address our suppliers’ emissions.

“We rely on many other businesses forour success: Factoring in GHG emissions
outside of our direct control, but within
our value chain, is crucial for a full pictureof 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 andreduction efforts.”

Products

The climate crisis means there’sno time to lose to take action totransition to a low-carbon economy.
Climate regulations around theworld 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 dotheir part and provide lower carbon
alternatives, reduce waste, protect
natural resources, and make theirown climate pledges.

20

ENVIRONMENTApproach

MANAGING OUR CARBON FOOTPRINT
GHG Emissions from Our Operations(Scope 1 and 2)

OUR GOALPROGRESS REPORT

8%

Offices(73 offices)

Manufacturing(4 sites)

2021
BREAKDOWN
BY FACILITY
TYPE1

41%

Retail(1,088 stores)

Manufacturing
Retail

2018

2019

2020

2021

Gross GHG Emissions

28,77628,252

27,07817,352

18,738Carbon Offsets From
Nashik Tree Plantings

1,181

1,727

1,034

1,059

1,358

GHG Emissions Less
Carbon Offsets

27,595

26,52526,044

16,293

17,3801

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 thecommunity. These plants meet the offset requirements forpermanence as the vast majority are on land owned either by
Samsonite, or by the Indian government, which manages it asconservation land.

Offices
Distribution

When factoring in the carbon offsets fromour tree plantings in Nashik (see page 39 formore details), Samsonite’s carbon footprint
was 17,380 MT CO2e in 2021.

To reduce emissions associated withour corporate vehicles and comply withupcoming EU regulations, we are currently
replacing 83% of our Belgium manufacturing
plant vehicles with electric models. We

Policies

Reducing Corporate Vehicle Emissions
in the EU

also leased our first electric vehicle at our
Hungary manufacturing plant, which led toa 13% reduction in gasoline consumption
at the facility in 2021. In addition, we haveinstalled electric vehicle chargers at five
facilities in the EU and the US.

People* The Greenhouse Gas Protocol is a comprehensive, global,
standardized framework for measuring and managing
emissions. It was created by a partnership between theWorld Resource Institute (WRI) and the World BusinessCouncil for Sustainable Development (WBCSD).
Data

In total, we generated 18,738 metric tons (MT)CO2e in 2021. Our Scope 1 emissions were2,522 MT CO2e. These are emissions fromnatural gas for heating; gasoline, diesel, andpropane for vehicles, equipment, and backup generation; and refrigerants. Our Scope 2
market-based emissions – from purchased
electricity – were 16,216 MT CO2e. (Refer tothe Data section for more details on our GHG
footprint.)

29%

Distribution(18 facilities)

2017

Environment

In 2021, absolute greenhouse gas(GHG) emissions from our operations
decreased 35% from 2017 (37% whenfactoring in offsets from our tree
plantings in Nashik, India). Whilepart of this reduction was driven
by energy efficiency and renewableenergy generation and procurement
measures (see pages 22 and 23
for more information), a decline ininternal production and sales dueto 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 inoffsets 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.

Since 2017, we have worked with expert
consultants to measure and assess ourannual operational (Scope 1 and 2) carbon
footprint. Our 2021 GHG inventory is basedon 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 retailstores. In calculating our carbon footprint,
we adhere to the GHG Protocol Corporate
Standard.*

22%

Our GHG Footprint
Over Time (MTCO2e)2

Products

Reduce the carbon intensity of ouroperations 15% by 2025 comparedto our 2017 baseline

Our 2021 carbon footprint calculations are
drawn from data gathered and estimatedon the energy use of 1,183 facilities (which
include facilities that closed during the year)in 42 countries.

SCOPE 1 AND 2 GHG EMISSIONS

Samsonite ESG Report 2021

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ENVIRONMENTApproach

ENERGY EFFICIENCY AND CONSERVATION
Energy Use Overview

20.1%

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

3.1%
5%

68.3%

As an example, at least one-third of ourglobal 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 tosave around 454 MWh, representing a 9%
reduction in electricity consumption at thesite.

“We made many changes
in our site this year tohelp reduce and conserve
energy use – we switched tofull LED lighting, installed
motion sensors to help
conserve electricity; improved insulation
and adjusted temperature set points in theheating 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.”All four of our manufacturing
facilities have an energy
champion who is responsible
for raising awareness andidentifying energy saving
behaviors. These champions
host energy awarenesstrainings to remind employees
to be vigilant in turning off
unnecessary equipment andlights, and to keep looking forenergy reduction opportunities.

Policies

Reducing our use of energy throughefficiency and conservation measures is our
first priority when it comes to lowering ourcarbon intensity. We have reduced energy
use in our operations through strategies
such as heat recovery, fuel switching, andLED retrofits.

1.9%
1.3% 0.2%

PeopleThe remainder of the energy we use comesfrom natural gas, gasoline, diesel, andpropane. 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 insome staff cafeterias.

ENERGYCHAMPIONSAND EMPLOYEE
AWARENESS

Environment

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 thegrid. When purchasing electricity, we aim
to buy green energy when available andeconomically feasible.

2021 ENERGY SOURCES

Products

We use many different forms of energy
to operate our machinery, light and heat
our facilities, and power our vehicles andequipment. Our energy mix in 2021 included
both fossil fuels and renewable energy.

Wim Godefroid, Director, Manufacturing, Europe
Data

Samsonite ESG Report 2021

22

ENVIRONMENTApproach

RENEWABLE ENERGYPROGRESSREPORT

New in 2021, our site in Hungary converted
its hot water system from a gas boiler to asolar and electric combination, reducing
natural gas consumption at the facility by
28%.

COMBINED, OUR SOLAR ARRAYSSPAN 21,900 SQUARE METERS AND
GENERATED 1.7 GWh OF CLEAN
ELECTRICITY IN 2021.

Policies
Data

Beyond on-site projects, we are taking
advantage of opportunities to purchaseclean electricity. In Hungary, we havejoined a utility green power program for our
manufacturing site. In the United States,
we purchase 100% renewable electricity forsome facilities and support local renewableenergy projects. We have enrolled selectstores in eligible jurisdictions in clean power
programs and plan to add more as these
programs expand.

21,900PeopleIn 2021, 10.7% of
our electricity use
came from renewablesources (6.6% frompurchased green
electricity and 4.1%
from on-site solar
generation).

Environment

Power ouroperations with
100% renewableelectricity andachieve carbon
neutrality for ouroperations by 2025

Products

OUR GOAL

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 ofclean 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’rekeen to expand on-site solar installations:
our Belgium team plans to increase theirsolar array threefold in 2022 by leasing
additional rooftop space.

Samsonite ESG Report 2021

23

ENVIRONMENT

As we accelerate our efforts to reduce ourclimate impact, and to help transparently
track our progress, we submitted our inauguralcarbon disclosure report to CDP in 2021. We
received a score of C, which is the average forrespondents in the textiles and fabric goods
sector. We are fully committed to reporting
annually to CDP and to improve our scoreby continuing to reduce our Scope 1 and 2
emissions, to work with key players in ourvalue chain to measure and reduce our Scope
3 emissions, and to conduct and disclose aformal climate risk assessment.

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 suchas purchased goods and services, upstream
and downstream transport and distribution,
franchised stores, and employee business travel
and commuting.

CDP (formerly the Carbon Disclosure Project), isa non-profit organization that helps businesses– and others – to disclose their environmental
impacts. It assesses and scores companies on theirenvironmental disclosure and performance throughits independent scoring methodology.

We estimate that upstream emissions in our
supply chain represent the majority of ourextended carbon footprint, with a significant
amount embedded in product raw materials.
This is why we are working hard to use morerecycled materials, which are typically lesscarbon intensive (see Products section).

Policies

We engaged witha group of ourhigh-impact Tier 1
suppliers to pilot
an approach tomeasure a segmentof Samsonite’s supply
chain GHG emissions.

We also need to work with our suppliers tomeasure 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 understandtheir 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 annuallyemit 6,400 MT CO2e attributable to Samsonite.
This project is helping to lay the groundworkfor future supplier emissions measurement andreduction efforts.

PeoplePROGRESSREPORT

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, butthat are associated with our business. These
include upstream emissions from the goods
and services we buy from our suppliers, suchas 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 fromthese sources are referred to in the GHG
Protocol as ‘Scope 3’ emissions.

Environment

Map and publish thefull pre-customer
journey of at least
one product line andoutline the various
sustainability
credentials built into
the manufacturing
process by 2030

GHG DISCLOSURE WITH
CDP

Products

Estimate, track andsupport actions to
reduce our Scope 3
emissions

Approach

OUR GOAL

GHG EMISSIONS FROM OUR VALUE CHAIN(SCOPE 3)

Data

Samsonite ESG Report 2021

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ENVIRONMENTApproach

ASSESSING OUR
CLIMATE-RELATEDRISKS ANDOPPORTUNITIESIt is essential that weunderstand the risks thatclimate change poses for ouroperations and supply chain:some of our manufacturing
sites and supplier locations are
already experiencing climate
impacts.

Products
Environment

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 andensure 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 meetingthe expectations of our customers and investors throughoffering lower carbon products.

PeopleWe 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 compliancerequirements, 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.

Policies
Data* The Task Force on Climate-related Financial Disclosure (TCFD) is aframework developed by the Financial Stability Board (FSB) to supportconsistent climate-related financial risk disclosures by companies,
banks, and investors.
Samsonite ESG Report 2021

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ENVIRONMENT

Waste

Environment

We consider waste in other parts of ouroperations as well: 22% of our offices and
40% of our retail facilities host recycling
programs.
Reducing Emissions from Procurement
and Waste Management

PeopleInstead of purchasing new furniture, our
new Sarmeola di Rubano store in Italy wasrefitted with furniture collected from otherSamsonite stores which were closing down.
This resulted in around US$80,000 in costsavings and prevented a large amount offurniture from entering landfills.

Policies

One of the most effective ways to reduce
our manufacturing waste is to reuse it: wecollect plastic offcuts, known as regrind,and either reuse it ourselves or sell it tobe recycled by others. We make use ofhundreds of tons of this post-industrial
waste plastic in our hard side cases. In
2021, over 2,600 MT of regrind plastic wasused in our manufacturing process. In fact,
regrind now accounts for around half ofthe total plastic used in our manufacturing
processes.

waste decreased in 2021 relative to 2020
because we processed a large, one-time
shipment of electronics from closing retailshops in 2020. In 2021, we generated 702.6
MT of non-hazardous waste, an increaseof 48% from 2020. This increase is largely
aligned with higher internal production as werecover from the COVID-19 pandemic.

Products

As would be expected for a well-run andefficient business, keeping waste to aminimum has been a focus at our factories
for many years. We do not have specifictime-bound reduction targets but all ourfacilities 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 withlocal laws. We employ third-party waste
management companies to collect anddispose of our minimal hazardous waste inan appropriate manner.

Approach

MANAGING OUR USE OF RESOURCES

Around half of thetotal plastic used in
our manufacturing
processes is postindustrial process waste– known as regrind.

Data

In 2021, our manufacturing facilities
generated 11.5 MT of hazardous waste, areduction of 27% from 2020. Hazardous
Samsonite ESG Report 2021

26

ENVIRONMENT

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.

Our manufacturing plant in Nashik,
India – which is in a highly water
stressed region – hosts a pond witha capacity of 2 million liters. The
pond effectively stores rainwaterand our team uses it for production
and cleaning purposes, removing
the need for treated water.

Policies

In our offices, distribution centersand retail sites, our water use islimited to restrooms and kitchen
facilities. Our production processes
do not require a significant amountof water. We use a closed-loop water
system for cooling purposes at twoof our manufacturing facilities and,at our plant in India, all wastewater istreated and cleaned on-site, meaning
there is no discharge of untreatedgrey water.

RAINWATER
HARVESTING
PeopleWe reduced secondary and tertiary
packaging through strategic practices suchas 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.

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 boxesof thermal register receipt rolls as a result.

We monitor and track water at our
manufacturing sites. In 2021, thesefacilities consumed 38 million
liters of water, an increase of 40%
compared with 2020. This increaseis largely aligned with the increase
in internal production as we recoverfrom the COVID-19 pandemic.

Environment

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 MTof plastic, 13 MT of tape, and 0.6 MT ofpolystyrene. This represents an increaseof 94% compared with 2020, which largely
aligns with the increase in product sales as
we recovered from the COVID-19 pandemic.

Eliminating Paper Receipts

WATER

Products

In addition to reducing the packaging thatthe consumer takes home (see page 18),
we are also looking for ways to reduce thepackaging used in our manufacturing sites
and distribution network.

Approach

SECONDARY AND TERTIARY PACKAGING

Data

Samsonite ESG Report 2021

27

ENVIRONMENTGREENER OFFICES

Approach

The solar arrays at our manufacturingsite 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 additionalrooftop space.

Our ofﬁce in Hong
Kong is certiﬁed
under WWF’s
Green Ofﬁce
programOUR PLANS FOR 2022

Complete a climate risk
assessment that aligns with
TCFD guidance

In recognition of the increasing
urgency of the climate crisis,
review our carbon action
strategy and consider setting
science-based targets

Data

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 andengagement with our suppliers
and other value chain partners

Policies

The new Tumi
headquarters
and showroom
opening in New
York in 2022 will
integrate somegreen ofﬁcefeatures

PeopleOur ofﬁce inParis, France
is High Quality
Environmental
certiﬁed

Environment

Our ofﬁces
in Dietikon,
Switzerland
and Bangkok,
Thailand are in
LEED certiﬁedbuildings

Products

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, integrationof energy efficiency technologies, suchas LED lighting, and if possible, choosing
spaces with green building certifications. For
example:Samsonite ESG Report 2021

28

PEOPLEApproach
Products

HOW WE ARE
SUPPORTINGPEOPLE

Environment
PeoplePolicies
Data

We are committed to aculture that is as diverse
and vibrant as the world wetravel, welcoming people
from all walks of life andensuring everyone canaccess opportunities toreach their potential.
Samsonite ESG Report 2021

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PEOPLEApproach

INTRODUCTION

Our business was still in recovery mode lastyear due to the pandemic but, as vaccine
programs accelerated, world travel picked up
and we began to rebuild.

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 ourteams back to their workplaces.
“Our people have shown such impressive
resilience during another challenging
year. After being obliged to work fromhome for so long, it’s a relief to come backto 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 wassometimes a challenge so we held a seriesof 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 thecatastrophic floods earlier in the year.”
Viviane Nuyttens, Vice President, Human
Resources, Europe

PeopleWe have all learned to adapt to and livewith COVID-19. We’ve been encouraging
employees to embrace their national vaccine
program to help protect themselves, theirfamilies, and their communities. With wellover 85% of our people getting vaccinated in
2021, we believe it’s one way everyone cancontribute to the recovery and stability of ourbusiness.

Environment

To help ensure we are all living by that rule,in 2021 we launched our new Diversity andInclusion strategy and created a global
steering committee and multiple regional
committees to develop strategies and plansaligned with regional needs.

Products

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: totreat others as we would like to be treated.

Policies
Data

Samsonite ESG Report 2021

30

PEOPLEKEEPING OURPEOPLE AND
CUSTOMERS SAFE

Products

Our COVID-19 playbook was created toprovide specialized advice for offices,
retail stores and distribution warehouses,
ensuring all our people understand how tokeep themselves, their colleagues and theircustomers 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.

BRINGING BACK OUR TALENT
One of the toughest aspects of the impact of the pandemic on ourbusiness in 2020 was the necessary decision to reduce our workforce.
An upside in 2021 was that we were able to successfully re-hire asubstantial number of those laid off and welcome them back into thebusiness.
“It just makes me happy and 100% sure in my decision to comeback to the company. I am so lucky to be a part of the Tumi teamagain and I want to say thank you for giving me the opportunity.
During my first period at Samsonite, I had the great advantage ofdeveloping an intense passion for my job, which is such a big partof life. So, after being away for one long year, I was able to comeback to this passion, which immediately felt like coming home.”

Policies

Retail Area Manager, Tumi

CASE STUDY

People“We exceeded our team’s expectations
during the pandemic by showing them wetruly had their best interests in mind withsafety 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 backto the stores.”

Environment

COVID-19 continued to create
challenges for our business in 2021
and our priority remained keeping ourpeople and customers safe. With ourstores closed for much of 2020, wewere forced to make layoffs and werepleased to welcome some of thoseteam members back in 2021.

Approach

MANAGING
THE GLOBALCOVID-19
PANDEMIC

CASE STUDY

Data

Senior Director, Tumi
Samsonite ESG Report 2021

31

PEOPLECASE STUDYApproach

BUILDING MORE DIVERSEWORKPLACES
We will use data
to build ourunderstanding andability to achieve
gender balance in
key roles by 2030

Our global workforce is over 50% female, and ouraim is to achieve gender balance in key roles by
2030.
The graphic below summarizes the share ofwomen at the end of 2021 at key levels across theorganization. We are in the process of defining
specific targets that align with our 2030 goal; wewill communicate those in our next ESG report.

PERCENTAGE OF WOMEN ACROSS THE BUSINESS 1
9,500 total
employees*

875*
100*
10
8

12.5%
Board ofDirectors

20%
SeniorManagement
Team

27%
Vice Presidents
and above and
SMT direct
reports37%

Directors
and above

45%

Managers
and above2

53%

Data

Chart is not to scale.
2
Not including store
managers.
* Figures are approximate.
1

Samsonite is divided into four
regions and Asia is geographicallythe largest region, as we sell into
52 markets between the Middle
East and Australia. It is therefore
important that the people who workin our Asia head office have a deep
understanding of the way of life ineach of these countries. We haveactively chosen to make the team asdiverse 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 ofour business, particularly for themarketing and communications
teams who are responsible forengaging with our consumers –it makes that connection moreauthentic.

Policies

225*

EMBRACING
CULTURAL
DIVERSITY

PeopleEstablished a
global D&I steeringcommittee anddefined a set of
guiding principles
and strategicpillars; Five regional
D&I committees
developed regional
focus areas andaction plans for 2022.

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 theirauthentic self. Wherever we operate around theworld, we’re building team cultures based on theprinciple that differences should be embraced,celebrated, and respected. It’s good for us andit’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.

Environment

PROGRESSREPORT

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.

Products

OUR GOAL

All employees

Samsonite ESG Report 2021

32

PEOPLE

3
Communication4
Accountability& Tracking

1Training &Education

THE FOUR PILLARS
OF OUR DIVERSITY
AND INCLUSIONSTRATEGY

Environment

2. Engagement & Culture

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 usedquizzes, workshops and webinars to bringour ambitions to life, spread the word andhear 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 wellunderstand the rate of change of ourprogress, evaluate local demographics
and industry norms and receive employee
feedback.

Data

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, andpromote 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%.

Policies

During 2021, we launched the Latin
America regional women’s network, with
32 women from seven countries joining
to support each other and benefit froma space to share experiences in theworkplace. One of the most popularelements 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.

PeopleWe have now established five D&I
committees – one in each of the four
regions, plus an additional groupfor 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.

Consciously building a diverse andinclusive culture requires our wholeorganization to be part of a continuous
process of education and awarenessraising. In 2021 regions held training
events for employees at all levels,
including Lunch & Learn sessions on
topics such as unconscious bias andanti-harassment. We also trained hiring
managers on equal opportunities andenhanced our onboarding orientations for
new joiners to focus on inclusivity.

2
Engagement& Culture

Products

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 theirthinking.

1. Training & Education

Approach

OUR D&I
STRATEGY

Samsonite ESG Report 2021

33

PEOPLECASE STUDYOUR ASIA PACIFIC & MIDDLE EAST TEAM:MANAGING CHANGE FAIRLYManaging change for employees as abusiness 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 assmooth as possible for their teams.

Environment

Paul Melkebeke, President, Asia

PeopleIn January 2022 we opened a new
brand development and sourcing hub in
Singapore. The hub will help us to designand develop products closer to market,
as well as to manage our sourcing andsupply chains more effectively. Singapore
was chosen for the new site after a
global study and rigorous analysis of ourbusiness and the broader industry.

“From the very beginning, we prioritized
being transparent and open with theHong Kong team, and to treat them as
we would want to be treated – honoring
our Samsonite Golden Rule. We held atown hall meeting to let everyone knowwhat was happening and we continued
to support our colleagues through theprocess. We held exit interviews withcolleagues who left the business, andI am very proud of the fact that they
continued to hold Samsonite in highregard.”Products

One of the most important principles
at Samsonite is the Golden Rule:“Do unto others as you would havethem do unto you” – to treat others
as you would like to be treated. A
legacy of our founder, this is a threadwhich runs through everything we do,
inspiring our relationships across theorganization and beyond including
our dealings with customers, vendors,
and external stakeholders. It’s so
deeply embedded in our culture thatevery new starter receives a marble
inscribed with the Golden Rule.

Approach

TREATINGPEOPLE FAIRLY

Policies

The transition of Samsonite’s regionalteam from Hong Kong to Singapore had to
be managed carefully. Only 15 colleagues
from the Hong Kong office were relocatedto Singapore – they then had to build
a new regional team in Singapore.
Consequently, the team in Hong Kong had
to be downsized.

Data

Samsonite ESG Report 2021

34

PEOPLEPROGRESSREPORT

In 2019, we launched our evolved approach toperformance 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.

“We launched Ask Athena in Latin
America in 2020, and really saw
the benefits in 2021. The paperlesssystem has provided us withincredibly 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.”

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.

Paz Ugarte, Director, Human Resources, Latin America

Data

In 2021, Ask Athena enabled annual objectives andpriorities to be cascaded from the CEO and senior
management globally throughout the business – with

Beyond this it’s been providing a more streamlined
and positive online recruitment experience for ourbrands. The roll-out to all markets continues inearnest 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 toSingapore.

Policies

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 fivein 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 fulltransparency on their personal data.

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.

PeopleWe piloted a new
Flexible Learning
Experience programin North America,
designed to promoteindividual andteam effectivenessand professional
development.

ASK ATHENA

A new Flexible Learning Experience
program – FLEX – was piloted andlaunched in Q2, 2021 with North
American employees across allbrands and locations. Designed
to promote individual and teameffectiveness and professional
development, the program offeredcustom learning paths, instructor
facilitation, and the opportunity forbetter interaction and collaboration
between peers across the region – allon a new internal SharePoint site,
The Concourse. LinkedIn Learning,with its offer of over 15,000 expertled training courses, was also madeavailable to participants.

Environment

We will ensurethat all employees
will have accessto professional
development
opportunities by
2025

FLEX

Products

OUR GOAL

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.

Approach

DEVELOPING OUR PEOPLE

CASE STUDY

Samsonite ESG Report 2021

35

PEOPLECASE STUDY“Having an onboarding partner has beena 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

Policies“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 theway. As well as the usual cans and plastic
we found some Christmas decorations thatsomeone had thrown out! We’re definitely
doing this again next year.” Belgium
employee“I found the new hire mentor program tobe 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 ‘whoshould I ask for...?’ or ‘where’s the bestplace for lunch?’, or ‘what’s your favorite
part about working here?’.” Senior Tax
AnalystPeopleLaura Stone, Head of Employee
Experience, North America

We want the experience of joining ourbusiness to be a happy one. We havea mentor program in place to help withonboarding new employees – new starters
have an onboarding partner whose job it is
to orient them and help them meet people.

Environment

Everywhere around the world wehave enthusiastic volunteer teamsof employees who run social
events for their sites and offices– in some markets they’re called
Marble Teams (after the marble wegive new joiners inscribed with ourGolden Rule). Throughout 2021 they
organized a variety of events such as
BBQs, Halloween costume parties,
employee appreciation lunches – andeven 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 allsorts of fun social, wellness andcommunity outreach activities forour teams. It’s all about helping tobuild a great workplace culture,encouraging people to enjoy social
connection with their colleagues
and foster community spirit.”

In September 2021, hundreds ofcolleagues from Samsonite teams acrossBelgium, Netherlands, UK, Scandinavia,
Germany, Spain, Italy, the United States
and Chile took part in local Clean-up Day
Challenges to collect trash in and aroundtheir local neighborhoods while raisingfunds for good causes. Win-win-win all
around!

SUPPORTING
NEW HIRES

Products

Keeping a sense of solidarity, fun,enjoyment, and engagement within
our teams as they work for ourbusiness is incredibly importantand a vital element to grow loyalty,
motivation, and retention – as well as
making Samsonite a great place towork!

CLEAN-UP DAYS

Approach

ENGAGING OUR WORKFORCE

Data

Samsonite ESG Report 2021

36

PEOPLEImage

As part of Our Responsible Journey, we havecommitted to expanding our existing social
compliance program to identify, mitigate
and remediate possible negative humanrights 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. Ourcolleagues are now using the tool to build theirunderstanding of the types of risk.

PeopleWe conducted ahuman rights country
risk assessment.

Environment

PROGRESSREPORT

In the last few years, as part of our diversification
strategy, we have begun sourcing from newmarkets 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.

Products

To expand ourexisting social
compliance program
to identify, mitigate
and remediate
possible negative
human rights
impacts of thebusiness

Approach

OUR GOALPROTECTINGPEOPLE IN OUR
SUPPLY CHAIN

Policies
Data

Assessing andmitigating humanrights risks remains a
key priority.
Samsonite ESG Report 2021

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PEOPLECASE STUDYCASE STUDYCASE STUDYApproach

PROMOTINGWELLBEINGTUMI AND ST. JUDECHILDREN’S RESEARCHHOSPITAL®

Policies

Gregory’s Gateways program is helping
to empower people and protect nature.
It is a long-standing brand initiative
which promotes inclusivity through nonprofit partnerships and strategic productengineering to help everyone have thechance to enjoy a life-long appreciation of
the great outdoors. Fostering a love of thenatural world and outdoors adventuring
works to build people’s physical andmental wellbeing and also inspires bettercare and preservation of landscapes,
plants, and animals.

PeopleData

Funding goes towards cancer research
as well as supporting families withtreatment and other costs. In 2021, morethan US$600,000 was raised through theThanks 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

Another of Gregory’s partnerships iswith Big City Mountaineers, a non-profit
which helps youth from communities thathave historically lacked equitable accessto nature. This forward-thinking nonprofit provides free, fully outfitted, andprofessionally 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 withnature 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 asmonetary donations to allow more youth toparticipate in BCM’s programs across thecountry.

Environment

Tumi has partnered with St. JudeChildren’s Research Hospital® in Memphis,
Tennessee since 2010, helping to make adifference to children facing cancer andother serious illnesses. So far, we haveraised over US$6.8 million for the hospitalthrough a variety of events, campaigns
and sponsorships, including raisingmoney in stores and online through the St.
Jude Thanks and Giving® campaign, anddonating 100% of the purchase price froma range of special luggage tags, accent kits
and cosmetic pouches.

GREGORY AND BIG CITY
MOUNTAINEERS

Products

We choose to champion a range of
non-profits that help support people
through physical and mental healthissues. Our involvement includes
fundraising in our retail stores andonline, as well as deeper partnerships
with particular organizations.

Samsonite ESG Report 2021

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PEOPLECASE STUDYApproach

CONSERVING ANDRESTORING NATURE

TREE PLANTING
PeopleWell-designed reforestation has many winners: it can benefit local
communities, prevent ecosystem degradation, provide cleaner air andwater, 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.

Policies

In 2021, we also supported tree planting in key regionswith several partners including One Tree Planted,
Future Forest and WWF Indonesia.

Environment

Since 2011, the team at our site in Nashik, India, hasplanted fruit and medicinal trees in the region to help
support the community. Independent agronomist
analysis found that these existing and plannedplantations in the region sequestered 1,358 MT CO2ein 2021. These plants meet the offset requirements forpermanence as the vast majority are on land owned
either by Samsonite, or by the Indian government,
which manages it as conservation land.

Products

One of the reasons we believe travel is so important isthat it offers us the opportunity to experience joy andwonder in some of Earth’s most beautiful places. That
is why Samsonite is committed to helping conserveand restore habitats for the long-term benefit of local
environments and communities.

Samsonite ESG Report 2021

Data

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 monthlong promotion offering to plant a tree for each purchase from the RED
range of luggage which contained sustainable materials.
39

PEOPLE

Here’s a snapshot of just some of the non-profit organizations for which ourteams have fundraised or volunteered, or gifted our products to:(US) YMCA
Dana Farber Cancer Institute
Salvation Army
(Korea) Sarangfare

Our Daily Bread Food Pantry

To date, Tumi, globally, has raised morethan 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 livesof 500,000+ people around the world.

Environment(Belgium) SOS Scholen voor Scholen

Since 2016 Tumi and Waves for Water haveworked closely together to provide accessto clean water to people in need. The goal
is simple – providing access to clean waterusing water filtration systems, bore-holewells, and rainwater harvesting systems.
Each year, Tumi makes a US$62,000
donation to the charity.

Products

All Hands & Hearts (Tumi)(Korea) World Vision(Russia) Planeta Dobra(S Africa) Nanga Vhutsilo Children’s Home
Rotary ClubOUR PLANS FOR 2022

Continue to roll out D&I program in all
regions
Launch mentoring programs in all
markets(Korea) Otcan

Roll out the Next Generation network
globally(Russia) ROOI Perspectiva

Disseminate and evaluate the global
employee engagement survey

Policies(Canada) United Way

PeopleAll around the world our local
teams go the extra mile to support
vulnerable people through a wide
variety of fundraising, donations andvolunteering their time to programs
that help individuals, families, andwhole 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 ofpeople who need them.

Giving around the world:

TUMI AND WAVES FOR
WATERApproach

EMPOWERING
VULNERABLECOMMUNITIESCASE STUDY

Samsonite ESG Report 2021

Data

Expand Ask Athena to all regions andmarkets
40

POLICIES

Products

HOW WE
MAINTAINOUR HIGH
STANDARDS

Approach

Samsonite
International S.A islisted on the Hong
Kong Stock Exchange.

Environment

Our sustainability strategy, Our Responsible Journey,
is a shared vision: wherever we operate in the world,
we are working towards the same goals.

Please visit:https://corporate.
samsonite.com
to find out more
about our corporate
governance functions.
Our Annual Reportcontains more
information on our
approach to corporate
governance and risk
management.

Policies
Data

We have high standards, and expect our suppliers
to have high standards too. The Samsonite EthicalCharter 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.

PeopleLikewise, we have a shared set of values andprinciples that govern our behavior and actions.
These are articulated in our policies anddemonstrated in our practices – both of which areclearly and frequently communicated within ourbusiness so that, wherever in the world they are, ourpeople know what is expected of them.

Samsonite ESG Report 2021

41
41

POLICIES

Approach

OUR PRODUCT POLICIESIt is our policy for our advertising andproduct labeling to comply with allapplicable laws.

Our intellectual property team actively seeks
patent and design protection for importantinnovations and designs, and trademark
registrations for key brands and marks.
When commercially justified, we act toenforce our intellectual property rights andwill 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.

Data protection and privacy

Our policy is to comply with all applicablelegal requirements related to the levels of
We have a quality handbook for each of ourcertain chemical substances in our products.
major product categories. We have developed
Product testing is performed with the support
an extensive Product Quality Assuranceof accredited third-party laboratories during
program to ensure the products we sell
product development, then randomly during
meet or exceed these strict performance
production, and again upon renewal of old
requirements. Product testing and inspection
product programs.
of raw materials, components and finishedgoods are conducted at each of our owned
and operated manufacturing facilities, aswell as at many third-party suppliers, toensure that standards of workmanship are
maintained.

Policies

It is our policy to satisfy applicable legal
requirements with respect to data protection
and privacy, and to employ appropriatetechnical, administrative, and physicalsafeguards for protecting the personal andsensitive data we process on behalf of ourcustomers, employees, vendors and others.
We also seek to maintain Payment Card
Industry (PCI) compliance relative to theprocessing of credit card information. This
compliance is periodically validated by athird party, and we do not retain credit card
information.

Quality assurance

PeopleIntellectual property

Environment

Advertising and labeling

Products

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 ouractions.

Data

Samsonite ESG Report 2021

42

POLICIES

Approach

EMPLOYMENT AND LABORPRACTICES

We have a duty to respect
the human rights of thepeople who work for us,
and of the workers in our
supply chain across theworld.

Products

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.

Employee code

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 rightsof the people who work for us, and of theworkers in our supply chain across theworld.

Data

We absolutely will not tolerate illegal
working conditions and human rights
violations like child, forced or traffickedlabor. Our employment policies aredeveloped and implemented at regional andlocal levels to be able to comply fully withregulations and laws in each country.

Policies

Every year, we circulate the Code to ourpeople across the world to remind them
just how important this is. We believethat people should be able to carry out
decent and productive work in conditionsof freedom, equality, security and humandignity. We expect our employees to treat
others, such as suppliers, people in ourcommunities, and customers, with dignity
and respect. All our people must adhere

to labor, health, and safety standards
consistent with those established by theInternational Labor Organization.
PeopleWe expect all our employees to behave
ethically and comply with our Samsonite
Code of Conduct. This clearly sets out ourvalues and commitment to ethical standards
and legal compliance. For example, it
explains how we prohibit the use of bribesor kickbacks, keeping inaccurate records, orusing company property for personal gain.

Environment

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, andoccupational safety and health.

Samsonite ESG Report 2021

43
43

POLICIES

We are committed to doing business withintegrity and avoiding corruption in any form.

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 ourinternal 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.

PeopleAnti-corruption

We also have an anti-corruption complianceprogram, which includes numerous reporting,monitoring and certification controls, as wellas periodic web-based and in-person training.

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.

Environment

The hotline is available toll-free and ispublicized to employees electronically, in our
Code of Conduct, and through posters and inworker handbooks throughout our operations.
Employees may use this hotline, anonymously
if desired, if they have any workplace concernthat they wish to report. Employees using
the hotline are protected against retaliation.
Reports are investigated and appropriate
remedial actions taken as needed.

Our Samsonite Global Anti-Corruption Policy
requires compliance with all applicableanti-corruption laws. In addition, our
Employee Code of Conduct includes specificguidance on our position on the payment ofgovernment officials, bribes and kickbacks,
gifts, and conflicts of interest.

In 2021, there were no known, material instances of noncompliance with relevant employment and labor practicelaws 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 orforced labor in our operations and that of our suppliers.

Products

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. Membersof our management team in the finance,
legal, human resources and internal audit
departments review any information that is
submitted via the hotline.

We expect all Samsonite employees, agents,
directors, officers, and representatives to
conduct business in a fair, ethical and legalmanner.

ApproachBusiness Ethics Reporting Hotline

Policies
Data

Samsonite ESG Report 2021

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POLICIES

Approach

HEALTH AND SAFETY
PRACTICES

Raising safety awarenessStandardized response

PeopleDespite our best efforts, workplace accidents
still occasionally happen. When they dooccur, we have clear, standardized processes
to guide our people in how to manage thesituation. 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 caninvestigate how the accident occurred, andtake action to prevent it from happening
again.

Policies
Data

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 withus. 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 retailstores where there are fewer health andsafety risks than in manufacturing anddistribution. Here, we seek to comply withall local laws, and provide training relevantto the retail environment (such as learning
about safe ways to lift heavy items, deal withshoplifters, and minimize slips, trips andfalls).

Environment

We follow set procedures to make sure wecomply with relevant occupational health andsafety laws and regulations. We focus ourefforts on potential hazards, like machineryand moving vehicles, at our manufacturing
and distribution sites. We have proactively
created policies and processes to minimize
these hazards.

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.

Products

The global pandemic led to the introduction of many new measures tokeep our people and customers safe, but managing risk is a normal part ofour day-to-day processes.

Samsonite ESG Report 2021

45

POLICIES

Approach

MANAGING RISK IN OUR SUPPLY CHAIN

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 zerotolerance 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 aprocess of continuous improvement.
Auditing our suppliers

Identifying critical risks
Whereas an auditor will rarely visit a factory
more than once a year, members of ourQuality Assurance team might visit a factory
several times a week. We therefore took thedecision to broaden the scope of the roleof 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 electricalwiring. 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 theaudit team.

Data

Our Tier 2 suppliers make raw materials
for our finished goods suppliers and ourowned 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

100% of our direct suppliers must certifythat materials used in the making ofour products comply with all applicable
environmental and social laws, andour sourcing teams supervise theserequirements on an ongoing basis.

Policies

To ensure that our suppliers continue tocomply with our Ethical Charter, we conduct
regular audits – either ourselves or througha respected third party. An audit typically
includes interviews with workers, reviewing
relevant documentation, and a tour of thesite. 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 thebusiness relationship with each suppliergoing forward.

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 byreviewing third-party audit reports suchas BSCI and SMETA. We continue toencourage Tier 1 suppliers to apply for
WRAP certification because it reduces theadministrative burden placed on them while
also ensuring that they are being audited tothe most rigorous standards.

30 Tier 2 suppliers and will complete this by
the end of 2022.

PeopleOur Samsonite Ethical Charter is our
supplier code of conduct and sets out
the minimum standards and acceptablebusiness practices that we expect fromour 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 workwith and how we assess ongoing supplierperformance.

Conducting due diligence

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 afactory is no longer meeting our standards,
a corrective plan of action must be quickly
implemented. We will terminate ourrelationship if a supplier remains in breachof our requirements.

Environment

The Samsonite Ethical CharterAll our direct suppliers must comply with
our Ethical Charter and must also certifythat materials used in the making ofour products comply with all applicable
environmental and social laws. Our sourcing
teams supervise these requirements on an
ongoing basis.

Products

We rely on a network of suppliers fromall around the world. Some of them makematerials 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 issometimes large and complex. Throughout
2021, we remained focused on identifying
and mitigating risks in our supply chain –particularly with regards to worker healthand safety, and wider labor issues. Our
aim is to encourage good practice andpositive impacts beyond our direct businessby supporting our suppliers to raise theirstandards, benefiting both workers and theenvironment.

Samsonite ESG Report 2021

46

DATA

Approach

ABOUT THIS REPORT

Environmental data measurement,
methodology, and boundaries* 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 purchaseelectricity from renewable resources).

Questions, comments, or feedback
regarding this report or any of theCompany’s ESG programs should besent by email to:sustainability@samsonite.com

Policies

The Company applies an operational
control approach to defining organizationalboundaries. The Company has focused on
the material sources of emissions including
the owned and operated manufacturing
facilities in Oudenaarde (Belgium),
Szekszárd (Hungary), Nashik (India), andCuautitlán Izcalli (Mexico); and a global
network of distribution centers; offices; andretail stores (the ‘Reporting footprint’).

Carbon dioxide (CO2) emissions and CO2e
are determined on the basis of measured or
estimated energy and fuel usage, multipliedby relevant GHG emission factors, andglobal warming potentials. The Company
uses the most current eGrid emission
factors (for location-based emissions) andsupplier and residual emission factors(for market-based emissions), whereavailable.* Alternatively, factors fromthe 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) area result of the combustion of natural gas,
propane, gasoline, and diesel, as well as theleakage of hydro-fluorocarbon refrigerant
gases from its HVAC (heating, ventilation,
and air conditioning) equipment. The
Company’s Scope 2 emissions – arisingfrom 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.

PeopleUnless otherwise specified, the report
includes all the consolidated subsidiaries
under the Company’s direct control asreflected in its Consolidated Financial
Statements for the Company-owned
or -operated offices, retail stores, anddistribution/manufacturing facilities. Unlessspecified, third-party owned and operated
companies, and product categories
managed by licensees, are beyond thescope of this report.

The content for this report wasdeveloped on the basis of its relevanceto the Company’s business objectives, itsregionalized organizational structure, andexpectations of key stakeholders.

The Company uses the principles andguidance of the GHG Protocol, developedby the World Resources Institute (WRI) andthe World Business Council for Sustainable
Development (WBCSD), to calculate andreport direct and indirect GHG emissions.

Environment

This report is prepared in compliance withthe ‘comply or explain’ provisions set out
in the ESG Reporting Guide in Appendix
27 to the Main Board Listing Rules, theRules Governing the Listing of Securities on
SEHK.

The methods used to gather, report andverify information in this report are basedon the Company’s own processes as wellas internationally recognized reporting
standards.

Products

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.

Data

Samsonite ESG Report 2021

47

DATA

Approach

ENVIRONMENTAL KPIs
KPI

SCOPE OF TIME-BOUND

2021

KPI

REDUCTION REPORTING
A1.2

Aspect A1: Emissions
General Disclosure
Refer to page 21 of the report for more information on Samsonite and emissions.

Total reporting footprint (allowned/directly controlled
manufacturing, distribution,
office, and retail facilities)

5,041 kg

Direct (Scope 1) andenergy indirect (Scope 2)
greenhouse gas emissions
and, where appropriate,
intensity.

Total emissions andsquare footage of reporting
footprint (all owned/directly
controlled manufacturing,
distribution, office, andretail facilities)

4,994 kg NOx (3,142 kg fromdiesel; 1,714 kg from naturalgas; 29 kg from propane;
109 kg from gasoline)

1 kg R-22 refrigerant

Scope 1: 2,522 MT CO2e
Scope 2 (market-based):
16,216 MT CO2e
Scope 2 (location-based):
16,253 MT CO2e

People46 kg SOx (31 kg fromdiesel; 10 kg from naturalgas; 0.2 kg from propane; 4kg from gasoline)

18,738 MT CO2e
(Intensity: 0.0026 MT
CO2e/sq ft)

Environment

A1.1
The types of emissions andrespective emissions data.

2021
Products

REDUCTION REPORTING

SCOPE OF TIME-BOUND

A1.3
Total hazardous waste
produced and, whereappropriate, intensity.

11.5 MT
Intensity: 0.008 kg/sq ft
Policies

Total hazardous waste
and square footage of
owned and operated
manufacturing facilities
in Oudenaarde (Belgium),
Szekszárd (Hungary),
Nashik (India), andCuautitlán Izcalli (Mexico)

Data

Samsonite ESG Report 2021

48

DATA

SCOPE OF TIME-BOUND

2021

KPI

REDUCTION REPORTING

2021

REDUCTION REPORTING
A1.6

A1.4
702.6 MT

Total reporting footprint (allowned/directly controlled
manufacturing, distribution,
office, and retail facilities)

Emissions Target: Reducethe carbon intensity of ouroperations 15% by 2025
compared to our 2017baseline.

Intensity: 0.47 kg/sq ft

Description of how
hazardous and nonhazardous wastes arehandled, and a descriptionof reduction target(s) set
and steps taken to achieve
them.

Owned and operated
manufacturing facilities
in Oudenaarde (Belgium),
Szekszárd (Hungary),
Nashik (India), andCuautitlán Izcalli (Mexico)

We do not have specifictime-bound reduction
targets but all our facilities
are expected to minimize
waste.
Refer to page 26 of thereport for more informationon our efforts to reduce
waste.

Environment

Total non-hazardous
waste and square footageof owned and operated
manufacturing facilities
in Oudenaarde (Belgium),
Szekszárd (Hungary),
Nashik (India), andCuautitlán Izcalli (Mexico)

Products

Total non-hazardous waste
produced and, whereappropriate, intensity.

SCOPE OF TIME-BOUND

Approach

KPI

A1.5

PeopleDescription of emissions
target(s) set and steps
taken to achieve them.

Policies

Refer to page 21 of
the report for further
information on the steps
taken to achieve this goal.

Data

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49

DATA

SCOPE OF TIME-BOUND

2021

KPI

REDUCTION REPORTING
A2.2

Refer to pages 22 to 27 of the report for more information on Samsonite and use ofresources.

Water consumption in total
and intensity.

A2.1

A2.3

1,761 MWh of on-site
renewable electricity
produced (Intensity: 0.2
kWh/sq ft)

Description of energy use
efficiency target(s) set andsteps taken to achievethem.

11,297 MWh of natural gas(Intensity: 1.6 kWh/sq ft)

109,095 liters of diesel(Intensity: 0.015 liters/sq ft)

Refer to page 22 of thereport for more informationon our efforts to improveenergy efficiency.

Data

18,816 liters of propane(Intensity: 0.003 liters/sqft)

We do not have specifictime-bound reduction
targets but improving
energy efficiency is an
essential part of ourstrategy to achieve our
GHG emissions reduction
goal.

Policies

76,738 liters of gasoline(Intensity: 0.011 liters/sq ft)

Total reporting footprint (allowned/directly controlled
manufacturing, distribution,
office, and retail facilities)

Intensity: 0.026 m3/sq ft

People2,828 MWh from gridpurchased green electricity(Intensity: 0.4 kWh/sq ft)

37,990 m3

Environment

38,479 MWh of gridpurchased conventional
electricity (Intensity: 5
kWh/sq ft)

Total water consumption
and square footage of
owned and operated
manufacturing facilities
in Oudenaarde (Belgium),
Szekszárd (Hungary),
Nashik (India), andCuautitlán Izcalli (Mexico)

Products

General Disclosure

Total energy consumption
and square footage ofreporting footprint (allowned/directly controlled
manufacturing, distribution,
office, and retail facilities)

2021

REDUCTION REPORTING

Aspect A2: Use of Resources

Direct and/or indirectenergy consumption bytype (e.g., electricity, gas oroil) in total and intensity.

SCOPE OF TIME-BOUND

Approach

KPI

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DATA

SCOPE OF TIME-BOUND

2021

KPI

REDUCTION REPORTING

Aspect A3: The Environment and Natural Resources
Water sourcing andwastewater discharge are
not material issues for
Samsonite, so we havenot set specific reduction
targets.

General Disclosure

Products

Owned and operated
manufacturing facilities
in Oudenaarde (Belgium),
Szekszárd (Hungary),
Nashik (India), andCuautitlán Izcalli (Mexico)

Refer to pages 20 to 28 of the report for more information on Samsonite and theenvironment and natural resources.
A3.1
Description of thesignificant impactsof activities on theenvironment and natural
resources and the actions
taken to manage them.

Total reporting footprint (allowned/directly controlled
manufacturing, distribution,
office, and retail facilities)

Refer to page 21 of
the report for further
information.

Environment

Refer to page 27 of thereport for more informationon our efforts to improvewater efficiency.

3,834 MT

General Disclosure

0.6 MT polystyrene

Refer to pages 20 to 28 of the report for more information on Samsonite and climatechange.

13 MT tape

A4.1

277 MT plastic
3,543 MT cardboard
Intensity: 1.25 kg/finishedgood produced

Description of thesignificant climaterelated issues which have
impacted, and those which
may impact, the issuer,and the actions taken to
manage them.

Total reporting footprint (allowned/directly controlled
manufacturing, distribution,
office, and retail facilities)

Policies

Owned and operated
manufacturing facilities
in Oudenaarde (Belgium),
Szekszárd (Hungary),
Nashik (India), andCuautitlán Izcalli (Mexico)

PeopleAspect A4: Climate Change

A2.5
Total packaging material
used for finished products(in tonnes) and, if
applicable, with reference
to per unit produced.

2021

REDUCTION REPORTING

A2.4
Description of whether
there is any issue insourcing water that is fit for
purpose, water efficiency
target(s) set and steps
taken to achieve them.

SCOPE OF TIME-BOUND

Approach

KPI

Refer to pages 21, 24, and
25 of the report for more
information.

Data

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51

DATA

Approach

SOCIAL KPIs
KPI

2021

KPI
B1.2

General Disclosure

Employee turnover rate by gender, agegroup and geographical region.

Refer to pages 29 to 36 of the report for more information on Samsonite and employment.
B1.1

Aspect B2: Health and Safety

PeopleOur total workforce was approximately
9,500 at the end of 2021. Refer to page
34 for more information on workforce bygender. The workforce by geographicalregion 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.

Environment

Total workforce by gender, employment
type (for example full or part-time), agegroup and geographical region.

We do not disclose employee turnover rates
as these are not collected centrally due tothe absence of a globally applied humanresources information system (HRIS). We
are in the process of implementing a global
HRIS that will enable us to collect andreport this information. The roll-out of thissystem has been delayed due to disruptions
and lower resources as a result of the
COVID-19 pandemic.

Products

Aspect B1: Employment

2021

General Disclosure
Refer to page 45 of the report for more information on Samsonite and health and safety.
B2.1
We had no work-related fatalities in 2019,2020, or 2021.

Policies

Number and rate of work-related fatalities
occurred in each of the past three years
including the reporting year.

Data

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52

DATA

2021

B2.2
Lost days due to work injury.

2021

Aspect B3: Development and Training
General Disclosure
Refer to pages 35 to 36 of the report for further information on Samsonite anddevelopment and training.

Products

B3.1
The percentage of employees trained bygender and employee category (e.g., senior
management, middle management).

We do not currently have a process in place
to track training metrics centrally. Refer topages 35 and 36 for more information.

B3.2
Refer to page 45 for more information.

The average training hours completed
per employee by gender and employee
category.

Environment

We do not have a reliable mechanism forcollecting this data centrally today. We are
evaluating the feasibility of collecting thisdata from our manufacturing plants anddistribution centers in the future. While thehealth and safety of our employees is a key
priority, the nature of our business is suchthat work-related injuries historically havenot posed a significant risk to our company.

B2.3

We do not currently have a process in place
to track training metrics centrally. Refer topages 35 and 36 for more information.
PeopleDescription of occupational health andsafety measures adopted, how they are
implemented and monitored.

KPI

Approach

KPI

Policies
Data

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53

DATA

2021

KPI

Approach

KPI

2021

Aspect B5: Supply Chain Management

General Disclosure

General Disclosure

Refer to pages 43 and 46 of the report for more information on Samsonite and labor
standards.

Refer to page 46 of the report for more information on Samsonite and supply chain
management.

B4.1

B5.1
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.

Our Tier 1 contract manufacturers areprimarily located in Asia. Of approximately
250, about 45% are in East Asia, 15% inSouth Asia, 30% in Southeast Asia, and 10%
across the rest of the world.

B5.2
Description of practices relating
to engaging suppliers, number ofsuppliers 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 suppliersand conduct regular audits to monitor
compliance with the Samsonite EthicalCharter.

PeopleWe absolutely will not tolerate illegal
working conditions and human rights
violations like child, forced or traffickedlabor. Our employment policies aredeveloped and implemented at regional andlocal levels to be able to comply fully withregulations and laws in each country.

Number of suppliers by geographicalregion.

Environment

Description of measures to review
employment practices to avoid child andforced labor.

Products

Aspect B4: Labor Standards

B4.2
When non-conformances are identified,
we work with the supplier to remediate
the issue. Failure to remedy will lead totermination of the contract.

Policies

Description of steps taken to eliminate
such practices when discovered.

Data

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DATA

2021

B5.3

2021

B6.2
100% of our direct suppliers must certifythat materials used in the making ofour products comply with all applicable
environmental and social laws, andour sourcing teams supervise theserequirements on an ongoing basis.

Number of products and service-related
complaints received and how they are dealt
with.

This data is not collected centrally atthis time. We take product responsibility
seriously in all our operations and havecomprehensive approaches to customer
service throughout our regional markets.

Products

Description of practices used to identify
environmental and social risks along
the supply chain and how they are
implemented and monitored.

KPI

Approach

KPI

B6.3
Description of practices used to promote
environmentally preferable products andservices when selecting suppliers and how
they are implemented and monitored.

B6.4

General Disclosure

Description of consumer data protection
and privacy policies, how they are
implemented and monitored.

Refer to page 42 of the report for more information on Samsonite and productresponsibility.

Refer to page 42 for more information.
Policies

Aspect B6: Product Responsibility

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 productrecalls, our teams have worked with ourlegal department and qualified outside
legal counsel on a case-by-case basis todetermine and implement the necessary
procedures.

PeopleWe proactively seek to work with suppliers
who can partner with us on our sustainableproduct priorities, including sustainable
innovation, recycled and renewablematerials, durability and recyclability, andend of life solutions.

Description of quality assurance process
and recall procedures.

Environment

B5.4

B6.1
Percentage of total products sold or
shipped subject to recalls for safety andhealth reasons.

Data

The nature of our business is such thatrecalls are infrequent, and we are not awareof any product recalls during 2021. Thisdata is not collected centrally at this time.
Samsonite ESG Report 2021

55

DATA

2021

KPI

Approach

KPI

2021

Aspect B8: Community Investment

General Disclosure

General Disclosure

Refer to page 44 of the report for more information on Samsonite and anti-corruption.

Refer to pages 38 to 40 of the report for more information on Samsonite and community
investment.

B7.1
Number of concluded legal cases regarding
corrupt practices brought against theissuer or its employees during the reporting
period and the outcomes of the cases.

Refer to page 44 for more information.

General Disclosure

B7.2
Description of preventive measures andwhistleblowing procedures, how they are
implemented and monitored.

Refer to page 44 for more information on
Business Ethics Reporting Hotline andAnti-Corruption.

We support a variety of non-profit
partners in our communities and take into
consideration how we can best align ourphilanthropic focus areas with the needsof 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.

Environment

Policies on community engagement tounderstand the needs of the communities
where the issuer operates and to ensure
its activities take into consideration thecommunities’ interests.

Products

Aspect B7: Anti-corruption

B8.1
Description of anti-corruption training
provided to directors and staff.

Samsonite’s philanthropic activities arefocused on three themes:•

Protecting earth’s beautiful places•

Promoting wellbeing•

Empowering vulnerable communities.

Refer to pages 38 to 40 for more
information.

Policies

Samsonite’s anti-corruption complianceprogram 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 ouranti-corruption policy and receives periodic
briefings with respect to our anti-corruption
efforts.

Focus areas of contribution (e.g. education,
environmental concerns, labor needs,
health, culture, sport).

People

B7.3

B8.2
Resources contributed (e.g. money or time)to the focus area.

Refer to pages 38 to 40 for more
information.
Data

Samsonite ESG Report 2021

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If there are any discrepancies between the Chinese translation and the English version of this report, the English
version shall prevail.
© Copyright Samsonite International S.A. 2022.
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No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of
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Production by Toppan Merrill.

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Contact us: sustainability@samsonite.com