Icebug AB social report Reporting period: Financial year March 2024 – February 2025
WWW.ICEBUG.COM FAIR WEAR MEMBER SINCE DECEMBER 2020
Table of contents Table of contents ____________________________________ 2 Organisational chart _________________________________ 3 Summary: Goals, Achievements and Challenges 2024-25 ______________________________________________ 5 Sourcing strategy ____________________________________ 7 Human Rights Due Diligence ____________________________________________________ 7 Sourcing strategy & pricing ____________________________________________________ 11 Production cycle ______________________________________________________________ 15 Factory relations______________________________________________________________ 15 Monitoring activities and sourcing decisions _____________________________________ 16
System for monitoring and remediation ___________ 17 Factories in Vietnam __________________________________________________________ 18 Freedom of association and collective bargaining _________________________________ 19 Reasonable working hours _____________________________________________________ 20 Payment of living wage ________________________________________________________ 20 Gender based discrimination ___________________________________________________ 21 Health and Safety conditions in the factories _____________________________________ 22 Exited Factory in China 2023 ___________________________________________________ 25 Accessory factories in Sweden __________________________________________________ 26
Complaints handling ________________________________ 26
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Training and capacity building _____________________ 26 Activities to inform staff members and Sales Agents ______________________________ 26 Activities to inform manufacturers and Workers __________________________________ 27
Transparency & communication ___________________ 28 Stakeholder engagement___________________________ 29 Stakeholder meetings _________________________________________________________ 29
Corporate Social Responsibility ____________________ 31
Organisational chart Icebug AB is a Sweden based outdoor footwear brand with HQ based in Jonsered, outside of Göteborg in southwest of Sweden. Overall management, product development, sales, product Social Report, Icebug, March 2023 – February 2024 3
logistics and customer service are done from the HQ. We also have two brand stores, one in Gothenburg and one in Stockholm. The value flow Teams follow the Collection work (Assortment, Development and production, Preorder, Sell through and Inventory management (STIM), Growth engine, Sales, Customer relations and Retail, and are also integrated in each other’s work through roundabouts where value flow deliveries are made, and responsibility is handed over between the teams. In the center you see the Management, Work at Icebug, Finance, Tech and Sustainability that is integrated in all of Icebug’s work. The organizational chart is well visible on the office wall.
Icebug also has sales and marketing offices in Germany and USA. The shoe assembly production is made in three assembly factories in Vietnam. The shoe mid- and outsoles are made by one main tier2 suppliers (Yi Sing) and different materials are supplied from many materials suppliers (around 80 active tier 2 material suppliers). Icebug’s sourcing partner and co-owner Vanbestco, Taiwan, supports the sourcing process as well as quality control including chemicals testing. Governance and Accountability for HRDD
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Our owners’ directives clearly state that people in our supply chain are stakeholders whose interests must be factored into company decisions. To make this operational, Icebug’s senior management oversee Responsible Business Conduct (RBC) and HRDD through sustainability reviews and annual strategy sessions. The co-CEOs and the Director of Product oversee progress and risks, ensuring that HRDD is embedded in the company's decision-making processes in all teams. This governance structure means HRDD is not a side project—it’s part of how we run the company.
Summary: Goals, Achievements and Challenges 2024-25 Our latest Brand Performance Check for 2023-24 placed Icebug in Fair Wear’s Leader category— the highest performance tier. That recognition matters to us—not because of the label, but because it shows that the way we work can make a real difference. It means we have strong systems for transparency, risk assessment, and responsible purchasing. We got a benchmark score of 70 points, met 100% of the foundational criteria, disclosed all our production locations, and followed up on 86% of outstanding audit findings. See the BPC for 2023-24 here: https://issuu.com/icebug/docs/bpc-icebug-ab-2024_final?fr=sMDI1NDY5Njg5OTUT . These are achievements we’re proud of because they reflect our core belief: business as a force for good. Even though being in the Leader category reflects our commitment to fair working conditions, it doesn’t mean we’ve reached the finish line. The BPC also showed us where we need to do better. It highlighted four main areas: applying a stronger gender lens, developing a clear strategy for living wages, strengthening social dialogue and grievance mechanisms in the factories, and going deeper with preventive systems beyond corrective actions. These insights shaped our work during 2024. This year, we put a lot of energy into understanding and addressing these challenges. We deepened our Human Rights Due Diligence risk scoping and assessment—both for Vietnam as a country and for each of our factories. By collecting data from Fair Wear’s country profile and other external sources we could map the highest likelihood and consequences of different topics. Based on that we were able to address and be aware of these risks in our four factories. Overtime and living wages stood out as two of the most pressing issues in audits from 2022 and 2023. During 2024, we dug into these topics and found that they are closely linked. To understand the connection and how to bridge the gap between minimum wages and living wages, we
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collected detailed data on wages and overtime and researched how to use the Anker method to calculate living wages for different regions in Vietnam. It’s complex work, but essential if we want to make real progress and has a set goal of providing a living wage for all our workers by 2026. We also focused on gender issues and applied more of a gender lens in our CSR and Fair Wear work. The textile and garment industry is one of Vietnam’s key export sectors, contributing about 20% of the country’s GDP and employing over 3 million workers—75% of them women. Gender responsiveness for all genders is critical if we want a system that promotes equity and safety. Previous audits revealed issues such as lack of lactation rooms, childcare allowances only paid to women, and insufficient accommodations for pregnant workers. These were solved during 2023 and 2024, but we realized that fixing individual problems isn’t enough. So, in February 2024, we brought in staff with gender and sustainability expertise and started collecting gender-specific data to inform future actions. This is about building a system where gender equality is part of everything we do. During the past year, we also strived to get closer engagement from workers’ representatives in the improvement of working conditions during audit follow-ups and factory visits. We met workers’ representatives in all assembly factories during our visits in 2024 and hope to develop those relationships so we can reach the next level of social dialogue between workers and management. It’s important that we don’t tell them how to do this but encourage them to develop their own system that works for them - as an enabler for good communication, equity, and safety. In general, a need for strengthening social dialogue between workers and management remains, including raising awareness about gender-based discrimination. It is also important to keep a low level of extensive overtime (helped by lower order volumes this year) and to make sure that all workers receive a living wage - not just that the factory average meets the benchmark. Finally, we need to continue following up on all eight elements of Fair Wear’s Code of Labour Practices in a structured way, based on updated annual risk assessments.
Looking ahead, our targets for 2025 are clear:
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Launch a living wage project with the help of a living wage expert from FairWear and other relevant parties with a clear timeline hopefully in collaboration with other brands. This will be a top priority for Icebug during 2025, to be able to pay all workers a living wage by 2026.
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Engage in dialogue with factory management of all assembly factories regarding factorylevel training on social dialogue and gender equality in 2025.
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Strengthen monitoring of grievance mechanisms and integrate worker feedback into evaluations.
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Continue reducing overtime risks through responsible purchasing and production planning and expand gender-based data analysis and connect it to the 2025 action plan.
These challenges won’t be solved overnight, but we’re committed to continuous improvement.
“There are many ways to approach why improving labor conditions is so important to Icebug and what we want the company to do. Our vision is to be a changemaker for a society where people can thrive on a planet in balance. That our products are made in a fair and just way is an obvious part of that. On the governance side, our owners’ directives specifically names people involved in our supply chain as stake holders, meaning that their interest always needs to be factored in when running the company. We strive to use our business as a force for good and taking responsibility for the people that we influence is simply the right thing do.” -David Ekelund, co-founder and co-CEO ICEBUG
Sourcing strategy HUMAN RIGHTS DUE DILIGENCE All purchase decisions have some level of risk that needs to be mitigated. Icebug considers and evaluates certain social and environmental risks before every purchase decision. In addition to the sourcing strategy for new assembly factories we also have a special procedure regarding all new materials that are evaluated to consider potential risks. We are also aligned with several certification bodies with labor conditions as part of their scope: Leather Working Group (LWG), Bluesign, Forest Stewardship Council (FSC), B corps and Fair Wear. Social Report, Icebug, March 2023 – February 2024 7
By the end of 2022 Icebug started to follow Fair Wear’s structured Human Rights Due diligence process with the 6 HRDD steps described below. Step 1: Embed HRDD in policy & management systems Step 2: Conducting a scoping exercise, risk assessment and informing workers and suppliers Step 3: Stopping harm, prioritising and implementing prevention and mitigation Step 4: Tracking and validating on progress made in the Implementation and Prevention Programmes Step 5: Publicly reporting on risks and progress Step 6: Provide for or co-operate in remediation
Step 1: Embed HRDD in policy & management systems The Sustainability Manager leads HRDD implementation and updates policies, supported by the Development & Production Team for sourcing decisions. At senior level, the co-CEOs (David Ekelund and Tom Nilsson hold ultimate accountability for HRDD outcomes. This clear line of responsibility ensures that social sustainability is prioritized alongside financial and operational goals.
The already established Responsible Business Conduct policy that describes our commitment to responsible business, how we implement that to prevent and mitigate risks and what we expect all suppliers to follow and support continues to be a cornerstone in how we work. The Responsible Business Conduct Policy (Icebug’s version of an HRDD policy) was approved by Icebug’s top management in December 2023 and has guided our work throughout 2024. As the Vanbestco team and the Icebug Development & Production team are co-in charge of sourcing and follow up on Fair Wear audits they make use of the policy on a daily bases, but of course all employees work in accordance with the RBC policy. The Sustainability manager is responsible for developing and up-dating Fair Wear policies and educating the rest of the organization on the content and the importance of the policy. The RBC policy is a living document and is updated on a yearly basis, Latest version also includes a responsible exit strategy. https://issuu.com/icebug/docs/icebug_responsible_business_conduct_policy_2025
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Step 2: Conducting a scoping exercise, risk assessment and informing workers and suppliers To identify actual and potential harms, Icebug did a Human Rights Due Diligence risk scoping of the supply chain that describes the risks at a country level (Vietnam, Sweden, Taiwan, China and Indonesia for the past year), sector, factory and product level. However, Icebug decided not to move forward with production or sourcing in Taiwan/Indonesia and stop production in China. Therefore, Sweden and Vietnam are the two relevant countries to risk scope. The exercise is updated yearly (or more often when new supplier conditions require an update) by the Development & Production team. It is reviewed by the management and form the basis for our decision making with working conditions as a top priority. Icebug’s main assembly production is made in Vietnam, in three factories, two in the Ho Chi Mihn area and one in Hanoi rural area. The main sources for risk scoping are the Fairwear country report updates 2024, stakeholder meetings with Vietnamese labor organisations in March 2024 and discussions during last year’s factory visits. The full HRDD risk scoping of Icebug’s supply chain for 2024 is available upon request, but our focus areas are summarized as follows: •
Freedom of association and collective bargaining •
Reasonable working hours (overtime)
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Payment of a living wage
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Gender issues such as lack of lactation room, work conditions for pregnant women, inequal payment for parents
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Site specific safety issues as chemicals, safety passage, storage, PPE
Step 3: Stopping harm, prioritising and implementing prevention and mitigation Based on the outcomes of the risk scoping and assessments (step 2 of the HRDD process) Icebug determines a risk profile and prioritise follow up actions. This is done in the Fair Wear work plan on a general level. On a facility level, depending on the factory’s risk profile, Icebug formulates an action plan to implement the corresponding improvement or prevention programmes, including a timeline and capacity estimation. Gender, social dialogue and freedom of association are included in the follow-up actions.
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Step 4: Tracking and validating on progress made in the Implementation and Prevention Programmes The eight elements of Fair Wear’s code of labor practices, with special focus on the identified risks are monitored by: •
Fair Wear audits of Tier one factories (producing Icebug’s labelled goods) – approximately every third year.
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Yearly risk assessment of Icebug suppliers, based on Fair Wear audits, external audits and regular factory visits and sourcing dialogue.
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Special follow up on pilot projects and Fair Wear trainings on various topics.
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The Fair Wear social report summarizes the years’ actions and results.
Step 5: Publicly reporting on risks and progress Icebug is reporting the sustainability performance in the supply chain in the yearly Impact report. The Fair Wear platform, Brand performance check, trainings, stakeholder meetings, audits and Corrective action plans CAPs provide a framework for tracking implementation and validate the progress made. Icebug aims to develop a set of social indicators that will be added to the impact report, where workers and suppliers will play an integral role in monitoring progress against goals.
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Icebug’s annual Impact Report is available on our website, displaying our targets and the yearly sustainability progress, https://www.icebug.com/en-SE/sustainability/icebug-impact-reports. The Brand Performance Check made annually by Fair Wear Foundation is available at https://www.icebug.com/en-SE/sustainability/fair-wear-foundation-reports where the result of our social sustainability performance is shown, including the areas which need improvements. Here you will also find Icebug’s yearly Social Report.
Step 6: Provide for or co-operate in remediation Step 6 focuses on remediation of actual harm. Brands are expected to provide for or cooperate in the remediation of adverse impacts where they have caused or contributed to that adverse impact. When a brand has not caused or contributed to an adverse impact but is still directly linked, it is required to influence its supplier to prevent or mitigate the impact and provide remedy. If a brand identifies a potential harm (e.g. a risk which is not yet an adverse impact), the brand should seek to prevent and mitigate the risk from occurring under Step 3. An example is the gap between minimum wage and a living wage. In this case Icebug seeks collaboration with other stakeholders/brands to influence the supplier so that we can 1) get a common picture of wins for all parties and 2) mitigate the gap by creating an open attitude about labor cost and living wage estimate (without disturbing competition rules). By being actively involved we strive to create real change with the worker’s best interests in mind.
SOURCING STRATEGY & PRICING Icebug buys the ready-made shoes FOB from four assembly factories in Vietnam. The sourcing of materials, key parts as midsoles and outsoles and the quality control of ready products is made in close cooperation with Icebug’s sourcing partner and co-owner Vanbestco, Taiwan. Branded accessories represent a much smaller segment of the business. To minimize sourcing risks and resource requirements, Icebug has decided to limit this offering and prioritize sourcing from lower-risk countries (e.g., a new supplier identified in Spain in 2024). Icebug also decided to exclude
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China based on risk assessment conclusion. Moving forward, the Responsible Business Conduct (RBC) Policy will serve as the primary sourcing guideline, and new business will only be initiated if resources can be realistically allocated based on the risk assessment to monitor the supplier. The sourcing strategy forms the framework for the outsourced supply chain of the Icebug brand. It is the basis for the development of all responsible purchasing practices that are crucial to reach a good level of the elements in Fair Wears Code of Labor Practices (CoLP). The basis for Icebug’s sourcing strategy is long-term cooperation with suppliers where mutual trust is created through a practice of treating each other as equal partners – Icebug doesn’t have supplier contracts with penalties. We collaborate to raise the sustainability level of the supply chain. Since the start of the company in 2001, Icebug’s owners have searched for suppliers sharing the same values as Icebug and that are open to develop and improve. Changing business conditions and product portfolio as well as different rates of organizational development, sometimes leads to changes in which suppliers Icebug works with, but our aim is to always work long term. The latest introduction Icebug had with a new shoe factory was in 2014 (for Fulgentsun we changed the factory from Fulgentsun Cambodia to Fulgentsun Vietnam in 2020 but it’s part of the same company group with same top management). Since 2015 when Icebug started to work with sustainability in a more structured way, we have asked our suppliers to source materials with lower resource use and less negative impact (recycled, biobased, low impact processes, less harmful chemicals, climate smart etc). This field is developing fast and there is a value in the Icebug development working proactively in this part of the sourcing. Being identified as a sustainability leader in the footwear industry, Icebug is nowadays often approached by material innovators. For new materials and processes, the Icebug team frequently nominates suppliers of high sustainability standard. Icebug has been using Follow the footprint since 2021 to track and measure the impact off all the components that needs to assembly the shoe. See Impact report for more info. The social conditions are integrated in the sourcing strategy. Icebug’s former Code of conduct was replaced in March 2023 with the more detailed Responsible Business Conduct policy, see https://www.icebug.com/en-SE/sustainability/fair-wear-foundation-reports that we expect all suppliers to meet. As this is a “living document” its updated annually (updated 2024).
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In the Vanbestco sourcing team 15 persons support Icebug’s sourcing, and their leader is member in Icebug’s Development & Production Team securing regular contact and feedback both ways. In 2024 this team was expanded with a sustainability expert. The team from Taiwan visits the factories regularly to carry out quality controls and check production. In addition, an Icebug-employed sourcing expert and quality controller conducts regular on-site inspections at the factories. The production team in Sweden has frequent exchanges with them. Icebug’s Development & Production Team, responsible for sourcing, has seven members including Designers, Product engineers, material, data and quality specialists and 2025 the team was joined by CSR Lead who is placed in this team to closely follow social sustainability issues and progress of the sourcing. The team has three Asian team members – the sourcing manager and assistant of Vanbestco, an Icebug employed sourcing expert and quality controller. The Development & Production Team leader together with the Preorder Team leader decide which manufacturers will get orders of different styles. The decisions are based on formal criteria such as technical capacity, margins, tooling investment, compliance with labor standards, sustainability, and quality. The price level of Icebug’s products reflects the brand promises: Superior traction, build to last and Business as a force for good. The price category for end costumer is medium to high. We aim to sell at full price and don’t do Black Friday or in-season sales to drive consumption with aggressive pricing. The price reflects the quality of the products and is also part of the strategy, to be able to make durable, high-quality shoes with high sustainability content (durable, low climate impact with high content of recycled and biobased materials that are manufactured in low impact processes from responsibly sourced raw materials). This also includes social responsibility for workers in the supply chain, and the aim to cover living wages for all workers. Further corner stones in the sourcing strategy are: - Having a concentrated supplier base so that Icebug can be an important customer - Avoid dependence of human rights high-risk areas, with a preference for sourcing countries where workers can freely form or join a trade union and bargain collectively - Planning production to avoid causing excessive overtime - Paying prices that allows for paying a living wage A responsible production planning starts with a deep understanding of the supply chain partners’ capacity and respecting lead times. Based on Icebug’s forecast, the supply chain partners provide a Social Report, Icebug, March 2023 – February 2024 13
production plan with allocation of quantity in different periods, with a corresponding order placing plan that Icebug then follows. Icebug has deliberately set up the business model in a way that enables us to spread production over a longer period: No fashion or single season styles or colorways. A high degree of carry over styles that last for many years enable long-term planning and avoiding campaign prices thus keeps the margins up. Safeguarding the value of the products is also a mechanism that enables us to pay correct purchase price – FOB prices paid by Icebug should always allow to pay living wages throughout the supply chain. Product price are reviewed based on cost breakdown.
Suppliers are regularly visited by the Development & Production team before placing the order to understand the setup of the production locations and ensure there are no apparent human rights violations (Icebug regularly conduct the health and safety check for new and repeated factory visit). Some of the details that are up-dated and evaluated on a season to season basis are:
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Quantities per country / supplier / style / season
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The factory capacity and how to plan production to avoid excessive overtime
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Ratio sampling vs. bulk production
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Supplier matrix per product
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Supply chain mapping (partners per supply chain step)
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Internal analysis (key success factors, strategic success position, strengths and weaknesses, key performance indicators)
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External analysis (market trends, industry benchmarks, opportunities and risks)
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Tracking and validation of social progress are included in the sourcing dialogue between member brands and suppliers.
Based upon these parameters Icebug takes decision on whether to place orders, how to prevent and mitigate risks, and what remediation steps may be necessary. Upon the start of a new business relationship (before first order is placed) Icebug needs to gain a basic level of insight into the human rights situation at a potential factory to inform sourcing decisions. As a Fair Wear member Icebug commits to: •
Raise awareness of the workers and the management on human rights.
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Stress the importance of gender-representative social dialogue (with democratically elected worker representatives).
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Assess whether there is an effective operational-level grievance mechanism established through social dialogue with workers.
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Establish the Fair Wear helpline as a safety net.
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If the supplier is in a new country, update the HRDD risk assessment at country level.
PRODUCTION CYCLE The production cycle and planning have so far been based on two seasons per year, Spring/Summer and Fall/Winter. The development starts with factories about 2-4 years before the delivery for the season. The first forecasts are sent to factories 9-10 months before the start of the deliveries for the season. The forecasts are then slightly adjusted on a monthly basis, maintaining a long planning horizon for the factory. Icebug places the orders in a window of 6-9 months before the products are made available to customers. The delivery window for the highest volume season, fall/winter, is spread out over a period of nearly six months, with a good balance of quantity during each month – this is to respect factories’ production capacity, and to best use the space both before and after the peak season. This is supported by the large majority of Icebug’s production volumes being carry over products that are kept in the line and produced for many years. Icebug makes efforts to make clear plans and involve the manufacturer as early as possible to support good manufacturing and agree on capacity and timing, allowing reasonable hours of work and avoiding overtime peaks. Icebug does not produce ad‐hoc or spontaneous customer requests. The sourcing agent Vanbestco and our employee in Asia are also supporting and in close contact with the assembly factories, they have regular dialogue about the sourcing process, sampling process and production planning, so that the production plan will grow in a communication between the manufacturer and Icebug’s Preorder and Development team. Icebug partially nominates materials like outsoles and midsoles. Nevertheless, Icebug always buys ready‐made footwear (FOB) from its three main suppliers.
FACTORY RELATIONS There has been no addition of new assembly factories during 2024.
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When selecting a new assembly factory or other key supplier for Icebug, Icebug look for partners and the following criteria apply: •
Long term strategy matching and aligned business vision
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Quality references and technology processes (membranes, other critical moments)
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Development capabilities
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Openness and organizational support
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Sustainability maturity level: basic sustainability in place or a long way to go? (available external social audit reports, certifications done (FSC, Ökotex, other), climate data)
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Commitment to Code of labor practice, See also above in Sourcing strategy & Pricing As a Fair Wear member Icebug commits to:….)
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Low carbon energy source
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Location – evaluation of country risks and logistics
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Price level
MONITORING ACTIVITIES AND SOURCING DECISIONS Three Fair Wear audits were conducted in Icebug’s assembly factories during 2022: Haksan and Great Process in the Ho Chi Mihn area of Vietnam and Ironsteel in Guangdong, China. As Fulgentsun in the Hanoi rural area in Vietnam was audited by Sumations the precedent year (June 2021 -Jan 2022). For 2024, an audit (35172) was conducted at Fulgentsun by Bureau Veritas. Code of labour Practises were covered, and no finding were highlighted (Employment is freely chosen; Freedom of association ok; No discrimination; No child labour; Reasonable hours of work; Safe & healthy working conditions; Legally binding employment relationship). NO cap was created. Haksans next audit is planned for 2025 and Great process (GTP) is planned for 2026. This means that 100 % of Icebug’s assembly shoe factories were audited within the 3 years requirement interval period. Acessories are sourced elswhere and stands for 5% of Icebugs total FOB. The insoles supplier Wei Sheng, FOB 3,7% has been visited 2 times (latest audit 2023, 35130)
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The overshoe, floor saver supplier Yi sing, 0,95% started production in a new factory by end of 2024 and was visited 2 times. Health and safety check was conducted, and audit was planed for 2025 when factory will be up and running at normal pace. 2 suppliers in Sweden, FOB less than 1%, no detected risk and no audit planned. Visit and factory planned for 2025. The findings of these audits and visits, and the remediation of harm that was done as a follow-up, are described below for each factory where Icebug did assembly in 2024/2025. There was no single finding in any of the factories that made us question whether we shall continue sourcing from them. All the findings in audits and in our visits were of the nature that we can discuss with the management and solve them together, and that will be part of the continuous improvement. The fact that we collaborate with other brands was and is crucial to do the follow up of the audit findings and CAPs for 100 % of the assembly factories during this short time (big thanks to these brands!). The past year we continued the needed CAPs follow up but also focused more on finding root causes and do deeper risk evaluations. Evaluations of new material suppliers (Tier 2, not included in the Fair Wear scope) are regularly ongoing. The selection process is made with clear sustainability criteria regarding material properties and responsible raw material sourcing. Working conditions are often part of sustainable sourcing certifications such as Forest Stewardship council® (FSC) for the natural rubber in outsoles and leather Working Group for leather. However, there is need for clearer criteria of material suppliers’ social conditions. This will be the next level of Icebug’s risk assessment after covering all Tier 1 factories.
System for monitoring and remediation In a coherent monitoring system, the different monitoring activities give understanding of the risks and opportunities within the supply chain. During the last year Icebug has undertaken the following actions to monitor and remediate problems in Icebug’s supply chain:
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In addition to regular visits by Icebug’s employed QC, the HQ part of Icebug’s Development & Production Team has visited the two factories in the Ho Chi Mihn area 4 times during the financial year (March 24, June 24,September 24, November 2024) and also in June 2024, and the factory in Hanoi to follow up the CAPs on site, discuss social dialogue, overtime and living wages. We had factory tours for CAP follow-up and valuable discussions with the factory management and the workers representants at all three factories. We also visited accessory producers Yi Sing in June 24 and November 24 and insole producer in March, November 24, as well as some key material suppliers of Suede leather, outsoles and midsoles. During 2024/25, Icebug met the workers representants of the assembly suppliers and hope to develop a closer engagement with them to strive for a deepened social dialogue between workers and management. We have identified need for training of some manufacturers and their employees about the Code of Labor Practices. We decided to make a training with Haksan for 2025 in cooperation with another customer brand.
FACTORIES IN VIETNAM Icebug has the following Tier 1 suppliers in Vietnam, based on ruling factory list 2024/25: •
Haksan, Assembly factory, Bihn Duong, Ho Chi Mihn area (Collaboration with brand Fond Of)
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Great Process, Assembly factory, Bihn Duong, Ho Chi Mihn area
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Fulgentsun, Assembly factory, rural Hanoi area (Collaboration with brand Salewa)
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Wei Sheng, insole factory, Bihn Duong, Ho Chi Mihn area.
During 2024 Icebug staff including sustainability manager, Designers, Development and production team lead and CEO visited all assembly factories on several ocations. On these visits updated health and safety checklists were made and ongoing conversations with management, union reps and working reps took place. The findings of potential and actual harm by audits (Fulgentsun, 2019 external audit /Great Process Fair Wear audit April 2022 / Haksan Fair Wear audit July 2022) and factory visits for Icebug’s Vietnamese suppliers are well in line with the general risk estimates of Fair Wear country report for Vietnam. Icebug has identified the following risks as most prioritized to follow up in Vietnam in order to raise the level to prevent future harm and to remediate actual harms that will still arise. Social Report, Icebug, March 2023 – February 2024 18
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Freedom of association and collective bargaining
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Reasonable working hours (overtime)
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Payment of a living wage
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Gender based discrimination
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Health and Safety condition in the factories needing regular follow up
Below we describe the prioritized risk areas, the status and root causes that needs to be addressed, first per risk area (element of code of labor practice) and after that per facility. More detailed evaluation of probability and severity of potential harms are described in the risk assessment matrix (in an excel files Factory risk assessments for 2024, accessible upon request), for each factory. For 2025 a HRDD risk scoping and assessment will be launched through Fair Wear platform.
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING The workers knowledge about freedom of association varied (depending on how long the brands had been member of Fair Wear and if they got education, and the spread of knowledge is moving slowly) but all has still substantial improvements to make in this matter. It was interesting to discuss the root cause with Fulgentsun Hanoi where they mentioned that some brands have zero tolerance for negative comments from workers about the facility in social media. The management sense a lack of trust from workers side as it is quite difficult to get workers to post suggestions and feedback, even if the idea box is situated in a place where it’s easier to do this anonymously. They also feel that workers more easily complain in the social media than to bring it up directly with the management. Other management concerns in other Vietnam facilities are that too much social dialogue would raise workers expectations to such degree that there would be risk for more strikes. The Vietnamese legislation about social dialogue is also complex and we needed guidance from Fair Wear country manager to find correct answers for some legal requirements. During last year Icebug has met the workers’ representatives of all assembly factories, however they often only speak Vietnamese or limited English so it’s difficult to get a discussion with them that is not “controlled” by the management.
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As a summary, the social dialogue, engagement from workers and effective grievance mechanism still needs improvement in all factories. We did not find any direct harm to workers but believe that the risk for potential harm is still medium in general, and there is a need for more education of both management and workers. More training together with the Fair Wear team has been identified for 2025 to elevate the discussion / improvement with the right tone.
REASONABLE WORKING HOURS During 2024, Icebug did follow the monthly overtime reports for all tier 1 suppliers. The result show that all three Vietnamese assembly factories and the insole producer Wei Sheng have reasonable working hours during this period with still unbalanced level during peak season. However, the past year 2023, 2024 the facilities did not report excessive overtime, thanks to production planning but also due to the lower order volumes where they needed to cut down on production lines. The factory managements told that some workers want to work more overtime to earn more. One factory was even afraid to lose workers to neighbour factories where workers knew they could get more overtime. In addition to sourcing practices and production planning, the excessive overtime issue is also clearly connected to the wage issue: if the factory pays a living wage or higher there will probably be less demand from workers for working overtime. As a summary there is a moderate risk of excessive overtime at present, however this can change fast with rising demand, so in addition to continued good purchase planning, the issue needs to continue to be regularly followed up with the suppliers.
PAYMENT OF LIVING WAGE The difference between a minimum wage and a living wage is the minimum wage is set by the government as the lowest wage a company is allowed by law to pay their workers, and the living wage is a wage that reflects the actual cost of living in a specific area. Regarding the living wage, Icebug’s target is that all workers in all our Tier1 factories (not only the average) shall get paid at least the living wage referred to by the Anker method by 2026 https://www.globallivingwage.org./countries/vietnam. The shoe assembly factories’ (representing 95 % of Icebug FOB) average wages were found to be at a fairly decent level. Fulgensun had average wages of 116% over Anker and they stand for 11.16% of icebugs FOB, GTP had an average of 91% of Anker wages and stand for 64.8% of Icebugs total FOB, Haksan had Social Report, Icebug, March 2023 – February 2024 20
86% in average of the average Anker wages and stand for 17.35% of Icebug’s total FOB. We aim to verify if
region 1 is the correct Anker reference (as factories are located in Bihn Duong province which should have lower cost of living than neighbouring Ho Chi Minh City) and to raise the wages up to living wage level or find a way for Icebug and other brands to pay our share of living wages. There was an expected salary raise in minimum wages this summer 2024 when government were supposed to increase the wage by 6%, and several factories had reported on the plans to do the same increase. However this was never applied as there was a government shift in Vietnam. As soon as we get a robust local cost reference, we will also verify the correct Anker reference for living wage for the area where our factories are situated and see how big the gap will be to pay a living wage to all workers. This target is now set for 2026 where the plan is to launch a living wage project and include a living wage expert from FairWear. As a summary there is a clear risk of workers in Vietnam inc. Icebug’s facilities being paid less than a living wage, leading to a stressful situation for these families. Living wages will continue to be the first priority to address for Icebug and the goal is to have this done in 2026. It has proven more complex than we thought to get a full overview, but we need to establish a clear plan and speed up action to at least make sure to pay our fair share of a living wage where there is a gap.
GENDER BASED DISCRIMINATION Gender responsiveness for all genders is essential in the garment and footwear industry as we want to contribute to a more sustainable system that promotes equity and safety. Even though most of the workers are women, this gender often faces specific and systematic challenges such as gender-based discrimination. In our audits of our factories from 2022/23 regarding gender-based discrimination there were findings that was all solved during the years 2023 and 2024. This included lack of lactation room, childcare allowance only paid to women, and pregnant women did not get easier tasks or shorter work hours as required by law. Even though these topics were solved, we learned that Icebug needed to apply more of a gender lens in all of our systems. Therefore in February 2024 we included staff that has sustainability and gender education in questions on the topic of gender. Its important to keep vigilant that the managements Social Report, Icebug, March 2023 – February 2024 21
are aware of the importance of gender equality and willing to do trainings and raise awareness among management staff and workers. There was a lack of understanding of some issues from some managements, leading to interesting discussions and exposing a need for training about gender conditions as part of the social dialogue. There is a risk of potential harm and we should contribute to lower that risk by training.
HEALTH AND SAFETY CONDITIONS IN THE FACTORIES The findings regarding safe and healthy working conditions – concerning chemicals handling and smell of glue at workplaces, better ergonomics for both standing and sitting worker etc. have all been solved during 2023, with the exception of difficulties to provide short breaks in one of the factories. There is however a constant risk for new harms, however much lower with a higher awareness and good routines in place. These health and safety issues need regular reminders and good routines from staff and workers, and from the brands to do regular health and safety checks during visits. For 2024, we implemented to make factory tour and health and safety check control during every visit of Icebug’s team member. For 2 of the assembly facilities regular follow up has also been done together with other Fair Wear brands, which makes it easier to keep up a good level. There is in general a constant low risk for harm (as the assembly factories take health and safety seriously), but if these harms arise they can have severe consequences, so the regular follow up and training of staff is crucial. For 2025, Icebug will strengthen the routine to use the platform for CAP follow up or a health and safety check.
Assembly factory Great Process, GTP, Binh Duong GTP represents 65% of Icebug’s FOB and is the most prioritized factory as long-term partner, and also the only that is not supplying other Fair Wear member brands. The estimated leverage in GTP is 19 %. We did continued CAP follow up of remaining findings and had several discussions with factory management about how to increase the social dialogue and do trainings. All practical findings in the factory were eventually solved, except for the finding that Short breaks are not provided as required by laws and regulated in factory's labor regulations. In addition to this, there are concerns from the management making it difficult to reach the next level of social dialogue. The Fair Wear audit in April 2022 showed that GTP average salary was 1o0 % of the Anker living wage (315 USD per month). Comparing January 2024 wages with the updated Anker reference 2023 showed that GTP average salary is now 91 % of the Anker reference. Employees received a new wage increase in July 2024. Social Report, Icebug, March 2023 – February 2024 22
Icebug visited GTP in June and November 2023 and in March 2024. There has been a challenge to reduce excessive overtime. In 2024 production increased and the overtime has been considered well planed in accordance to this, with good forecasting in advance. However, when the factory has taken on more production it impacts the total overtime hour. A monthly follow up is in plan to stay within reasonable limits. A concern that remains is to improve the social dialogue between workers and management. Icebug have repeatedly proposed to do a work place training in social dialogue. The management in the factory has turned down Fair Wear trainings and Icebug are currently in dialogue with management to find and propose other alternatives. Break time is within the limits of Vietnamese law, however we suggest that they also implement short breaks during the workday which the management also has refused as this will disturb the production. Icebug will need to show clear examples of other shoe factories where this has been done in a manageable way.
Wei Jie, GTP outsourcing - stitching uppers tier 2, Ho Chi Mihn area For 2024, GTP has been using a tier 2 Wei Jie for production of uppers to Icebug and Icebug decided to include them in the Fair Wear platform for close monitoring. Wei Jie has been informed about Fair Wear Code of labor practice and posted the Fair Wear worker sheet on the wall. Several visits with health and safety check were performed. In the first GTP Health and Safety check they found need for improvements regarding emergency lights, emergency exits, standing work ergonomics. All findings were efficiently improved and reported with pictures. In October 2024, building renovation was made after inspection and some mold found on the wall and inner roof. We also started to monitor salary and overtime for this supplier.
Haksan (Viina), Ho Chi Mihn area Icebug buys 17 % of our FOB from Haksan and have an estimated leverage of 5 %. A living wage pilot project have been started in collaboration between 4-5 brands sourcing from this factory and we presented a possible project plan to the Haksan management and sustainability team in Icebugs visit in March 2024. Despite of this, the situation is still rather the same with an average wage at 86% of Anker re. 2024. Long term relation is still good and we will continue to work both on wage and monitoring of overtime during 2025. Like GTP, the production of Icebug shoes was well balanced and planned in due time, However the bottle neck of seasonal production pushed the factory to do overtime on several months and the overtime level needs to be carefully monitored.
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Fulgentsun, Hanoi region (rural area) Icebug bought 11 % of its FOB from Fulgentsun in 2024/2025 and has an estimated leverage of 1 %. Latest external social audit by Sumations was conducted September 2021 to April 2022. It was initiated by Salewa/Jack Wolfskin (also Fair Wear member brands). In august 2024 Icebug visited Fulgentsun Hanoi (Icebug’s site is 35172 Fulgentsun). All practical findings in the factory have been solved efficiently. The main topic found in 2023 was how to create trust between the management and workers to get a more engaged social dialogue, and to achieve payment of living wage to all the workers. During 2024 FGS made effort to find better social dialogue channels for communication. Even if their average wage was clearly above the living wage reference in last audit, Fulgentsun management is interested in the living wage project. Icebug’s review of salary level early 2025 shows that Fulgentsun is paying above living wage for all workers, the average wage was 116 % referring to the Anker living wage reference 2024. Last salary increase was made mid 2024.
Wei Sheng insole producer, Ho Chi Mihn area The insoles production last year represents 4 % of Icebug’s total FOB with leverage 0,1 %. An external social audit was done by Intertek in August 2023, resulting in overall facility score 90 % which is regarded as good (average country score 83%). All Health and safety findings were solved efficiently and other main findings were excessive overtime, which needs regular follow-up. Intertek found the average wage level to be high 11,1 mill. VND, however in the visit in March 24 Icebug was told it is 8 mill VND so we need to look closer at this and compare it with the Anker living wage. Icebug visited Wei Sheng in March 2024 and did a Health and Safety check with satisfying result. The manager informed us that the overtime is at present within the regulated hours (max. 12 h per week and 30 h OT per month), however workers would prefer more overtime.
Yi Sing midsole and outsole producer, Ho Chi Mihn area Yi Sing is a new facility of the Yi Chang group, established during 2023 fiscal year. During the start 2023/24 Yi Sing was a Tier 2 supplier (not in the Fair Wear factory list) of midsoles and outsoles and in 2024/25 the Overshoe/Floor saver branded accessory will be produced by Yi Sing. This is a small part of Icebug’s business representing approximately 1% of Icebugs total FOB. Social Report, Icebug, March 2023 – February 2024 24
Icebug visited Yi Sing in March and November 2024 and did a health and safety assessment with overall satisfying result. The average wage is app. 8 mill VND and lowest paid worker 6 mill VND, which we will follow up closer regarding living wages.
EXITED FACTORY IN CHINA 2023 Icebug has identified that China represents a general human rights risk that is too high to motivate to seek Chinese suppliers. Regarding risks of FOA, excessive overtime, wages below minimum, health and safety issues and gender-based discrimination is assed to be acceptable according to Fair Wear Country profile, however the country risk of forced labor must be specially considered when producing in China. The Fair Wear Webinar in January 2024 about the specific risk of Uyghur and minority Forced Labor in China focused on how widespread this problem is and how difficult it can be to discover. Icebug had a small production of 500 Pocket gaiters (accessories) in China, produced by: Fujian Sunshine Ltd. - Pocket Gaiter accessory, Fujian, China was outsourcing production for Fulgentsun Vietnam (FGS). FGS China has same owner as FGS Vietnam and also has other Fair Wear members as customers. The Gaiters represented 0,05 % of total FOB with leverage 0,03%. When Icebug’s Fair Wear responsible person became aware of this outsourcing there were already orders made for 2024/25, and we moved all further pocket gaiter production to Fulgentsun Vietnam for FW25. We did not follow a responsible exit strategy as the FOB was so extremely low and it was a win win situation for the factory and Icebug to move the production to Vietnam. However, it would have been better if we had a responsible business exit in place. We have since updated the Responsible Business Conduct Policy (RBC Policy) with a responsible exit strategy. It describes the process of risk assessment, preventing and stopping harm, tracking and validating the progress and the reporting in risks and progress. The Responsible Business Conduct Policy, gives our suppliers and partners an overview of what we demand and expect from them as well as a clear overview of the process would look like if we exited the factory. See the RBC Policy here: https://issuu.com/icebug/docs/icebug_responsible_business_conduct_policy_2025
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ACCESSORY FACTORIES IN SWEDEN Except for Vietnam, accessories were purchased from Two Swedish suppliers during 2024/25:
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Cansocks AB: Branded socks since 2021/22 (less than 1% of FOB, 2 % leverage).
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Smellwell AB: Branded Shoe care products for web shop sale.
Further information about these suppliers will follow in next social report as we have a visit planned for 2025. Sweden have been assessed to have very low risks in general and therefore we have not been to visit them yet.
Complaints handling Icebug maintains a clear system for remediation: if harm occurs, we act fast—either directly or by influencing suppliers. During 2024/25, no grievances were reported via the Fair Wear helpline or Icebug’s own channels. Still, we keep the mechanism visible in all factories and train staff to respond promptly if a complaint arises. Our RBC policy includes a step-by-step remediation process, from root cause analysis to corrective action and follow-up.
To make sure workers at Icebug’s suppliers are aware of the Fair Wear complaint mechanism, we have asked the factories to put up information sheet about Fair Wear well visible to the workers. There is a Fair Wear contact phone number, encouraging to report any complaint and with promise to treat it confidentially: “Fair Wear will always treat your complaint confidentially”. It’s crucial to appoint clear responsibility for handling complaints as it will always be urgent to solve. Icebug have appointed two persons who can deal with complaints and make sure someone is available also during holidays.
Training and capacity building ACTIVITIES TO INFORM STAFF MEMBERS AND SALES AGENTS The following activities were undertaken to inform and train the Icebug staff, in HQ Sweden and at sales offices in Germany and US, about Fair Wear membership:
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Presentations of Fair Wear code of labor practice and planned activities at Sales kick off meetings for SS25 (May 2024) and SS26 (May25) •
Fair Wear and working conditions in supply chain are included in Icebug’s sustainability base education, for all employees annually, and in sustainability team workshops, 240315.
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Presentation of Fair Wear membership is communicated in look books and sales material since seasons SS25 to all sales reps. Every six months there are sales meetings that includes the topic of Fair Wear.
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Presentations of details in the Responsible Business Conduct Policy for Vanbestco (VBC) team in Taiwan November 2023, plan to present the modified RBC Policy to them in 2025-26.
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Icebug training Fair Wear Onboarding process, 240308, Onboarding process with sourcing agent at Vanbesco (VBC), relevant sourcing teams of Icebug including web shop product and accessories where we needed higher awareness about the requirements for even small volumes of branded products.
ACTIVITIES TO INFORM MANUFACTURERS AND WORKERS Icebug has met workers’ representants and Union representatives when doing the factory visits at each assembly factory, and at Wei Sheng insole supplier during 2024. In the meetings we presented the Responsible Business Conduct Policy in detail and what we expect from the suppliers, and what they can expect from us. In all factory visits we checked that the workers sheet, with the eight elements of the code of labor practice, was still posted in a visible way. Some places it had become sun bleached and the factory replaced it with a new workers sheet. Icebug has not arranged any specific training at facilities during 2024 but has planned to do a social dialogue training at Haksan in 2025. We have repeatedly proposed different levels of social dialogue training with one assembly factory but without success so far, even when Icebug offered to pay the training. We will continue to promote this essential topic.
Information management Social Report, Icebug, March 2023 – February 2024 27
Icebug keeps track of progress on the implementation of the Code of Labor practices by following up on social indicators and report yearly progress about these in Icebug’s sustainability impact report. From 2023 we also had the idea to do so via the Follow the Footprint QR code where we display all suppliers under “Product journey” https://Icebug.com/footprints. Initially for assembly factories and then for material suppliers (Tier 2) and raw material suppliers (Tier 3) to add some social indicators like for example: Supplier level, display some of them in Follow the footprint product journey: •
Average wage, % of the relevant living wage for that area (above 100 % is acceptable).
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% of workers that get on or above living wage level (should be 100 %).
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% of woman workers
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% of workers that got training in Code of labor practices
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Complies to X of 8 CoLP practices (1-8), confirmed by Fair Wear audit/external social audit
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If not compliance, areas to improve: name relevant issue of 1-8 in CoLP
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Latest Fair Wear audit/external social audit of the factory: YYMMDD
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Has democratically elected worker representatives in Union and CBA
During 2024, we had to pause this idea and instead did follow the new product passport demand from the EU regulation coming. This means a rethink needed for 2025 including some new tech to be sourced.
Transparency & communication Icebug discloses 100% of production locations internally through Fair Wear's information management system and 100% of production locations externally on Fair Wear's transparency portal. This report, which we have chosen to call social sustainability report, is sometimes called or referred to as HRDD report depending on the company and primarily focus on social sustainability. The impact report on the other hand focuses on the environmental impact and overall sustainability targets, action and progress. These reports are a way for us to be transparent and show how we
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actively work with fair working conditions and sustainability as well as prevent green washing as environmental and social sustainability are closely linked. Fair Wear is mentioned on Icebug’s web page Fair Wear and to commit to Code of labor practices is also an important part of “Brand promises” https://Icebug.com/sustainability/our-promise#wages We don’t always mention Fair Wear by name, but fair working conditions is one of the recurring themes of our brand communication. We sometimes posts in social media on our engagement in Fair Wear. Our Instagram and Linkedin channels have approximately 50.000 followers and the Facebook account has approximately 44.000 followers. Icebug also has a newsletter with approximately 60.000 subscribers.
Stakeholder engagement Beyond factory-level work, Icebug engages in policy discussions to create enabling environments for fair labor. In 2024, we contributed insights to Fair Wear webinars on living wages and social dialogue, and shared feedback on draft guidance for responsible purchasing practices. Our intent is simple: advocate for systemic changes that make fair wages and safe conditions the norm, not the exception. Outcomes include better alignment between Fair Wear’s country guidance and local realities in Vietnam, and stronger collaboration among brands on wage projects.
Icebug has increasingly started to address the views of stakeholders and what impact the company’s activity has on different stakeholders. The directive from the owners clearly points out nature and society as stakeholders prioritized over the shareholders, specifically mentioned stakeholders are also employees and suppliers. It is understood that employees of suppliers is also an important stakeholder, direct and as a part of society https://Icebug.com/explore-Icebug/owner-s-directives
STAKEHOLDER MEETINGS During the year Icebug has sought deeper knowledge about relevant labor conditions through input from various stakeholders, like Fair Wear meetings on specific topics, other brands both Fair Wear members and non-members sourcing in “our” factories. We approached labor experts in NGO and research organizations in Vietnam. We often seek collaboration to share experience and develop.
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We use the Fair Wear stakeholder resources such as country studies to do the HRDD risk scoping and to generally get better knowledge on labor conditions in different countries. The Fair Wear Webinars and learnings in FW platform. In March 2024 Icebug’s sustainability manager met Fair Wears Vietnam country manager Duong Thi Viet Anh in Hanoi and by her recommendation she also met with labor expert Ann Dinh at the Center for Development and Integration (CDI Vietnam), and researcher Do Quynh Chi from Research Center for Employment Relations (ERC), all in Hanoi. The meetings gave valuable insights: •
Fair Wear gave detailed answers about the Vietnam legislation laws regarding CAP findings where the local union did not give clear answers, and the same questions kept coming back in the CAP follow up meetings without clear direction: regulated short breaks and the requirements about workers representation in the social dialogue with the employer.
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CDI, in collaboration with ERC, is conducting research to gain a better understanding of human rights due diligence in the apparel sector in Vietnam. For this research, they conducted in-depth interview with Icebug as a brand sourcing from Viet Nam. •
The ERC researcher is expert of Anker living wage calculation methodology that has been part of ongoing revising of the Anker references in Vietnam. She gave her view on a proposed BSCI estimate for Bihn Duong that she found clearly too low, and offer to explain ERCs living wage tool kit for Icebug and other fellow brands, to make a Binh Duong estimate.
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Both CDI and ERC offers social trainings to workers and managements, that we consider.
Icebug engages with several stakeholder groups both in Europe and in production countries to raise various key topics/concerns through stakeholder engagement. Icebug is member of Forest Stewardship Council, FSC Sweden – a certification of sustainable forestry that has labor condition requirements in the standard and will affect the labor conditions in the supply chain of FSC certified materials that we use (so far Icebug has certified natural rubber and carton). Social issues are a big part of the holistic sustainability B corps certification where Icebug was approved as a B corps in 2022(and still is 2024), see https://www.bcorporation.net/en-us/find-a-bcorp/company/Icebug-ab/. Icebug is also a member of 1% for the Planet, a global movement where businesses commit to donating at least one percent of annual sales—not profit—to environmental and social causes. This commitment applies regardless of financial performance,
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ensuring that we always contribute to positive change. In 2024, our donations supported various organizations and the three that has a direct impact on inclusion includes: Inclusive Business Sweden, which promotes inclusive and circular business models, Hej Främling!, an NGO fostering social integration and well-being for newcomers in Sweden and Build Up Nepal, which empowers local communities to construct climate-smart, earthquake-resistant homes using sustainable materials. Through 1% for the planet partnership, we aim to create impact that goes beyond our own supply chain and contributes to a fairer, more resilient society.
Corporate Social Responsibility Icebug is working with CSR in different ways, however our main focus lies with the directives provided by Fair Wear. Apart from the efforts in the factories we focus on inclusive business choices in the supply chain and CSR at our headquarters and in our Brand stores. Inclusive business in the supply chain: Icebug initiated a sourcing project with Inclusive business Sweden and FSC international, aiming at enabling small rubber farmer cooperatives in Thailand to connect their supply of FSC certified rubber with the demand side in the footwear industry. The FSC certification includes social working conditions and the project aims to enforce the farmers to stay independent compared to working for big rubberƒ plantations. Wellness Hours (Friskvårdstimmar) at Icebug At Icebug, employee well-being is a priority. We offer Friskvårdstimmar, which translates to wellness hours, three times a week. These dedicated hours allow our team to exercise or engage in health-promoting activities during work time. This initiative reflects our belief that a healthy lifestyle supports both personal well-being and sustainable performance. By integrating wellness into the workday, we aim to create a workplace where balance and health are part of everyday life. https://www.icebug.com/en-SE/explore-icebug/wellness-time-at-icebug
Inner development Goals: During 2024 we continued with the so-called Inner development goals for and how our inner development that can help us act more aligned with what will be required to face/solve the sustainability challenges of our time. https://www.icebug.com/en-SE/exploreicebug/inner-development-at-icebug
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Social Report, Icebug, March 2023 – February 2024 32