The Running Responsibly Program

We, the people who make Brooks go, are active. We treasure and thrive in the outdoors and enjoy spending time in our local communities. We know what really matters: the long-term well-being of people, the planet, and our role in nurturing both.

The Brooks Running Responsibly Program is our strategic and holistic Corporate Responsibility platform, which measures sustainability through five pillars; community, fair labor, product design and materials, manufacturing, and our footprint. This program is led by our Corporate Responsibility team, which engages with all levels of the organization to manage our environmental and social issues. Corporate Responsibility isn't an isolated program on the shoulders of a few, it's a way of thinking and acting that infuses all we do, at every level. The Brooks culture is more than words on a page—it's those words put into action every day and it's built on a platform of personal empowerment and accountability. We expect employees to own this brand, and that includes stewarding the environment and local communities in their daily behaviors.

Working toward sustainability is a journey, and while we've taken a number of important steps, we are acutely aware that we've only just begun. For us, there is no finish line. We're continually looking to evolve our Running Responsibly strategic approach to ensure alignment with key social and environmental issues. We invite the running community to send comments, questions and suggestions to:



Run Happy may be our motto, but it could just as easily be Live Healthy. So when we see people and organizations that encourage a healthy, active lifestyle in their communities, we like to give them a leg up.




The greatest thing about a great coach is that their greatness doesn't stop when the race is finished.

Their greatness inspires their athletes, affects their communities and motivates their peers. Each year we reward one outstanding cross country or track and field coach through the Brooks Inspiring Coaches Program.


Fair Labor

Our goal is to treat all employees and partners fairly and with respect. We are continually seeking methods to improve workplace conditions, worker well-being, and to strengthen supplier partnerships.

We have been working over the last twelve years to better understand our impacts and improve workplace conditions in our footwear, apparel, and accessories supply chains. Our strategy and approach to managing our Fair Labor programs has evolved beyond ‘check the box’ audits and monitoring. We know that effective management systems and strong root cause analysis are key elements towards achieving sustainable progress in our supply chain. As such, our goal is to empower our contract factories to take ownership of their compliance programs through training, capacity building, and strong internal compliance systems. We also recognize that our purchasing practices and product decisions can sometimes have an adverse impact on our supply chain. In these cases we partner with our suppliers and internal teams to implement innovative solutions to address the non-compliance.

Partnering with the right factories continues to be an important element of our strategy. We set the bar high for potential suppliers, aspiring to partner with premium factories that share our values and commitment to a fair, safe, and healthy workplace. We endeavor to build mutually beneficial partnerships with our contract factories to improve performance, create long lasting relationships, and build best-in-class running products.





We work with a small number of factories, which allows us to maintain close relationships built on honesty, transparency, and accountability We continue to refine our methods, tools, and policies to ensure fair and safe workplace conditions in our global supply chain. We strive to achieve sustainable progress within our supply chain through manager/worker empowerment, and stronger human resource management systems. Learn more about our rules and guidelines which support integrating fair labor practices into our global supply chain.


We work with a small number of independent contract factories, allowing us to maintain close and direct relationships built on honesty, transparency, and accountability.


Sourced Countries

We do not own any of our factories, thus all production is outsourced to independently owned facilities. Overall, we work with 25 contract factories that manufacture our products in ten different countries.

In 2015, the current sourced countries by region are:

  • Asia: China, Vietnam, Philippines, Sri Lanka, Malaysia, Taiwan

  • EMEA: Israel, Jordan

  • Americas: El Salvador, U.S.A.

Sourcing Strategy

In our efforts to establish solid, long-term, and mutually beneficial partnerships, we have created rigorous standards to help find factories that share similar values and principles as Brooks.  The Corporate Responsibility team collaborates with Sourcing and Operations on all supplier approvals, ensuring that each partner meets our fair labor standards prior to establishing a business relationship. We visit the factory, observe its facilities, and conduct a third-party social compliance assessment to approve the manufacturer prior to production of even one Brooks shoe or apparel item. The Corporate Responsibility team has the ability to reject any potential supplier if a factory does not meet our standards. We then work with our Sourcing team to find better business partners that are aligned with our commitment to legal, fair and safe workplaces. In some cases we will approve a factory that has highly fixable issues where we will align on a timeline to address the issues, and then re-check for improvements via a third-party audit. After a supplier is approved by the Corporate Responsibility team, the Sourcing and Operations teams are given the green light to begin placing orders with the factory.

Strategic Factory Partnerships

We endeavor to build mutually beneficial partnerships with our contract factories to improve performance and create long lasting relationships. As a result of our efforts the average number of years of sourcing with our contract factories is longer than six years.


To advance fair labor in our supply chain, we continue to refine our methods, tools, and techniques to monitor our contract factories and promote compliance to our Code of Conduct standards. We are also working cross-functionally across the organization on process and policy alignment, and are taking steps towards rewarding good performance.

In 2014, 72% of contract factories rated Partner or better, compared to 59% at the end of 2010.














Learn more about how we are addressing excessive working hours across our supply chain.

















In 2014, 100% of footwear and apparel contract manufacturers were introduced to the Higg Index Facilities Social Module


Our products are made in many different countries around the world, some of which have a high risk for labor violations. For this reason, after a factory passes a third-party assessment it is monitored continuously and measured against industry standards and the Brooks Code of Conduct to ensure they meet our values and business standards.

Factories are monitored via third-party assessments according to their risk levels. For example, a supplier that lacks sufficient management systems in health & safety, labor, and human resources will be monitored at least on an annual basis. Those suppliers that have established solid management systems and are in low risk countries are monitored less frequently, generally every other year. Suppliers in high-risk countries are monitored at least once a year, in some cases several times per year.

Factory Ratings

Our factory rating system reflects our approach in monitoring supplier's compliance to our standards, with the ultimate goal of reaching our Supplier Leadership rating category where our factories have greater ownership over their fair labor programs. At a minimum a factory must achieve a Partner Supplier (Yellow or above) to continue manufacturing Brooks products.

Remediation & Continuous Improvement

Our continuous improvement philosophy is aimed at creating systems that will not only correct the issues found, but   will prevent them from occurring in the future. When assessing our factories, we track the results to recognize patterns and systematic failures with the goal of better understanding the issues and being able to direct our efforts to help those who need it most.

Should issues arise in our supply chain, our first course of action is to partner with factory management and workers to determine root causes and devise a continuous improvement plan.  We encourage management to take a holistic approach of not only addressing the issues, but also putting systems, policies, and procedures in place to prevent issues from reoccurring. For factories that lack the skills, tools, and knowledge to address the issues, we engage with factory management through training and capacity building.

Working Hours

In factories where Brooks has dedicated production lines we recognize that our purchasing practices, especially during peak periods, can have a negative impact on factory working hours.  We are continuing to work cross-functionally within the organization to implement innovative solutions to address footwear capacity planning.

Balanced Scorecard

Measuring fair labor performance at our contract footwear factories provides an opportunity to create a dialogue around the root cause of compliance gaps and consider opportunities to close them through systems and process improvement. We utilize the Footwear Balanced Scorecard as the platform for dialogue, feeding key outputs from the third-party assessments and the remediation process to discuss performance and continuous improvement. To ensure alignment, Brooks' departmental leaders in Costing, Development, Sourcing, Commercialization, Quality, and Corporate Responsibility meet with factory leadership to conduct a quarterly business review of successes and opportunities for performance improvement in each functional area, for both Brooks and the factory. The factory also completes a reverse scorecard for Brooks' departments on key indicators, ensuring a robust two-way dialogue for our own internal improvement.

Rewarding Good Performance

We are taking concrete steps towards rewarding factories that are doing well and meeting our standards. Once a factory is approved for production, we continue monitoring it and rate them each year on their fair labor performance through the third-party audit process. This score is then fed to the Footwear Balanced Scorecard which includes scores from other business departments on quality, delivery, innovation, and environmental performance. The footwear sourcing managers then use this score to decide how many orders the factory will receive in future seasons. As for apparel, this process is in the works so stay tuned.

Poor Performance

Our sourcing strategy is based on forming long-term partnerships with premium suppliers. We work to empower factory management to treat workers well and maintain a safe and healthy workplace. If, however, we find they are not meeting our standards, we do not hesitate to take action. A letter is sent to factory management asking for their commitment in fixing all non-compliance issues. Depending on the issues found, we try to be a good partner by offering training opportunities to help factory management address the problem and put systems in place to prevent it from reoccurring. However, if a factory fails to make progress over a specified period of time, we terminate the business relationship. If we find very serious issues at a factory, such as critical safety or human rights issue, we may immediately end our business relationship.

Higg Index Facilities Social Module

The Higg Index Facilities Social Module is a self-assessment tool that provides a standardized measurement of social impacts across the apparel and footwear industry. The tool offers clear guidance on social impacts in manufacturing, and provides a resource to our contract factories to identify improvement opportunities to help them to own and continuously improve their labor management performance. Although our requirement is an annual update of the Facilities Social Module, our expectation is that contract factories use this tool on an ongoing basis throughout the year to help improve performance.

Brooks' adoption of the Higg Index Facilities Module supports the wider footwear and apparel industry in creating a common language for discussion and action on social responsibility and environmental sustainability that in turn will reduce the assessment and audit burden currently affecting factories across the industry.

Tier 2 Engagement

In 2014 we risk-mapped our entire Tier 2 materials supply chain, and identified the top 30 suppliers and subcontractors to focus on. We began taking steps to introduce them to our program, including site visits and self-assessments to measure compliance to our standards.



As part of our continuous efforts to achieve sustainable progress within our supply chain, we have initiated a series of training and capacity building programs aimed at strengthening human resource management systems and improving worker well-being. The intent is to build a framework for lasting improvements in workplace conditions by empowering managers and workers to take an active role in managing their compliance programs.

Learn more about our Labor Link


Learn more about HERproject


Learn more about Women in Factories Program

Labor Link

Using Labor Link mobile phone technology, we established an anonymous mobile communication channel with over 2,700 workers in our footwear supply chain on key topics including working hours, health & safety, and worker-management communication. Baseline and follow-up surveys found that many workers desired more educational and advancement opportunities, also that workers' relationship with their supervisors is a key driver of job satisfaction. As a result, we initiated HERproject and Women in Factories Program at these factories. We are also using this data to build focused training programs to enhance relationships between line supervisors and workers.


Partnering with Business for Social Responsibility (BSR), local partners and suppliers on HERproject has enabled us to advance the health and well-being of over 1,200 workers in our supply chain. HERproject workplace programs strive to improve awareness and behavior related to general and reproductive health, to challenge harmful taboos, to promote preventive care, and to increase access to critical health products and services.

In each factory, a group of women is selected as peer health educators, and are provided with a series of trainings that take place at work during working hours. The topics covered include healthy eating, family planning, HIV/AIDS prevention and management, avoiding malaria and dengue fever, maternal health, personal hygiene, reproductive cancers, menstruation, and prevention of sexually transmitted diseases. The coaches are then responsible for training the other women workers in the factory. In addition to helping spread information efficiently, the peer-to-peer model also creates significant empowerment benefits for the women serving as peer educators.

In 2014 we kicked off a pilot of HERproject in China, which was fully funded by Brooks. We plan to expand the program to Vietnam in 2015.

BSR Women in Factories China Program

Partnering with BSR, our largest contract footwear factory was chosen to participate in the Women in Factories China Program. This free training program, sponsored by the Wal-Mart Foundation, integrates work and life skills training into existing new hire orientation and provides advanced training to women identified as potential leaders. This investment in women workers provides opportunities for them to express their potential and grow their careers, equipping them with the knowledge, tools, and confidence they need to succeed in the workplace and at home. The program also helps builds the capacity of factory human resource departments and teaches factory managers how to permanently sustain and replicate the program, benefiting both men and women at the factory.

By the end of 2014, 4,431 people had completed the baseline as well as the foundational training. The factory continues to provide the foundational training through new hire orientation, ensuring their entire workforce benefits from the training. In addition, 100 high-potential women are receiving advanced training through the program in 2015, which includes public speaking, maintaining health, parenting, financial planning, building confidence, stress-management, and leadership.

Supplier Trainings

Throughout the last ten years we've hosted numerous supplier summits and trainings where we've helped our contract factories build capacity in the management of labor issues, and better understand health & safety, project management, and grievance mechanisms, among other issues. These trainings aim to create an environment where our factories actively engage and learn from each other which has helped us build trust and transparency at a high level with our core factories. The trainings typically take place in Asia in the native language of factory management.

Supplier Leadership

Our long term vision is for self-governance: where our suppliers are empowered to maintain and take full ownership of their compliance programs. To back this vision, we are taking steps to support factory leadership in:

  • Creating strong and proactive management systems

  • Building their capacity to engage stakeholders

  • Investing in and empowering their workforce

  • Investing in their communities

  • Establishing social and environmental goals


Our Code of Conduct, as well as the supplemental Supplier Guidelines, set forth the requirements to be upheld by our contract factories, licensees, subcontractors, and other business partners. These policies are frequently updated to reflect ever-changing expectations and international norms and are the basis we measure our progress against.


Learn more about our Code of Conduct, which establishes legal, social, and environmental requirements for all contract factories, licensees, subcontractors, mills, and other business partners.


Learn more about how we address human trafficking in the apparel sector, and how we comply with SB 657, the California Transparency in Supply Chains Act.

Code of Conduct

Concern for worker well-being and workplace conditions led us to establish the Brooks Code of Conduct, the standards that we follow in our global supply chain to ensure human rights are upheld and workplace environments are safe. The standards in our Code of Conduct draw from international law and the International Labor Organization (ILO) conventions.

We only engage with Suppliers who demonstrate a commitment to contribute to the improvement of working conditions and strive to meet our requirements stated in our Code of Conduct and Supplier Guidelines.

Supplier Guidelines

The Supplier Guidelines act as a supplement to our Code of Conduct, outlining the foundational aspects and rules and guidelines with respect to our standards, transparency, managements systems, our rating system, subcontracting restrictions and requirements, third party audits, self-assessments, and compliance tools. It includes over 300 detailed workplace benchmarks and best practices in the following areas:

  • Wages & Benefits

  • Working Hours

  • Health & Safety

  • Freedom of Association

  • Forced Labor

  • Human Trafficking

  • Child Labor

  • Migrant Labor

  • Harassment & Abuse

  • Non-discrimination

  • Environmental Responsibility

  • Transparency

  • Subcontracting

  • Women's Rights

Product Design & Materials

Our products' environmental impacts are rooted in decisions made in the design process. Through the collection and feedback of relevant sustainability information, we're focused on empowering our designers to make informed design decisions that achieve the delicate balance of delivering premium product that performs at the highest level while incorporating more sustainable choices.





Learn more about our efforts to reduce waste through improving footwear upper pattern efficiencies.




Learn more about our footwear EPM performance.

Green Silence








Chemical Management Program Overview

Restricted Substances List









Learn more about our footwear water-based adhesive performance.




Learn more about our shoebox weight-reduction progress

In 2009 we conducted a product life-cycle assessment to understand the environmental impact of our best-selling footwear and apparel styles. This cradle-to-gate assessment measured environmental impacts of the materials and final product assembly life-cycle stages. The assessment identified water and energy impact during the materials processing stage and the creation of waste during footwear final assembly as the greatest impacts that demand our focus. The use and discharge of chemicals during materials processing and product assembly were also identified in separate studies as high environmental-impact areas, and are therefore an important part of our strategic approach to product sustainability.

Design for Sustainability

The creation of waste and energy consumption during footwear manufacturing can be significantly altered by the decisions made during product design. We've implemented a program to provide feedback loops to our footwear designers that evaluates the waste and energy impact that is a result of those design choices. The objective of this program is to empower designers to make smarter decisions that will reduce the overall manufacturing impact.

Central to this program is the calculation of the pattern efficiencies for each part of our core styles' footwear uppers. The shape of these different parts is the key contributor for the amount of waste created during manufacturing. We track this through an average upper pattern efficiency metric that is fed-back to our design team at key product development milestones, providing the opportunity to make design changes to reduce waste.

Environmentally Preferred Materials

Developing industry-leading performance running footwear and apparel requires careful selection of materials that will meet the high-performance and quality standards we demand in our products. In recognition of their high environmental impact we're working hard behind the scenes to select materials that are better for both your run and the environment.

Recycled Polyester and Biodegradable Midsoles in Footwear: Our footwear team has been focused on incorporating more sustainable materials into our footwear products for the last seven years. Their focus is on two of our highest volume materials; polyester and EVA, used in the upper mesh and midsole respectively. For the polyester, we seek a minimum 20% recycled content and all midsoles use BioMoGo DNA that includes an organic, non-toxic additive that biodegrades the midsole 50 times faster than traditional EVA when it comes into contact with anaerobic landfill microbes.

We track the percentage of total weight of the shoe that is an Environmentally Preferred Material (EPM) and have set ourselves the goal to continuously increase this percentage for our core four selling footwear styles.

Wool: The only natural fiber sourced from animals used in Brooks product is wool. Mulesing is a practice used by some sheep farmers that prevents against disease by removing skin from the animals. All wool in our line is certified non-mulesed.

Cotton: 100% of Brooks cotton is USDA certified cotton. Sourcing domestically from the US provides us with the best transparency into fiber traceability and quality.

Apparel Fabric Certifications

In 2014, Brooks partnered with bluesign® technologies, as a bluesign system partner. Our partnership provides our product creation teams with access to the blueguide®, a tool that helps them to prescreen fabrics that use more sustainable textile preparations (e.g., dyes and detergents) and that are from facilities that have undergone rigorous assessments for environmental standards and worker health and safety.

Restricted Substance Program

Our RSL defines those substances that we restrict or eliminate from our products ensuring our products are safe. It includes at a minimum all chemicals that are regulated by the most stringent legal regulations in any region globally, including EU REACH, and CA Prop 65. We also voluntarily restrict or eliminate many other substances that are hazardous for humans or the environment, but that are not yet being regulated by any government body. We identify those substances through a variety of resources, some of which include AAFA, AFIRM, ChemSec, and other leading industry organizations. We continually review chemical impact assessments and make updates to our RSL at least once per year.

We communicate our restricted substance requirement to all of our contract factories and material suppliers through our RSL. We actively engage with our footwear partners on our RS program providing annual training on how to adopt and adhere to our RSL and how to manage their own suppliers.

Our product and material testing programs upholds our RSL Compliance Agreement with suppliers in order to ensure that our RSL is meeting its objectives. Every new footwear material introduced to the Brooks supply chain is required to be tested by an independent third party testing body approved by Brooks.

Volatile Organic Compounds

Traditional solvent-based chemicals used in footwear assembly can release Volatile Organic Compounds (VOCs) that can be harmful to human health and the environment. To address that impact and improve conditions for workers at the factories we have created a goal to be free of VOCs and other toxic chemicals. We're making significant year-over-year progress in increasing the percentage of water-based adhesives and we're collaborating with our suppliers to trial a water-based primer in 2015.

To minimize the impact of solvent-based inks in apparel, we require our suppliers to use a bluesign-approved printer wherever possible. Doing this safeguards the health of the employees at the facility by ensuring that priority hazardous chemicals are measured and managed through an appropriate abatement system.

Product Packaging: Our Shoebox

Since 2008, we've committed to providing industry-leading packaging while simultaneously reducing its environmental impact. Through a focus on dematerialization and maximum utilization of recycled and recyclable materials, we're making strides towards a box that's better for the environment. In 2012, we set a materials weight reduction goal to further focus our efforts. We're making great progress towards this target and we're continually challenging our supply base to play an active role in continuing to find solutions to progress.



Our environmental manufacturing program focuses on those areas of our supply chain where we can have the most impact. Our in-depth efforts therefore focus on our footwear contract manufacturers, but the fundamental requirements of our manufacturing program apply to all contract manufacturers. 






Learn more about our adoption of the Higg Index Facilities Environment Module.

Code of Conduct and Supplier Guidelines

Our Corporate Responsibility Code of Conduct and Supplier Guidelines, that outline the foundation of Brooks' Fair Labor program, also communicates our requirement for our contract manufacturers' compliance with all local environmental laws and their responsibility to ensure environmental compliance with subcontractors.

As the apparel and footwear industry continues to collaborate on more effective and standardize ways to approach environmental management throughout the supply chain, we continue to adapt our own program to align with the industry. As such, our goal is for our contract manufacturers to continuously improve their performance related to environmental management, and our tool to facilitate and assess this is the Higg Index Facilities Environmental Module – a requirement for all contract manufactures to complete annually.

Higg Index Facilities Environment Module

The Higg Index Facilities Environment Module is a self-assessment tool that provides a standardized measurement of environmental impacts across the apparel and footwear industry. The tool offers clear guidance on environmental impacts in manufacturing, and provides a resource to our contract manufacturers to identify and take ownership of improvement opportunities.

Although our requirement is an annual update of the Facilities Environment Module, our expectation is that contract manufacturers use this tool on an ongoing basis throughout the year to help improve performance.

Brooks' adoption of the Higg Index Facilities Environment Module supports the wider footwear and apparel industry in creating a common language for discussion and action on sustainability that in turn will reduce the assessment and audit burden currently affecting manufacturers across the industry.

Measuring Efficiency and Footwear Balanced Scorecard

Measuring energy efficiency at our footwear contract manufacturers provides an opportunity to create a dialogue with them to discuss opportunities to further analyze and consider opportunities to reduce energy use. We use the Brooks Footwear Balanced Scorecard as the platform to create that dialogue, feeding both an energy efficiency metric and key outputs from the Higg Index Facilities Environmental Module to discuss performance and continuous improvement.

Our Footprint

We recognize climate change is real and acknowledge our role as both a contributor and a part of the solution. Therefore, we track and measure our global footprint in an effort to lower our greenhouse gas (GHG) emissions.














Learn more about our greenhouse gas inventory.





Learn more about our Seattle Headquarters

Our Approach

In 2010, we conducted a complete GHG inventory of all activities led by Brooks and our business partners to understand where our greatest sources of GHG emissions originate and the degree of control we have over them. As with most companies in our industry the majority of emissions throughout our value chain are from sources not under our direct control (materials, manufacturing, and transportation).

Understanding our overall GHG footprint allows us to be focused with our continued tracking, measuring, and reduction efforts. We continue to annually track and measure our largest contributors of our direct sources of GHG emissions, as well as the largest contributors of our indirect sources that we have determined we can influence or take action to reduce.

Our approach to reducing GHG emissions is currently focused on electricity use of our largest facility, our global headquarters in Seattle and electricity use at our highest volume contract manufacturers.

As a part of our commitment to reducing our impact, in August 2014 we moved into our new global headquarters in Seattle. Part of Seattle's Deep Green Building Pilot Program and on course to achieve LEED Platinum certification, our new home provides a platform to encourage the use and acceptance of deeper, sustainable development strategies, and is designed to use 75% less energy and water than a typical office building.

Our efforts within both our manufacturing and design for sustainability programs are ultimately charged with reducing the amount of energy required to construct our footwear and thus the electricity use and GHG emissions from footwear manufacturing.

Additional efforts to reduce our footprint include our prioritization of ocean shipments that has a lower GHG footprint than air shipments, and our Commute Happy program at our global headquarters where employees are incentivized to alternatively commute via low emissions modes such as public transportation, human power, and carpooling.

Strategic Partnerships

As with other companies in our industry, the majority of environmental and social impacts related to our business and products are a result of activities outside of our direct control. This highlights the need for collective action in fostering performance improvement throughout our products and supply chain.

Learn more about bluesign





Learn more about the Sustainability Apparel Coalition












bluesign Technologies

In 2014, Brooks partnered with bluesign® technologies, as a bluesign system partner. bluesign technologies works at each step in the textile supply chain to approve chemicals, processes, materials and products that are safe for the environment, safe for workers and safe for the end customer.

The bluesign system helps us to ensure that our apparel material suppliers are responsibly managing resources and eliminating priority hazardous chemicals from our supply chain. Textile manufacturers that become bluesign system partners agree at the outset to establish management systems for improving environmental performance in five key areas of the production process: resource productivity, consumer safety, water emissions, air emissions, and occupational health and safety.

The bluesign system is based on input-stream management. Chemicals are assigned to one of three categories: blue (safe to use); gray (special handling required); and black (forbidden). The bluesign system helps factories properly manage gray chemicals and replace black chemicals with safer alternatives. Any fabric that's bluesign approved offers the highest level of consumer safety by employing methods and materials in its manufacture that conserves resources and minimizes impacts on people and the environment.

Sustainable Apparel Coalition

The Sustainable Apparel Coalition (SAC) is a trade organization comprising brands, retailers, manufacturers, government, and non-government organizations, and academic experts representing more than a third of the global apparel and footwear market. The Coalition is working to reduce the environmental and social impact of apparel and footwear products around the world. The focus of the SAC is the Higg Index – a suite of assessment tools that standardizes the measurement of environmental and social impacts of apparel and footwear products across the product lifecycle and throughout the value chain. Our membership with the SAC provides us access to the suite of Higg Index Tools and allows us to participate in furthering the evolution of the tools to ensure wider industry adoption and impact.

Higg Index 2.0: To date Brooks has adopted both the Brand and the Facility modules and is actively involved in the development of the Product module. A holistic lifecycle environmental impact assessment tool for footwear and apparel products, the Product tool will improve our in-house product sustainability strategies by integrating knowledge of experts from all segments of the footwear and apparel industry, and be a source of progress in the creation of more-sustainable products across all brands.

OIA Sustainability Working Group

Brooks is proud to be a founding member of the Outdoor Industry Association (OIA) Sustainability Working Group (SWG) since its inception in 2007. This collaborative group explores issues of corporate responsibility in the outdoor industry and works together to develop environmental and social best practice solutions for members to adopt.

The Conservation Alliance

Our membership with The Conservation Alliance is incredibly important because it brings with it the opportunity to achieve a shared goal of protecting wild places for their environmental and recreational value, with other likeminded companies. Our membership dues help to fund the most effective conservation groups in North America, and we invite our employees to help shape the Brooks vote during the biannual funding cycle.

We further support this partnership through various volunteer opportunities and our biannual fundraising events at the Outdoor Retailer show, which have raised over $100,000 since 2009. We're dedicated to our support of the Conservation Alliance because we know that without their continued efforts there will be few places left to Run Happy. We hope that our efforts will not only serve the success of The Conservation Alliance but we also inspire others to stand up and take action.

Boys and Girls Clubs of Washington State

In 2014 Brooks, through the Run B'Cause Program, partnered with the Boys and Girls Clubs of Washington State to establish 19 running clubs at Boys and Girls Club sites around the state. After a very successful first year the partnership has expanded in 2015 to include 25 clubs with the goal to provide over $75,000 in cash and in-kind support.