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1、2024VOLUNTARYSUSTAINABILITY REPORTCOMPLEMENTING PUMAS 2024 CSRD SUSTAINABILITY STATEMENTPUMA Voluntary Sustainability Report 2024Table of ContentsTABLE OF CONTENTSYAROSLAVA MAHUCHIKHForeword 3Awards and Recognitions 5FOREVER.BETTER.Sustainability Strategy 6Sustainability Organisation and Governance

2、Structure 9Material Aspects 17Scope of the Report 19Sourcing Markets 21Due Diligence and Risk Assessment 22Our People 24Human Rights 43Fair Income 74Health and Safety 90Environment 95Climate 107Chemicals 145Water and Air 154Plastics and the Oceans 168Circularity 171Products 183Biodiversity 194Enviro

3、nmental Key Performance Data 202EU Taxonomy 206GRI Content Index 208Assurance Statement 213Notes relating to this Report:This supplementary Voluntary Sustainability Report has been prepared to complement PUMAs 2024 CSRD-compliant Sustainability Statement,which is included in PUMAs 2024 Combined Mana

4、gement Report.This report,prepared with reference to GRI Standards,provides additional information that goes beyond the requirements of the Corporate Sustainability Reporting Directive(CSRD)and addresses PUMAs 10FOR25 sustainability targets,detailing their respective achievement statuses.The CSRD-co

5、mpliant Sustainability Statement,which can be accessed through this link,serves as PUMAs primary sustainability publication.It adheres strictly to the CSRD and ESRS Standards,ensuring comprehensive coverage of mandatory disclosures.In contrast,this supplementary Voluntary Sustainability Report offer

6、s a broader perspective,including voluntary disclosures and insights into PUMAs long-term sustainability goals and progress.By presenting both reports,PUMA aims to provide a thorough and transparent overview of its sustainability efforts,ensuring stakeholders are well-informed about both regulatory

7、compliance and the companys sustainability initiatives,as well as ensuring consistency with previous years reports.3 FOREWORD MARIA VALDES,CPO In 2024,we made significant progress towards our 10FOR25 targets,achieving 22 out of 28 goals ahead of schedule.This includes our 2025 targets for Climate,Ci

8、rcularity,and Human Rights.Now,on average nine out of ten PUMA products are made with certified or recycled materials,as defined by our PUMA S-Index.We reduced our CO2 emissions by 86%at our own sites and by 17%across our supply chain compared to our 2017 baseline.Additionally,we sourced 75%of polye

9、ster and 13%of cotton used in PUMA products from recycled sources,ensured living wages for our employees globally,and donated around 44,000 hours to community engagement.We also held our 20th PUMA Stakeholder Dialogue Meeting,where we discussed our Vision 2030 targets with sustainability experts.As

10、a result,we adopted and published these targets in November last year.Building on the 10FOR25 targets,our Vision 2030 goals set higher ambitions in Climate,Circularity,and Human Rights.For example,we aim to reduce our absolute greenhouse gas(GHG)emissions in line with a 1.5C scenario,use 100%recycle

11、d polyester fabric across all product divisions,and scale up textile-to-textile polyester recycling to 30%for apparel products.In human rights,we aim to ensure fair wages,close the gender pay gap at PUMA and our core suppliers,and train at least 400,000 factory workers in our supply chain on human r

12、ights.We are excited to enter this new era for PUMA.I invite you to read more about our sustainability efforts in this Sustainability Report,which meets the transparency expectations of our diverse stakeholders and our MARIA VALDES CHIEF PRODUCT OFFICER(CPO)PUMA Voluntary Sustainability Report 2024F

13、oreword4 Vision 2030 details.Further information on our key sustainability work is included in our first Sustainability Statement,part of our 2024 Management Report,in line with the new EU Corporate Sustainability Reporting Directive(CSRD).There is only one Forever lets make it Better!HIGHLIGHTS OF

14、2024 We continued to implement our FOREVER.BETTER.sustainability strategy working towards finalising our 10FOR25 sustainability targets at the end of 2025.We also prepared our first sustainability statement in line with CSRD and published our new Vision 2030 sustainability targets.Nine out of ten PU

15、MA products globally in average were made with a significant part of recycled or certified materials,such as Better Cotton or recycled polyester,thus almost hitting our 2025 product target one year ahead of schedule.In Circularity,we hit our target of 75%recycled polyester and increased the percenta

16、ge of recycled cotton from 9 to 13%.25%of all materials used at PUMA were made from recycled content.In parallel,we expanded our product take-back initiative to PUMA stores in Germany,France and India complementing our existing take back systems in the USA,China/Hong Kong,and Australia.We scaled up

17、our RE:FIBRE initiative using textile-to-textile recycled polyester on replica jerseys of all football federations and most major football clubs.This means that we sold millions of football jerseys made from recycled textile waste.Climate Action:the implementation of the 1.5C aligned science-based G

18、HG reduction target has continued.Our offices,stores,and warehouses are powered with 100%green electricity,including the purchase of Renewable Energy Certificates(RECs).The percentage of electric cars globally increased from 35%to 45%.Additionally,2.8 Megawatt hours of solar capacity were added at t

19、he headquarters in Herzogenaurach and the distribution centre in Geiselwind,Germany.The first-ever green power purchase agreement was signed in Argentina,ensuring the only factory owned and operated by PUMA is powered with 100%green electricity.We decreased our absolute Scope 3 emissions from the ca

20、tegory purchased goods and services by 17%from 2017 to 2024 and our core suppliers used 27%of renewable energy.The reduction of our Scope 3 emissions is complemented by using less carbon-intensive raw materials.In 2024,we used 86%certified or recycled polyester,of which 75%was recycled polyester;99.

21、7%certified or recycled cotton,and 99.3%leather from Leather Working Group medal-rated tanneries.In addition,99%of our paper and cardboard packaging was recycled or FSC-certified paper.In Human Rights,we made the payment of a living wage a bonus relevant topic for PUMAs own staff and continued to tr

22、ack the payment of wages at our core suppliers.For our core supplier Tier 1 factories,the average payment is 66%above minimum wage,including benefits and overtime and around 70.000 workers were paid a living wage on average.More than 290,000 PUMA employees and factory workers have received training

23、on sexual harassment since 2021.Our PUMA employees donated around 44,000 working hours to community engagement work,and we continued to focus on diversity and inclusion,for example by setting new targets for 2030 on gender equality and closing the pay gap.Finally,in 2024,we published a Human Rights

24、Guideline for our own employees working in PUMA entities,complementing Code of Conduct,Code of Ethics and the PUMA FOREVER.BETTER.Social Standards Handbook for our business partners.PUMA Voluntary Sustainability Report 2024Foreword5 AWARDS AND RECOGNITIONS Our sustainability efforts continued to be

25、recognised in several external rankings and recognitions.In 2024,PUMAs sustainability efforts for climate,water security and forests received A and A-ratings respectively from CDP.Once again,PUMA is included in FTSE4Good Index Series and maintained its triple A rating from MSCI and prime rating from

26、 ISS.PUMA also had the highest score among all sports brands in the S&P Corporate Sustainability Assessment and is listed in their Sustainability Yearbook.In 2024,PUMA maintained its“good”rating from the critical consumer labelling organisation Good on You and was included in the Clean 200 ranking o

27、f Corporate Knights.We are ranked first in the What Fuels Fashion?report issued by Fashion Revolution and second in Stand Earths Clean Energy Close Up ranking.We received the highest ranking in the Platform Financials for Living Wages benchmark,Textile Exchange material benchmark,and the ZDHC brand

28、to Zero.We won the German Sustainability Award in the category sporting goods and were named in the Worlds Most Sustainable Companies ranking by TIME Magazine.In 2024,PUMA continued its participation in the Higg Brand&Retail Module(Higg BRM)from Cascale.This module aligns with industry frameworks an

29、d regulations like Textile Exchanges Material Change Index and the ZDHC Brands to Zero program.By participating,PUMA aims to build consistent corporate sustainability strategies that effectively address ESG goals and industry needs.After submitting the complete BRM self-assessment,PUMA underwent a v

30、erification process conducted by an approved verifier.The overall verified score was 70.5%,with an environmental score of 65%,a social score of 71.5%,and a governance score of 86.3%.At the same time,we are included in reports issued by Stand Earth on the use of biomass as a replacement for coal in o

31、ur supply chain,the Changing Markets Foundation on the dependency of synthetic fibres and components,Transparentem on recruitment fees and working conditions of foreign migrant workers in Taiwan.We consider these reports as critical for our risk assessment,process and strategy.PUMA Voluntary Sustain

32、ability Report 2024Awards and Recognitions6 FOREVER.BETTER.SUSTAINABILITY STRATEGY PUMAs sustainability strategy FOREVER.BETTER.aims for the full integration of sustainability aspects into core business functions,ensuring sustainability is a key priority across all levels of the organisation.Sustain

33、ability remains an integral part of the strategic priorities for PUMA under the leadership of our Management Board.Our FOREVER.BETTER.sustainability strategy is founded on the 10FOR25 targets,introduced in 2019 after a thorough materiality analysis and stakeholder dialogue.The year 2024 marks a tran

34、sition for our sustainability strategy.Following a double materiality analysis with internal and external consultation in 2023,a stakeholder dialogue meeting in April 2024,and a review of the defined topics,we developed and published our new Vision 2030.Our 2030 targets expand upon the 10FOR25 targe

35、ts,intensifying our efforts in three key sustainability areas:Human Rights,Climate,and Circularity.For further information on our Vision 2030 sustainability targets,please visit our sustainability website.Until the end of our 10FOR25 targets period,we still report on the 10 target areas:Human Rights

36、,Climate Action,Circularity,Products,Water and Air,Biodiversity,Plastics and the Oceans,Chemicals,Health&Safety as well as Fair Income.For each of these target areas,which reference the related United Nations Sustainable Development Goals(SDGs),we have defined a minimum of three targets,as well as k

37、ey performance indicators to follow the progress we have made.PUMA has been linking the remuneration of its management board and all leaders globally(team head level and above)to the achievement of 10FOR25 sustainability targets for many years.PUMAs Code of Conduct and our vendor compliance program,

38、which were introduced more than 20 years ago,are still the basis for any contractual relationship with manufacturers globally and remain the foundation of our responsible sourcing strategy.We revised the Code of Conduct in 2024 and will publish the new version in 2025.G.01 PUMAS 2025 SUSTAINABILITY

39、TARGETS*SDG:United Nations Sustainable Development GoalHuman Rights(SDG 3,5,8 and 10*)Health and Safety(SDG 3*)Chemicals(SDG 3 and 6*)Water and Air(SDG 6,14 and 15*)Biodiversity(SDG 14 and 15*)Climate(SDG 7 and 13*)Fair Income(SDG 1,2 and 10*)Circularity(SDG 9,12,14 and 15*)Products(SDG 12*)Plastics

40、 and the Oceans(SDG 3,14 and 15*)PUMASUSTAINABILITYTARGETS2025PUMA Voluntary Sustainability Report 2024FOREVER.BETTER.Sustainability Strategy7 T.01 PUMA 10FOR25 SUSTAINABILITY TARGETS PERFORMANCE SUMMARY1 In progress On track Achieved Target area Targets for 2025 Performance 2024 Status Target 1:Tra

41、in 100,000 direct and indirect staff members on womens empowerment 290,226 factory workers and 6,446 PUMA employees trained since 2021 01 Human Rights Target 2:Map subcontractors and Tier 2 suppliers for human rights risks Tier 1 subcontractors mapped Tier 2 mapping completed(since 2022)Target 3:25,

42、000 hours of global community engagement per year 43,913 hours 02 Target 1:Zero fatal accidents(PUMA and suppliers)Zero fatal accidents at PUMA 1 work-related fatality(heart attack)at a factory Health and Safety Target 2:Reduce accident rate to 0.5(PUMA and suppliers)0.44 at PUMA 0.2 injury rate at

43、PUMA suppliers Target 3:Building safety policy operational in all high-risk countries ACCORD Bangladesh:Progress rate 86%Signed ACCORD Pakistan Building safety assessments in 45 factories in Indonesia,India,Bangladesh and Pakistan Target 1:Ensure 100%of PUMA products are safe to use No product recal

44、l from the market 03 Chemicals Target 2:Maintain RSL compliance rate above 90%6,918 tests with RSL compliance rate at 98.9%Target 3:Reduce organic solvent usage to under 10 gr/pair VOC index at 11.5 g/pair Target 1:90%compliance with ZDHC Wastewater Guidelines Conventional parameters:99%Restricted c

45、hemicals:99%Heavy metals:99%04 Water and Air Target 2:90%compliance with ZDHC Air Emissions Guidelines With the delayed publication of the ZDHC Air Emission Guidelines V1.0 in August 2024,we extended these targets to 2030 Postponed Target 3:15%water reduction per pair or piece based on 2020 baseline

46、 Textile:-8.3%per ton Leather:+8.6%per square meter Apparel:+18.3%per piece Footwear:-41.2%per pair Target 1:Align PUMAs climate target with 1.5C global warming scenario SBTi approved our new 1.5C aligned target for absolute GHG emission reduction:Scope 1 and 2 by 90%,Scope 3 by 33%in 2030.Our first

47、 SBT set in 2019 was achieved in 2023 05 Climate Target 2:100%renewable electricity for PUMA entities 100%renewable electricity used for PUMA entities(including RECs purchase)Target 3:25%renewable energy for core suppliers 26%for Tier 1(finished goods)27%for Tier 2(materials)(including RECs purchase

48、)Target 1:Eliminate plastic bags from owned and operated PUMA stores As of 1 January 2023,plastic bags are no longer used in PUMAs owned and operated stores PUMA Voluntary Sustainability Report 2024FOREVER.BETTER.Sustainability Strategy8 Target area Targets for 2025 Performance 2024 Status 06 Plasti

49、cs and the Oceans Target 2:Support scientific research on microfibres Signed 2030 experiment of microfiber consortium,12 shedding tests conducted Target 3:Research biodegradable plastics options for products RE:SUEDE experiment as a test for biodegradability completed and results publicly shared Tar

50、get 1:Establish takeback schemes in all major markets Take-back schemes established in Australia,China,Germany,France,India,Switzerland and USA 07 Circularity Target 2:Reduce production waste to landfills by at least 50%compared to 2020 87.8%reduction of waste to landfill per footwear pair 65.8%redu

51、ction of waste to landfill per apparel piece Target 3:Develop recycled material options for cotton,leather and rubber Recycled cotton used at scale Recycled rubber and reconstituted leather used in selected collections Target 1:Procure 100%cotton,polyester,leather and down from certified sources 99.

52、7%cotton 86%polyester 99.5%leather 100%down 08 Products Target 2:Increase recycled polyester use to 75%(apparel&accessories)75%recycled polyester used for apparel,accessories and footwear Target 3:90%of apparel and accessories classified as more sustainable 90%of all footwear contains at least one m

53、ore sustainable component 88.5%apparel volume 58.3%accessories volume 95.7%footwear volume Target 1:Fair-wage assessments for the top five sourcing countries Five out of five assessments completed(Bangladesh,Cambodia,Indonesia,Vietnam,China)09 Fair Income Target 2:Effective and democratically electe

54、d worker representatives at all core suppliers 91%core Tier 1 factories have elected worker representatives Target 3:Ensure bank transfer payments for all core suppliers 100%core Tier 1 and Tier 2 suppliers use digital payment 100%of workers are paid digitally in core factories Target 1:Support sett

55、ing up a biodiversity SBT Sponsored a biodiversity landscape analysis report with Textile Exchange and Fashion Pact 10 Biodiversity Target 2:Procure 100%cotton,leather,and viscose from certified sources 99.7%cotton 99.5%leather 72%viscose Target 3:Zero use of exotic skins or hides Phased out the usa

56、ge of kangaroo leather during 2023 No exotic skins or hides in use 1REC:Renewable Energy Attribute Certificates,RSL:Restricted Substances List,SBT:Science-based Target,Tier 1 suppliers:Supplier of finished goods,Tier 2 supplier:Supplier of materials or components,VOC:Volatile Organic Compound,ZDHC:Z

57、ero Discharge of Hazardous Chemicals PUMA Voluntary Sustainability Report 2024FOREVER.BETTER.Sustainability Strategy9 SUSTAINABILITY ORGANISATION AND GOVERNANCE STRUCTURE PUMAs sustainability organisation is structured and governed in multiple ways:At the Supervisory Board level,with a Sustainabilit

58、y Committee:-It consists of four members;it meets four times per year to advise on and monitor sustainabilityissues and the sustainability strategy of the Management Board.It prepares the resolutions of theSupervisory Board related to non-financial reporting.In 2024,the committee approved our 2023An

59、nual Sustainability Report,and the outcome of the double materiality assessment(DMA)conductedin 2023.It was informed about the upcoming EU regulations,such as the ban on forced labour,EUdeforestation regulation(EUDR),Eco-design for Sustainable Products Regulation(ESPR),GreenClaims Directive,and revi

60、sion of the Waste Framework Directive,including Extended ProducerResponsibility(EPR).It endorsed PUMAs action plan related to regulatory developments,includingthe Corporate Sustainability Reporting Directive(CSRD).The Sustainability Committee evaluated andapproved the results of PUMAs 2024 DMA which

61、 lists impacts,risks and opportunities,and forms thefoundation of our CSRD aligned sustainability statement.The Chair of the Sustainability Committeeattended our 2024 PUMA stakeholder dialogue.Furthermore,the Sustainability Committee approvedPUMAs Vision 2030 sustainability strategy and targets for

62、Human Rights,Circularity and Climate.Italso evaluated PUMA biodiversity and climate net-zero pathway plans.The committee also signed off2024 sustainability-linked bonus targets for PUMA leadership.At the Management Board level,the responsibility for sustainability lies with the full Management Board

63、:-In 2024,several meetings were held with dedicated sustainability updates and decisions on topics likeapproval of Vision 2030,the Human Rights Guideline for own employees,progress against 10FOR25targets,status,and action plans towards our new SBT approved in 2023.These meetings also coveredregulato

64、ry discussions related to PUMAs action plans for the implementation of the CSRD andGerman Supply Chain Act.The Board approved PUMA to advance payments to workers from a factorythat closed in October 2023 in Guatemala,leaving them without severance.PUMA ensured that itsdirect supplier,which had subco

65、ntracted to this factory without proper disclosure,takes responsibilityfor the contribution.In addition,the Management Board signed off the results of the new DMA in 2024.-PUMAs CEO,the Chair of the Supervisory Board and the Works Council all participated in our DMA in2023.-The Senior Directors of t

66、he corporate and supply chain sustainability teams frequently reportprogress on sustainability targets to both to the Senior Vice President of PUMA Group Sourcing andPUMAs Management Board.At the Functional Heads level,with an Executive Sustainability Committee:-The Executive Sustainability Committe

67、e includes Functional Heads of the company,such as thePeople&Organisation(P&O),Sourcing,Finance,IT,Marketing,Risk Management,Investor Relations,Retail,Logistics and Legal Affairs.The committee met twice in 2024 to provide an update onsustainability programs,including,for example,on sustainability-re

68、lated financing programs,andapproved the 2024 sustainability bonus targets.At the Product level,with a cross-functional business working group:-The group held monthly updates on PUMAs sustainability-related product strategy and execution.At the Subsidiary level with nominated Sustainability Leads fo

69、r each PUMA subsidiary:-The subsidiary leads met quarterly receiving and sharing updates through informative and one-on-one calls on Sustainability Strategy and performance,subsidiary specific sustainability action plans,as well as best practice sharing from individual subsidiaries.At the Sustainabi

70、lity Experts level,with a corporate sustainability department and a supply chainsustainability department.At the Legal and Compliance level,with a Human Rights Officer:PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure10-Since December 2023,PUMA has appoint

71、ed the General Counsel Corporate Governance&Compliance as Human Rights Officer.The Human Rights Officer monitors PUMAs risk managementsystem,risk analysis relating to Human Rights and compliance with Human Rights due diligenceregulations.PUMA has a Health and Safety Committee that operates in the he

72、adquarters and conducts quarterlymeetings.This committee regularly reviews existing reports on known health and safety risks,conductsfrequent health and safety inspections and exchanges documentation on health issues and risks.TheVice President P&O,who is part of the Health and Safety Committee,info

73、rms the Management Board ofPUMA SE about relevant health and safety matters at least quarterly.G.02 SUSTAINABILITY ORGANISATION CHART SUSTAINABILITY PERFORMANCE-RELATED REMUNERATION At PUMA,we link performance criteria in the remuneration of the management board and all leaders to the achievement of

74、 PUMAs sustainability strategy and targets.All PUMA leaders globally,from the CEO to the Team Head level,have clearly defined sustainability targets as part of their annual performance bonus.The bonus-related sustainability targets for 2024 included the areas of human rights(3.3%),climate(3.3%)and c

75、ircularity(3.3%).Separate targets in each area are set for PUMAs own operations and PUMAs Group Sourcing.The sustainability-related bonus targets were approved by PUMAs Supervisory Board.All bonus-related interim targets for 2024 were achieved.Each member of the Management Board has 10%of their vari

76、able compensation component tied to the achievement of these sustainability targets.For other PUMA leaders globally,the percentage varies from 5%to 10%in 2024 and will be aligned to 10%in 2025.SupervisoryBoard(via its Sustainability Committee)Chief Executive OfficerChief Financial OfficerChief Produ

77、ctOfficer*Sr.DirectorCorporate SustainabilitySr.DirectorSupply Chain SustainabilityBusiness Units and GTM Sustainability LeadsSVP PUMA Group SourcingCorporate Sustainability TeamSubsidiarySustainability LeadsDirector SocialSustainabilityHead Sustainability Due DiligenceDirectorEnvironmental Sustaina

78、bilityEnvironmental Sustainability TeamSocialSustainability TeamExecutive Sustainability CommitteeHuman Rights Officer*ordinary board member responsiblefor sourcingManagement BoardPUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure11 T.02 2024 BONUS TARGETS

79、Area Percentage of bonus Corporate&Subsidiaries target Sourcing&Supply chain target Human Rights 3.33%All PUMA employees who generate their income with PUMA continue to be paid against a living wage benchmark(Fair Wage Network)No child labour,forced labour,or other Zero Tolerance Issues prevailing b

80、y the end of each year Climate action 3.33%Reduce Scope 1 and 2 GHG emissions from PUMAs own entities by 90%until 2030 compared to 2017 Increase the percentage of renewable energy from core Tier 1 and Tier 2 suppliers to 25%by 2025 Circularity 3.33%Nine out of 10 products made with recycled or certi

81、fied materials by 2025 as defined by PUMA S-Index 75%recycled polyester used by all product divisions until 2025 STAKEHOLDER ENGAGEMENT Our stakeholder engagement is a continuous and comprehensive process aimed at integrating the perspectives and feedback of various stakeholders into the companys DM

82、A,decision-making process and sustainability strategies and targets.This ensures that our projects and priorities align with broader societal goals and reduces tensions with stakeholders.Overall,PUMAs stakeholder engagement has resulted in more inclusive sustainability strategies,ensuring that the c

83、ompany remains accountable and responsive to stakeholders needs.STAKEHOLDER DIALOGUE MEETINGS At PUMA,we organise stakeholder dialogues by inviting representatives from Civil Society Organisations(CSOs),Non-Governmental Organisations(NGOs),suppliers,expert organisations,government agencies,peers and

84、 other relevant groups to discuss our sustainability agenda.Our first PUMA stakeholder dialogue dates back to 2003.Since then,we have organised 16 in-person stakeholder meetings and held one virtually.In early 2024,we held our stakeholder dialogue meeting to identify and understand both actual and p

85、otential impacts,as well as underlying opportunities.Participants were selected based on their dependency,responsibility,influence,outreach,and ability to provide diverse perspectives.External stakeholders included suppliers,topic experts,NGOs,intergovernmental organisations,business partners,financ

86、ial institutions,investors,and ranking agencies.Internal stakeholders included departments such as Sustainability,Product Compliance,Finance,Sourcing,Internal Audit,People and Organisation(P&O),Investor Relations,and Legal/Compliance.The discussions centred on shaping our sustainability strategy and

87、 specific themes such as Human Rights,Climate,Circularity,and Traceability.As a result,we reviewed PUMAs Vision 2030 sustainability strategy and targets before their finalisation and publication.PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure12 PUMA Stak

88、eholder Dialogue Meeting April 2024 CONTINUOUS DIALOGUE,KEY PARTNERSHIPS AND STAKEHOLDER INITIATIVES Our stakeholder engagement and continued dialogue include representation in and contribution to several sustainability organisations and initiatives.In 2024,we actively participated in several sustai

89、nability initiatives and events,such as conferences by the United Nations Framework Convention on Climate Change(UNFCCC)COP29,ZDHC board meetings,Cascale annual meeting,Textile Exchange annual conference,the Fair Labor Association board meeting,New York Climate Week,Apparel Impact Institute Strategy

90、 Summit,ACCORD International annual meeting,World Benchmark Alliance and the Leather Working Group conference,to name just a few.Our overall annual investment in partnerships to accelerate sustainability efforts amounts to around 2 million.For our updated DMA,we interviewed several non-profit stakeh

91、olders including the Global Trade Union Federation IndustriAll,Fair Labor Association,Textile Exchange,UNFCCC,and the German Development Organisation GIZ.PUMA has placed a large emphasis on industry collaboration and,where possible,supporting existing industry initiatives.Collaboration with our peer

92、s is paramount to streamlining the sustainability efforts of our industry.We believe that encouraging the alignment of individual industry organisations,e.g.,converging the use of tools and processes,makes the overall system more efficient.PUBLIC POLICY ADVOCACY PUMA does not lobby as a separate ent

93、ity.However,as part of our membership in industry federations and expert organisations like the Federation of the European Sporting Goods Industry(FESI)or the Policy Hub,our experts provide feedback on policy positions to those organisations and attend meetings with policy makers from time to time.W

94、e ensure that our feedback provided is aligned with our sustainability strategy and targets,as well as wider ambitions for sustainability agenda such as limiting global warming to 1.5C.PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure13 This is done throug

95、h the Corporate Sustainability department,who is coordinating our feedback on sustainability-related policy topics to industry federations.In 2024,PUMA actively participated in the Fashion Charters Policy Engagement Working Group and joined the Asia Clean Energy Coalition(ACEC)to support clean energ

96、y transitions in key sourcing countries like Vietnam and Indonesia.These efforts include engaging with policymakers,staying updated on climate regulations,and assisting suppliers with implementing Direct Power Purchase Agreements(DPPA)in Vietnam.PUMA also joined the Fashion Industry Charter for Clim

97、ate Action policy dialogue with members of the delegations from Bangladesh,Cambodia,China and Pakistan during the UN Climate Conference in Baku.In addition,PUMA joined a policy dialogue meeting with members of the Vietnamese Delegation during a Climate Conference in Bonn.Membership fees paid by PUMA

98、 to the organisations involved in policy outreach are below 350,000 per year in total.Organisations engaged in public policy and advocacy in which PUMA is a member:World Federation of the Sporting Goods Industry(WFSGI)Federation of the European Sporting Goods Industry(FESI)Bundesverband der Sportart

99、ikelindustrie(BSI)Fashion Industry Charter for Climate Action(UNFCCC)Stiftung KlimawirtschaftPolicy HubAsia Clean Energy Coalition(ACEC)Fair Labor Association(FLA)Footwear Distributors and Retailers of America(FDRA)Sports and Fitness Industry Association USA(SIFA)Retail Industry Leaders Association

100、USA(RIlA)PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure14 T.03 MATRIX OF KEY PARTNERSHIP INITIATIVES Human Rights Chemicals Products Climate Change Health and Safety Water and Air Biodiversity Plastics and the Oceans Circularity Fair Income Fair Labour

101、Association(FLA)International Organisation for Migration(IOM)Zero Discharge of Hazardous Chemical Foundation(ZDHC)Textile Exchange Fashion Industry Charter for Climate Action(UNFCCC)Fashion Pact International ACCORD(Bangladesh,Pakistan)ZDHC Fashion Pact Fashion Pact Global Fashion Agenda(GFA)FLA Soc

102、ial and Labor Convergence Program(SLCP)Better Buying AFIRM Group Better Cotton Initiative(BCI)Carbon Disclosure Project(CDP)Sphera ITC-ILO Cascale Forest Stewardship Council(FSC)Textile Exchange Textile Exchange Fair Wage Network(FWN)American Apparel&Footwear Association(AAFA)Partnership for Sustain

103、able Textiles GOBIu Leather Working Group(LWG)Stiftung Klima Wirtshaft(Germany)Guidehouse FLA CDP Canopy Microfiber Consortium Policy Hub UN Global Compact Peer Learning Group(Germany)MicroBenefits (China,Vietnam)Labor Solution(Indonesia,Cambodia,Philippines,Vietnam,Trkiye,Pakistan)Federation of Eur

104、opean Sporting Goods Industry(FESI)V-Label International Finance Corporation(IFC)(Bangladesh)Institute of Public and Environmental Affairs(IPE)(China)ILO Better Work(Bangladesh,Cambodia,Indonesia,Vietnam,Egypt,Pakistan)IPE(China)Textile Exchange FESI FESI ILO Better Work(Bangladesh,Cambodia,Indonesi

105、a,Vietnam,Egypt,Pakistan)econsense(Germany)Cascale FESI Apparel Impact Institute(China,Taiwan,Vietnam,Indonesia)German Corporation for International Cooperation(GIZ)(Vietnam,Cambodia)LRQA(India,Indonesia)Worldwide Fund for Nature(WWF)(Vietnam)CDP Accelerating Circularity Initiative Freedom of Associ

106、ation Protocol(Indonesia)Lloyds Register Quality Assurance(LRQA)Amader Kotha(Bangladesh)Hamari Awaz(Pakistan)Asia Clean Energy Coalition(ACEC)Vietnam,Indonesia Closing the Loop on Footwear International National PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Stru

107、cture15 VOICES OF A RE:GENERATION Since 2023,we have our Voices of a RE:GENERATION initiative,empowering a group of Young Voices to help PUMA identify key areas for improvement and giving them a seat at the table alongside leading stakeholders.This group of young people consists of India-based clima

108、te activist Aishwarya Sharma,the USA-based up cycler Andrew Burgess,Germany-based sustainable and healthy living vlogger Luke Jaque-Rodney and France-based visual artist and creative consultant Jade Roche.Voices of a RE:GENERATION:Andrew Burgess,Jade Roche,Luke Jaque-Rodney and Aishwarya Sharma(from

109、 left to right)To date,the Voices have met several times with key players at PUMA to discuss the brands progress and challenges surrounding its FOREVER.BETTER.sustainability strategy.They participated in the double materiality assessment,giving input into what will shape our Vision 2030 sustainabili

110、ty action plans.So far,the Voices were involved in the production of PUMAs RE:GEN Reports,a podcast series created to engage and better communicate with the younger generation on PUMAs sustainability strategy and progress towards its targets.The Voices have also partnered with PUMA to produce RE:HAC

111、KS and RE:LABEL series.While RE:HACKS introduce a social content series sharing tips with consumers on how to care for and extend the lifespan of clothing and kicks,RE:LABEL creates awareness on often-overlooked symbols and labels on products which help consumers to keep their clothing to last longe

112、r,reduce damage and waste.Again in 2024,we also introduced#KNOWYOURSTUFF,a seven-episode video series where Aishwarya Sharma translated sustainability in a way that engages the next generation.She conducted interviews with PUMA and sustainability experts in episodes on leather and leather alternativ

113、es,which are common materials found in our footwear.In 2024,following visits of our Voices to our manufacturers in Asia,we launched the documentaries and short films:Stitch+Spice featuring Luke Jaque-Rodney tells the stories of the people who make our clothes,giving us a glimpse of what goes on behi

114、nd the factory door;Made in Vietnam and Made in Bangladesh by Jade Roche explaining how our clothes are made,whilst sparking conversations and reshaping our perceptions on apparel and shoe production.As part of PUMAs commitment to increase transparency and engage the next generation to become more a

115、ware,we also initiated PUMAs new series,Green Flags,which make sustainability educational and PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure16 relatable.In this five-part series,Man United captain,Maya Le Tissier,was joined by fashion and lifestyle Guru

116、,Oli Bromfield and pro-footballer turned content creator,Moses Duckrell,as they discuss about their own actions on sustainability and competed for the Green Flag Award.Green Flags:Maya Le Tissier,Oli Bromfield,Moses Duckrell(from bottom to up)In the series,they discussed repairing,reviving,and revam

117、ping,sustainable fashion hacks to reduce waste,environmental impact of different materials,the importance of transitioning from fossil fuels to renewable energy and circularity in textiles.In April 2024,we organised FOREVER.BETTER.week,a series of events engaged PUMA employees and focused on sustain

118、ability initiatives.The Voices of RE:GENERATION visited Herzogenaurach and shared their insights,upcycling skills and young generations expectations with PUMA employees.PUMA Voluntary Sustainability Report 2024Sustainability Organisation and Governance Structure17 MATERIAL ASPECTS PUMA defines its m

119、aterial topics to build its sustainability strategy.Our existing FOREVER.BETTER.sustainability strategy and 10FOR25 targets are based on the formal materiality analysis we conducted in 2018-2019 with the help of expert consultancy BSR.The methodology,list of consulted stakeholders,and results were r

120、eviewed and approved by PUMAs Management Board.Materiality assessment results are also considered in the Enterprise Risk Management process.Our risk management function assesses our material topics,and the risks related to those topics in collaboration with the risk owners.Further details on the met

121、hodology can be found in PUMAs 2022 Annual Report.DOUBLE MATERIALITY ANALYSIS In 2023,PUMA conducted an updated materiality analysis by the expert consultancy Radley Yeldar based on the principle of Double Materiality Assessment(DMA)as requested by the CSRD.It included an extensive external and inte

122、rnal stakeholder consultation including PUMAs CEO,the Chair of the Supervisory Board,and the Workers Council.The methodology,list of consulted stakeholders,and results were reviewed and approved by PUMAs Management Board and the Sustainability Committee.The results of this assessment were published

123、in PUMAs Annual Report 2023.Our DMA,conducted in 2023,was reviewed in 2024.It is based on stakeholder inputs,legal requirements,media reports,industry benchmarks,and the results of PUMAs ongoing due diligence.It covers our operations and value chain,focusing on direct supply chain partners(Tier 1 su

124、ppliers)and strategic material and component suppliers(Tier 2 suppliers).We plan to review and update our DMA annually.In early 2024,we held a stakeholder dialogue meeting to identify and understand actual and potential impacts and underlying opportunities.Participants were selected based on their d

125、ependency,responsibility,influence,outreach,and ability to provide diverse perspectives.Internal stakeholders included departments such as Sustainability,Product Compliance,Finance,Sourcing,Internal Audit,P&O,Investor Relations,and Legal/Compliance.External stakeholders included suppliers,topic expe

126、rts,NGOs,intergovernmental organisations,business partners,financial institutions,investors,and ranking agencies.In 2024,PUMAs Sustainability teams thoroughly assessed all sustainability Impacts,Risks and Opportunities(IROs).This involved examining both actual and potential positive or negative impa

127、cts on people and the environment across short-term(within the reporting period),medium-term(1 to 5 years),and long-term(over 5 years)time frames.We determined where the gross impact occurs,whether within our own operations or throughout the value chain(upstream and/or downstream).We considered how

128、this impact relates to our business model and strategy.PUMA used a scale of 0(no impact)to 15(maximum possible impact)to rate impacts down to the ESRS provided sub-sub-topics-level,considering the scale,scope,and irremediability of each impact,multiplied by the likelihood(0-1,unlikely to almost cert

129、ain).Impacts scoring 8 and above were deemed material.This process did not differentiate based on geography and covered the entire value chain from farming to product end-of-life.Here is a general summary of the IROS identified by PUMA;however,it is not an exhaustive list:Climate actions for own ent

130、ities and in the value chain:effective climate actions reduce GHG emissionsand mitigate climate change,while inaction can exacerbate environmental degradation and healthissues.Climate action is embedded in PUMAs strategy of achieving long-term sustainability andresilience against climate-related ris

131、ksPollution in the value chain:In our industry,the use of certain chemicals is necessary,but some aresubstances of concern or high concern due to their potential adverse effects on humans,animals,or thePUMA Voluntary Sustainability Report 2024Material Aspects18 environment,and while many major brand

132、s adhere to standards like ZDHC MRSL and AFIRM RSL,the journey towards eliminating these substances is ongoing,making them a material topic Water use:efficient water use reduces environmental impact and conserves resources,while excessiveuse can lead to water scarcity and pollution.Sustainable water

133、 management is crucial for PUMAssustainability goals and compliance with environmental regulationsBiodiversity,land use,and deforestation in the supply chain:protecting biodiversity and preventingdeforestation helps to maintain ecosystems and reduce carbon emissions,while poor practices can leadto h

134、abitat loss and climate change.Sustainable land use practices are integral to PUMAs commitmentto environmental stewardship and reducing our ecological footprintCircularity:the use of certified and recycled materials reduces negative impacts from resourceconsumption and material production,while inac

135、tion on circularity topics increases dependence onfossil feedstocks and land use for agricultural processes.Increasing the use of certified and recycledmaterials is a key lever of PUMAs climate action targets.Evaluating new services and business modelssuch as repair and re-sale ensures PUMA remains

136、prepared for changes in consumer preferences orupcoming legal requirementsDiversity,equity,and inclusion(DEI)of own workforce:promoting DEI fosters a more innovative andproductive workforce,while a lack of diversity can lead to discrimination and reduced employee morale.Integrating DEI initiatives i

137、nto PUMAs strategy enhances organisational culture,attracts top talent,andaligns with global sustainability standardsEmployee engagement and development of own workforce:high employee engagement leads to betterjob satisfaction and productivity,while a lack of engagement can result in high turnover a

138、nd low morale.Investing in employee development aligns with PUMAs strategic goals of fostering a skilled andmotivated workforce,driving long-term business successWorker wages in the supply chain:fair wages improve workers living standards and reduce poverty,while inadequate wages can lead to exploit

139、ation and poor living conditions.Ensuring fair wages alignswith PUMAs commitment to ethical sourcing and sustainable supply chains,enhancing its brandreputation and compliance with labour standardsLabor conditions in the supply chain:good labour conditions promote worker health and safety,whilepoor

140、conditions can lead to injuries,exploitation,and high employee turnover.Maintaining high labourstandards reduces risks associated with labour disputes,and supply chain disruptions,supportingPUMAs sustainability goalsEthical marketing practices,product safety and data safety are requirements relevant

141、 for consumersCorporate culture,fighting against bribery and corruption,providing whistleblower hotlines andimplementing responsible purchasing practices are part of PUMA governance processes.The topics of ethical marketing practices,as well as governance are reported as part of PUMAs 2024 Sustainab

142、ility Statement,which can be accessed here.PUMA Voluntary Sustainability Report 2024Material Aspects19 SCOPE OF THE REPORT PUMA tracks its progress towards its sustainability strategy and targets,including bonus-related targets,and measures the impact of its sustainability initiatives.PUMA developed

143、 a Sustainability Reporting Manual which standardises procedures for data collection.It streamlines data collection and verification,especially for quantitative data involving multiple parties and departments.The manual clearly indicates the responsibilities for each step of the reporting process.DA

144、TA COLLECTION In this Sustainability Report,we report on our own operations(own entities).Own entities are fully consolidated entities within the PUMA Group.The data refers to the offices,retail stores,facilities and warehouses operated by PUMA staff and/or owned by PUMA,which means PUMA has operati

145、onal control over them.This also covers the offices,warehouses and stores run by the staff of stichd,Teamwear and Cobra Golf.The staff of PUMA United is included in the PUMA North America office.Below are included in the sustainability reporting:All PUMA owned and operated storesAll PUMA offices wit

146、h more than 10 FTEAll PUMA owned and operated warehouses.We collect data from our core suppliers of components,materials,and finished products.Supply chain information includes data from core manufacturing partners(manufacturers of finished goods,Tier 1),core suppliers of materials and components(Ti

147、er 2),as well as PUMAs logistics service providers.Supplier Social Compliance data evaluates factories compliance with the PUMA Code of Conduct and includes workers grievances at:All Tier 1 factories,including stichd,Cobra,and PUMA United(upstream)Third-party warehouses(downstream)PUMA retail(non-co

148、mmercial products like store furniture)(own operation)PUMA core Tier 2 factories(textile,leather,PU,labelling and packaging,trims,midsole,outsole),excluding stichd,Cobra,and PUMA United(upstream)PUMA non-core Tier 2 factories,which were historically core factories(upstream).Suppliers Environmental a

149、nd Social KPIs track progress towards PUMAs sustainability targets:Social KPIs are collected at PUMA and stichd core Tier 1 factories,excluding PUMA United(upstream)Environmental KPIs are collected at PUMA core Tier 1 and Tier 2 factories(textile,leather,PU),andstichd core Tier 1 factories,excluding

150、 PUMA United(upstream)Environmental KPIs are also collected from PUMAs outsourced logistics centres.Material data includes material consumption used in PUMA products and labelling and packaging data,covering PUMA,stichd,and Cobra Golf.Excluded are PUMA United and licensee products(upstream).There is

151、 an inherent uncertainty in non-financial data,reflecting the complexity of the data collection process that involves multiple variables and sources.This complexity can lead to variations that are a natural part of gathering comprehensive and detailed information.PUMA Voluntary Sustainability Report

152、 2024Scope of the Report20 DATA SOURCES To ensure a high level of transparency and promote the sharing of environmental and social data with our industry peers,we have chosen to use external databases,most of which are publicly accessible:The Fair Factories Clearinghouse for sharing social audit dat

153、a with other brandsThe wastewater platform of the Zero Discharge of Hazardous Chemicals Foundation(ZDHC)for supplierdata on wastewater testing reports(ClearStream reports)The ZDHC Chemicals Gateway for the use of safe chemicalsZDHC-approved chemical inventory platforms:BHive,CleanChain,E3RSL databas

154、e:Green Arrow LabsThe China-based NGO IPE for the publication of suppliers environmental data:IPEs Green SupplyChain MapThe Higg Index Platform WorldyThe Fair Labor Association(FLA)fair compensation dashboard to benchmark factory workers incometowards industry and/or living wage benchmarkThe Fair Wa

155、ge Network living wage benchmark databaseACCORD Bangladesh and Pakistan inspections databaseThird-party platforms for worker complaints:MicroBenefits CIQ,Labor Solution-WOVO,AmaderKotha,Hamari AwazWe also use a sustainability data collection tool to record social and environmental performance data f

156、rom PUMA-owned and operated sites and from the core suppliers that manufacture our products or the material used in our products.CORE Essentials Tees made with minimum 20%recycled cotton PUMA Voluntary Sustainability Report 2024Scope of the Report21 SOURCING MARKETS During the financial year 2024,PU

157、MA International Trading GmbH(PIT)purchased from 153 independent suppliers(2023:158 suppliers)in 28 countries worldwide.The strategic cooperation with our long-term partners continued to be a key competitive advantage in 2024 and ensured the high quality of our products.PUMA has amulti-country-of-or

158、iginstrategy and many of the long-term partners in our supplier base can produce in several different countries.In 2024,Asia was the strongest sourcing region overall with 94%of the total volume(2023:95%),followed by the Americas with 3%(2023:3%)and EMEA with 3%(2023:2%).As a result,PUMAs six most i

159、mportant sourcing countries in 2024 with 91%of the total volume(2023:94%)were all located in Asia.China was the biggest production country in 2024 with 28%of the total volume(2023:32%).Vietnam,a key development and sourcing hub for all three product divisions,was the second biggest production countr

160、y in 2024 with 26%(2023:30%).Cambodia was in third place with 16%(2023:13%)and Bangladesh,which focuses on apparel,was in fourth place with 11%(2023:12%).Indonesia,with an initial focus on footwear production and increasing volumes for apparel,produced 6%of the total volume(2023:4%)and was PUMAs fif

161、th biggest sourcing country.India,mainly serving the local market,was in sixth place at 4%(2023:3%).Our sourcing organisation continues to extend its local-for-local supply chain initiatives for markets such as China,India,Latin America,Trkiye and others.PUMA Jersey made with RE:FIBRE PUMA Voluntary

162、 Sustainability Report 2024Sourcing Markets22 DUE DILIGENCE AND RISK ASSESSMENT PUMA regularly conducts due diligence on human rights,labour,environmental,and integrity for its activities and supply chain,following the United Nations(UN)Declaration of Human Rights,UN Guiding Principles(UNGPs)on Busi

163、ness and Human Rights,the OECD Guidelines for Multinational Enterprises and German Supply Chain Act guidelines.We integrate responsible business conduct into our policies,training,and management systems,identifying actual and potential harms.Due diligence is the process by which PUMA identifies,prev

164、ents,mitigates,and accounts for how we address the actual and potential negative impacts on the environment and people connected with our business.Due diligence is an ongoing practice that both responds to and may trigger changes in PUMAs strategy,business model,activities,business relationships,ope

165、rating,sourcing and selling contexts.The identification and assessment of negative impacts relate to PUMAs own operations and value chain,through our products or services,and business partner relationships.To assess the potential negative impacts of PUMA on the environment and people,we analyse the

166、input of external sources(NGO reports,media,country indices,regulations,stakeholder dialogue)and internal sources(audit findings,grievances,supply chain risk mapping,environmental and social data).PUMAs Compliance Management System(CMS)addresses violations related to corruption,money laundering,conf

167、licts of interest,antitrust law,and fraud.In cases where PUMA cannot address all impacts at once,the due diligence process allows for action to be prioritised based on the severity and likelihood of the impacts.Severity:scale(how serious the impact is),scope(how many people are or will be affected)a

168、ndirremediabilityLikelihood of the risk occurring based on the operating environment:conflict zone,weak governance;mismatch between local practices and international standards.Our prevention,mitigation and remediation measures include risk assessment,a factory monitoring program,grievance mechanisms

169、,a supplier scorecard,business integration,goal-setting and internal and external reporting.The effectiveness of our measures is evaluated based on progress and compliance with our policies.Business partners are encouraged to conduct their own due diligence.PUMAs due diligence is embedded into its g

170、overnance,strategy,and business model.This is addressed by PUMAs administrative,management and supervisory bodies and integrated into sustainability-related performance in incentive schemes.The identification of material impacts also supports the identification of material sustainability risks and o

171、pportunities,which are often a product of such impacts.Material impacts are integrated into PUMAs risk management system,with a range of actions,including transition plans,through which impacts are addressed.PUMA Voluntary Sustainability Report 2024Due Diligence and Risk Assessment23 T.04 HUMAN RIGH

172、TS&LABOUR,ENVIRONMENTAL AND INTEGRITY RISKS Human Rights and labour risks Environmental risks Integrity risks Child labour Greenhouse gas(GHG)emissions Bribery and corruption Equal treatment and opportunities for all Substance of very high concern Supplier relationship management including payment p

173、ractices Forced labour Water scarcity and pollution Corporate culture Occupational health and safety(e.g.,worker-related injury and ill health)Microplastic pollution Consumer data privacy Violations of the right of workers to establish or join a trade union and to bargain collectively Loss of biodiv

174、ersity and impact and dependencies on ecosystems Consumer health and safety Non-compliance with minimum wage laws Transition to a circular economy including waste Protection of whistleblowers Wages do not meet the basic needs of workers and their families Not attracting or retaining talents(own oper

175、ations)CORE windbreaker jacket made with 100%recycled polyester PUMA Voluntary Sustainability Report 2024Due Diligence and Risk Assessment24 OUR PEOPLE Our people strategy is the foundation of PUMAs unique work environment and corporate culture,which helps us attract the best talent and shapes the f

176、uture success of the company.Our people strategy is based on three main pillars:People First,Sustainable People Practices and Digitalisation.The People First pillar puts employees at the centre of our decision-making.It means listening and understanding their needs and values to improve working cond

177、itions and fostering flexibility and autonomy.That helps us to excel in talent management and talent retention.It also creates an inclusive culture that respects diversity,promotes health and wellbeing,and encourages personal and professional growth.Sustainable People Practices build a resilient org

178、anisation.This pillar creates a workplace culture that prioritises opportunities for career growth,training and development.PUMA adopts a data-driven approach to talent acquisition to ensure that the company remains the employer of choice in the minds of external applicants.By equipping our employee

179、s with the future skills and leadership qualities necessary,we ensure the long-term success of PUMA.We also focus on upskilling in talent management.Digital tools in Human Resources enhance work experience and keep us competitive and agile in a fast-changing business landscape.Using digital technolo

180、gy boosts efficiency,data-driven decision-making,and employee experiences.We offer digital literacy programs to ensure all employees are equipped to thrive in a digital environment.RECRUITING/ONBOARDING We adopt a data-driven approach to talent acquisition to ensure that PUMA remains the employer of

181、 choice in the minds of external applicants.We analyse previous recruitment trends,identify the primary sources of talent inflow,and tailor our talent acquisition approach accordingly.To complement our goal,we employ digital platforms,social media,and the PUMA career website to engage with talent ar

182、ound the world.To ensure a continuous talent pipeline,we cultivate links with universities through career events,company lectures and master classes.We also regularly participate in external professional events,panel discussions,and seminars to build a solid talent network.We foster a deeper relatio

183、nship with candidates by offering them the chance to participate in PUMA digital events.These events allow candidates to speak with top officials at PUMA and offer suggestions on how to improve the brand.Our onboarding process ensures that new hires have a positive first-day experience,equipping the

184、m with the necessary skills and knowledge to work effectively.As part of the onboarding training,we align new team members with PUMAs culture,values,and mission,while also clarifying their roles.This process not only boosts productivity and teamwork but also supports better integration for new emplo

185、yees.LEARNING AND DEVELOPMENT TALENT MANAGEMENT We believe that each employee is in charge of their own personal development.At PUMA,we foster a culture centred around feedback and results,coupled with a self-directed learning mindset through an integrated talent management approach.PUMA Voluntary S

186、ustainability Report 2024Our People25 Global talent conferences are held to assess PUMAs entire workforce,including all levels of management.Criteria such as individual performance,competencies,potential,career direction,readiness,and mobility are used for evaluation.A targeted analysis of our emplo

187、yees profiles allows us to align internal talent with upcoming career opportunities and identify the right individuals to prepare them for shaping the future of PUMA.This helps us build a strong succession pipeline and address future competency needs.Therefore,at least once a year,all employees who

188、are employed at PUMA for more than six months are evaluated,based on their performance and potential.During individual appraisal discussions,managers and employees reflect on the past 12 months and formulate personal development plans with specific action steps.In 2024,PUMA updated the Performance M

189、anagement Process by adapting competencies,changing the rating scheme,and streamlining level segmentation to facilitate a more efficient and transparent evaluation.Our unwavering focus on internal talent mobility provides our employees with opportunities for professional growth and cross-cultural ex

190、perience,resulting in an enhanced learning curve on both professional and personal levels.Using digital platforms,such as Workdays“Job Alert”and“Talent Marketplace”feature,our internal talents can easily find job opportunities.Our overarching goal is to minimise voluntary turnover and maintain a per

191、manent employment rate of over 80%for our workforce.In 2024,the turnover rate is intricately linked to the share of retail business in respective markets and regions,with the employee-induced turnover rate standing at 26%(9%for non-retail employees and 38%for retail employees).The overall total turn

192、over rate for our own workforce was 32%(2023:33%).G.03 EMPLOYEE TURNOVER 2024 20236 Women Men Other Not disc.Women Men Other Not disc.Total number of employees who left PUMA 4,052 4,147 14 67 4,107 4,249 14 80 Voluntary1 2,918 2,788 12 41 2,907 2,806 13 39 Dismissal2 571 809 1 13 519 727 0 15 Retire

193、ments 17 17 0 0 12 12 0 0 Other 546 533 1 13 669 704 1 26 Voluntary turnover(%)3 26%27%Retail(%)38%42%Non-retail(%)9%8%Involuntary turnover(%)4 6%6%Total turnover rate(%)5 32%33%Average length of service at PUMA(in years)4.28 4.17 1Voluntary leave includes work contracts terminated by employees.2Dis

194、missals include work contracts terminated by employer.3Voluntary turnover is calculated based on the data of all employees who left PUMA voluntarily(resignations).The formula used is the number of employees who left voluntarily divided by total number of employees(year-end head count).4Involuntary t

195、urnover is calculated based on the data of all employees who left PUMA involuntarily(dismissals).The formula used is the number of employees who left involuntarily divided by total number of employees(year-end head count).5Calculated considering voluntary and involuntary terminations,retirements and

196、 deceased employees divided by the total number of employees(year-end head count).6The method for calculating the turnover rate has been adjusted compared to the publication in the Annual Report 2023.PUMA Voluntary Sustainability Report 2024Our People26 In 2024,we successfully filled three out of fo

197、ur vacant key positions worldwide through internal promotions or horizontal transfers,with 77%of open positions filled by internal candidates.This accomplishment confirms the effectiveness of our talent and development strategy.At the end of 2024,22%of our employees were working part-time and 78%ful

198、l-time.In 2024,91%of our employees worldwide held permanent employment contracts,and over 34%were governed by collective agreements.Employees in the headquartersPUMA Voluntary Sustainability Report 2024Our People27 T.05 NUMBER OF EMPLOYEES1 BY GENDER AND EMPLOYMENT CONTRACT TYPES2 AND THE NUMBER OF

199、INTERNS BY GENDER 2024 2023 Female Male Other3 Not disc.Total Female Male Other3 Not disc.Total Employees4 11,006 11,188 20 0 22,214 10,522 10,670 22 0 21,214 Permanent employees 9,943 10,285 16 0 20,244 9,573 9,813 20 0 19,406 Temporary employees 1,021 877 4 0 1,902 931 848 2 0 1,781 Non-guaranteed

200、 hours employees5 42 26 0 0 68 18 9 0 0 27 Full-time employees 8,160 9,132 11 0 17,303 7,759 8,707 12 0 16,478 Part-time employees 2,846 2,056 9 0 4,911 2,763 1,963 10 0 4,736 Interns6 159 127 0 0 286 122 116 1 0 239 Total workforce 11,165 11,315 20 0 22,500 10,644 10,786 23 0 21,453 1Year-end head

201、count data for global workforce,directly employed by PUMA.Interns are excluded from own workforce metrics.2The definitions of contract types are based on the local laws of countries.3Gender as specified by the employees.4Year-end head count data for global workforce,directly employed by PUMA.Interns

202、 are excluded from own workforce metrics.5Non-guaranteed hours employees are employees without a guarantee of a minimum or fixed number of working hours.6Interns are excluded from own workforce metrics.PUMA Voluntary Sustainability Report 2024Our People28 T.06 NUMBER OF EMPLOYEES1 BY EMPLOYMENT CONT

203、RACT TYPES2 AND REGIONS 2024 2023 Europe EEMEA APAC LATAM North America Total Europe EEMEA APAC LATAM North America Total Employees 5,234 3,881 4,893 4,415 3,791 22,214 5,044 3,872 4,740 3,772 3,786 21,214 Permanent employees 4,468 3,770 4,480 4,415 3,111 20,244 4,304 3,771 4,358 3,771 3,202 19,406

204、Temporary employees 698 111 413 0 680 1,902 713 101 382 1 584 1,781 Non-guaranteed hours employees3 68 0 0 0 0 68 27 0 0 0 0 27 Full-time employees 3,843 3,802 4,199 3,896 1,563 17,303 3,742 3,742 4,051 3,386 1,557 16,478 Part-time employees 1,391 79 694 519 2,228 4,911 1,302 130 689 386 2,229 4,736

205、 Employees per region(%)24%17%22%20%17%100%24%18%22%18%18%100%1Year-end head count data for global workforce,directly employed by PUMA.Interns are excluded from own workforce metrics.2The definitions of contract types are based on the local laws of countries.3Non-guaranteed hours employees are emplo

206、yees without a guarantee of a minimum or fixed number of working hours.PUMA Voluntary Sustainability Report 2024Our People29 DEVELOPMENT Our employees ongoing professional and personal development ensures they have the necessary skills to support internal growth and drive the company forward.Strateg

207、ic workforce planning and tools like Workday enable us to identify skill gaps effectively.We offer a wide range of training and development options based on specific needs,both online and offline,to all our employees.In 2024,employees enriched their Workday profiles by documenting their skills,certi

208、fications,trainings and career aspirations.A targeted analysis of employee profiles allows PUMA to align internal talent with upcoming career opportunities,helping to build a succession pipeline and address future competency needs.Our employees use different learning methods such as coaching,mentors

209、hip and networks for leadership development and cultural education.We also measure the quantitative business impact of essential programs.In 2024,23,255(2023:18,527)employees attended 171,035 hours of training and workshops.This averaged 7.7 hours and 250 per FTE for training activities.Our proactiv

210、e learner engagement strategy includes activations,gamification,and internal learning competitions,with incentives for employees,such as the Top Learner Award.In 2024 PUMA has received an award from the eLearning magazine in the category“Learner engagement”for delivered activations and shared with o

211、ther companies best practices.Our employees can access over 23,000 online training courses in multiple languages,covering a wide range of relevant topics such as innovation,diversity and environmental and social sustainability.PUMA employees also contribute to creating product-specific learning cont

212、ent.Localised learning ambassadors as retail trainers and regional P&O partners are equipped with smart authoring tools to produce local e-learning content.Additionally,we offer monthly webinar sessions featuring internal experts and keynote speakers from outside the company.We run global e-learning

213、 campaigns on a regular basis on topics like compliance,ethics,cyber security,DEI,occupational health and safety.These initiatives help us ensure a safe and stable working environment and consistently achieve high average participation rate on a global level.To support language education,we offer ac

214、cess to the language learning platform Busuu,allowing our workforce to learn new languages at their own pace and according to their needs,in both corporate and retail environments.To support our global workforce during challenging times,we also focused on mental health,resilience,mindfulness,and emo

215、tional stability in 2024.All our current classroom training is based on hybrid concepts to ensure that our employees can learn in the way that is best for them.AGILE LEARNING By equipping our global workforce with agile methods,we foster an agile organisation and expand the use of agile working meth

216、ods and a culture of innovation.In 2024,we continued to provide digital agile learning programs to our employees globally.We focus on need-based training at two levels:Agile Rookie and Agile Facilitator.The Agile Rookie program serves as an entry level training initiative,allowing employees to get f

217、amiliarised with various agile topics and methodologies.Meanwhile,the Agile Facilitator is designed for those employees who wish to further support their teams by facilitating agile meetings such as sprint reviews or retrospectives.With these programs,we profit from the improved skills with the use

218、of agile ways of working resulting in increased employee engagement and successful innovative work environment to address the business challenges effectively.The results of the change are reflected in the attribute in the category of innovation in employee opinion survey as employees become more ope

219、n to trying new and different ways of addressing business challenges and quickly move from idea to implementation.Less than 1%of employees join this program.PUMA Voluntary Sustainability Report 2024Our People30 LEADERSHIP TRAINING ILP/ILP/PLE We highly value our employees skills and leadership exper

220、tise in mastering complex challenges in a volatile world while achieving our goal of excellence.Our International Leadership Programme(ILP&ILP)provides staff with essential competencies and promotes a shared knowledge of our leadership culture.PUMA leaders receive comprehensive training and coaching

221、,including interactive learning,roleplay,best-practice learning,and joint projects.Mindful leadership and agile work are emphasised.The programmes modular design allows managers to apply their newly acquired knowledge between seminars.In 2024,we introduced a hybrid approach to ILP to enhance the lea

222、rning experience by using diverse learning styles and providing interactive,engaging sessions.This approach fosters a strong sense of community and networking opportunities while at the same time being more efficient and providing flexibility to the participants.To round up the Leadership Training p

223、ortfolio,we also introduced ILP Focus.This two-day training has a very practical approach and serves as a follow-up for participants of ILP.We continued to promote our PUMA Leadership Expedition program which is designed to teach leaders,as well as future leaders how to lead well in complexity and a

224、mbiguity.Self-driven learning,nugget-learning,learning sprints and peer-learning,coaches and group assignments underpin this virtual course.PUMA leaders can voluntarily be part of this program which takes around 100 hours and choose what,when,and how to learn from over 130 one-hour learning nuggets

225、with a balanced mix of trainer-led virtual sessions and self-directed learning in 18 months.First-time managers get a PUMA-tailored training“from employee to manager”to prepare them for their new role and ensure a common concept of leadership at PUMA.SPEED UP/SPEED UP Retaining talent and speeding u

226、p our employees progress is important for the success of our business.We designed High Potential programs,Speed Up and Speed Up to engage top performers by accelerating their development,unlocking new capabilities,and opening doors both domestically and internationally for a long and fulfilling care

227、er at PUMA.These programs offer participants preparation and support for vertical advancement within the company,ensuring they remain competitive with even the most seasoned external candidates.This way,PUMA cultivates internal talent and develops responsible and innovative leaders from within the o

228、rganisation and contribute to the retention of top talents.Cross-functional projects and tasks,coaching,mentoring,and specialised training in four different locations around the world prepare employees for their next career steps and give them an overview of PUMA in other regions.Participants also g

229、et to meet top management and build strong networks around the world.We also consider business needs including strategic growth areas,departments with high turnover rates,and missing succession pipelines.Less than 1%of employees join this program.In our last graduated cohort(2022-2024)60%of those wh

230、o participated in Speed Up program were promoted.Likewise,65%of Speed Up participants achieved similar career advancement.In addition to fostering internal promotions,we also reduced the retention risks of talents.80%of those participated in Speed Up and 82%of Speed Up participants remain within PUM

231、A after completing the programs.RETAIL DEVELOPMENT To support our retail employees development,we provide two special programs:PUMA University for Trainers and PUMA University for Leaders.The PUMA University for Trainers certifies retail trainers,equipping them with advanced communication,coaching,a

232、nd training skills to deliver PUMAs curriculum,which includes selling,functional,leadership skills,and product and brand knowledge.The PUMA University Leaders program develops high-potential talents across various roles.Updated in 2024,it includes key topics such as PUMAs global strategy,agile proje

233、ct management,emotional intelligence,and sustainability.We selected the participants through an assessment centre and improve their leadership skills through a blended learning approach.PUMA Voluntary Sustainability Report 2024Our People31 FUTURE TALENT We are always looking for future talent we can

234、 develop and equip with the relevant skills to take on demanding PUMA Group responsibilities.We participate in various career fairs and university initiatives both locally and abroad to approach potential employees and identify suitable candidates.Plenty of options in an international work environme

235、nt make PUMA an excellent place for career starters.Dual study programs are available in International Business,Fashion Management,and Business Informatics.Students acquire theoretical grounding through partnerships with various universities and practical experience in different PUMA teams.Our appre

236、ntices either train as industrial clerks,IT specialists or retail sales managers.They work in various company departments to build personal and professional skills and increase their knowledge while attending vocational school.In 2024,10 apprentices and six dual students started working at PUMAs Hea

237、dquarters in Germany,bringing the total number of future talents to 24 apprentices and 16 dual students working for PUMA.Internships and working student positions are another way to become familiar with PUMA.Students from around the world get six months of work experience as well as the opportunity

238、to build their network and hone their talents.Future talents at the PUMA headquarters in 2024 FEEDBACK We value internal and external feedback at PUMA,as it reveals whether we are on track and helps us grow.Therefore,we compare ourselves to other organisations and gain valuable insights from our emp

239、loyees.Our employee listening strategy includes surveys(employee voice and pulse),focus groups,interviews and sentiment analysis.PUMAs company culture prioritises ongoing employee feedback and open dialogue.Various channels are in place to report any feedback and observations related to workforce is

240、sues.We engage directly with our employees and collaborate with employee representatives.We gather employee views using digital tools such as Amber,Leena AI,and Workday.Our commitment to employee engagement ensures their voices are heard and considered in our decision-making.In addition to this,we h

241、ave various employee resource groups that foster a collaborative working environment where employees can learn from each other,provide feedback to the company and be part of PUMA Voluntary Sustainability Report 2024Our People32 cultivating a company culture.These groups meet in person,but we also us

242、e digital tools to facilitate communication and interaction.At PUMA headquarters,for instance,there is a Diversity,Equity and Inclusion Group where employees can engage both in person and digitally via Viva Engage to voice their journeys.We also conduct global townhall meetings where our employees f

243、rom different locations can communicate with the Board directly and share their questions,comments and feedback in person and online.Our engagement activities are not limited to our own workforce but also involve potential talents and candidates.To get suggestions on how to improve the brand,we invi

244、te them to digital PUMA events and listen to them.In our latest survey,from 13 categories two categories saw an increase in favourable scores,four categories stayed at their high levels,and seven categories saw a slight 1%decrease from the last survey.Our poll results beat or match market data,inclu

245、ding high-performance data,in all but four categories.High-performance companies outperform the market financially and consistently score excellently in surveys.This positive feedback inspires us to continue and further strengthen the measures we have implemented.We shared the survey results globall

246、y,locally,and at departmental level,and follow-up actions were devised.The feedback we receive in this way and in particular through our global employee opinion survey in 2023 encourages us to continue and further expand the measures we have implemented.Our Top Employer certification,Great Place to

247、Work award,“berufundfamilie”audit,and other honours reflect regular industry benchmarking that we use to get feedback.ENGAGEMENT Outstanding performance and continuous growth rely on the commitment and dedication of our employees.Since 2009,we have been monitoring employee engagement through regular

248、 global employee opinion surveys to gather feedback on various topics.In our most recent survey,15,339 employees participated,representing an impressive 85%participation rate in the 2023 global survey.This allowed them to share their perspectives on workplace and work-life experiences.We achieved an

249、 exceptionally high engagement score of 91%,compared to 92%in the previous survey.In 2024,we continued implementing the action plan derived from the 2023 global employee survey.We highly value our employees strong engagement and brand loyalty and remain committed to maintaining and strengthening the

250、se in the future.G.04 EMPLOYEE ENGAGEMENT SCORE REWARD,RECOGNITION&BENEFITS COMPENSATION&BENEFITS The attractive performance-based compensation system at PUMA consists of fixed base salary,PUMA bonus schemes,profit-sharing programs and various social benefits and intangible benefits.We also offer 69

251、%71%91%92%91%201320152019202120232023PUMA Voluntary Sustainability Report 2024Our People33 long-term incentive programs to the senior management level that honours the sustainable development and performance of the business.The bonus system is transparent and globally standardised.Incentives are exc

252、lusively linked to company goals.Ensuring fair and non-discriminatory compensation is one of our strategic priorities.Our gender-neutral compensation framework is based on analytical job evaluations and a global grading system,ruling out any gender-specific discrimination.PUMA in Germany is certifie

253、d as Universal Fair Pay Developer by the Fair Pay Innovation Lab for successfully having closed the adjusted pay gap(1%)as of 2023.In 2024,we have closed the gender pay in further PUMA subsidiaries.PUMA North America,Canada,Sweden,Italy,France and Spain,are certified as“Fair Pay Developer”for having

254、 closed the adjusted pay gap(1%).PUMAs subsidiaries in South Africa and the United Arab Emirates were even certified as“Fair Pay Leader”which means that next to having closed the adjusted gender pay gap,the unadjusted pay gap is below 10%.In 2025,the gender pay gap analysis will continue to be condu

255、cted and will be introduced to our other regions.In addition,since 2021,we use the Fair Wage Networks(FWN)living wage database to ensure that all employees globally are paid a living wage.We have continued our cooperation with the FWN,allowing access to benchmarks for all of our subsidiaries.Since 2

256、022,performance indicators tied to bonuses have been tracked by the global leadership team to ensure this.In 2024,all employees who generate their living income with PUMA are earning a living wage or more based on the Living Wage Adjusted Mean benchmark as defined by the FWN.T.07 COMPENSATION METRIC

257、S 2024 Gender pay gap Unadjusted gender pay gap1 2%Total remuneration ratio2 Annual total remuneration ratio of the highest paid individual to the median annual total remuneration of all employees 168 Annual total remuneration ratio of the highest paid individual to the median annual total remunerat

258、ion of all employees,adjusted by local differences in purchasing power as well as differences in tax and social security deductions by country3 110 Annual total remuneration ratio of the highest paid individual to the median annual total remuneration of all employees in Germany4 73 1Unadjusted gende

259、r pay gap is calculated by subtracting the average gross hourly pay level of female employees from the average gross hourly pay level of male employees,then dividing the result by the average gross hourly pay level of male employees,multiplied by 100.2The total remuneration is calculated by dividing

260、 the total annual remuneration in for the highest paid individual by the median employees gross annual total remuneration in (excluding the highest paid individual).For the ratio the annual total direct compensation is applied,which includes base salary,bonus,car and long-term incentives.The total r

261、emuneration ratio is not validated by any external body other than the assurance provider.3Total remuneration ratio considering differences by country in tax and social security deductions,adjusted for differences in purchasing power.4Total remuneration ratio for Germany,considering that the highest

262、 paid individual is based in Germany.PUMA Voluntary Sustainability Report 2024Our People34 T.08 GENDER PAY BY EMPLOYEE CATEGORIES 2024 Women to men ratio Executive level(base salary only)4.0%Executive level(base salary and other cash incentives)3.3%Management level(base salary only)3.3%Management le

263、vel(base salary and other cash incentives)3.6%Non-management level(base salary only)0.5%WELLBEING At PUMA,we care about the well-being of our people.We offer a range of services and benefits to enhance their health and happiness.Our wellbeing strategy covers four main areas:Flex,Social,Financial and

264、 Athlete.Through a variety of services and benefits,we strive to improve the health and happiness of our employees.We started the wellbeing approach at our headquarters in Herzogenaurach,Germany.All PUMA companies around the world have adopted it and adapted it to their local needs and regulations.I

265、t is now an important part of all PUMA subsidiaries around the world.In 2024,we provided a selection of sports classes and training opportunities in our outdoor and indoor facilities,in addition to organising sports events and offering gym classes.In the HQ,we provide outdoor facilities for football

266、,volleyball,basketball,tennis,and paddle tennis.Our exercise classes include meditation,yoga,Zumba,jumping fitness,and Pilates.We host bouldering,stand up paddling,trampolining,bowling,snowshoeing,and skiing events,among others.Our Be Well Weeks,which promote healthy lifestyles,offered free health c

267、hecks and nutritional advice,as well as the opportunity for employees to explore the latest fitness and sports trends.We provide access to health and wellness resources,such as ergonomic assessments,mental health days,and health-related information.To foster camaraderie and a sense of community,we o

268、rganise team-building and social events for our employees.In 2024,we expanded our health and mental well-being offerings in Germany.Employees now have access to two digital platformsone providing quick and reliable dermatological care and the other offering free mental health support,including self-

269、help programs,well-being tools,group sessions,and online consultations with psychologists.Our goal is to ensure all employees have the resources they need to support their well-being.PUMA Voluntary Sustainability Report 2024Our People35 PUMA employees in PUMA North America participated in an employe

270、e wide pickleball tournament FLEXIBLE WORKING CONDITIONS The wellbeing of our people goes hand in hand with excellent working conditions based on a unique culture.We offer a range of working models,such as flexible working,mobile office,part-time and sabbaticals to help our employees balance their w

271、ork and personal lives and manage stress.They can choose from these models at different points in their lives.Employees in the headquarters PUMA Voluntary Sustainability Report 2024Our People36 All of our offices around the world have a hybrid working model that offers flexibility in work hours and

272、location.Since 2015,our headquarters has held the German“audit berufundfamilie”certificate which recognises good working conditions for working parents,such as having a parent-child office,a nursing room,childcare facilities and summer camps for children during school holidays.OFFBOARDING Our aim is

273、 to ensure that the employees last day is as positive as their first day at PUMA,signifying an appreciative end to the employment relationship.We facilitate a respectful and insightful offboarding process,allowing both PUMA and the employee to reflect on their time together,ensure knowledge transfer

274、,and maintain a positive relationship post-employment.Employees are asked to complete an anonymous exit questionnaire on Workday to provide feedback about their work experience.We conduct an in-depth exit interview to understand the reasons behind the decision to leave and propose to reapply in the

275、future.We also ask the leaving employees to remain a part of the PUMA family by joining our Alumni Network.This way we keep in touch fostering professional networking opportunities as well as using this platform as talent pool for future rehires.PROGRESSION&DIGITALISATION A big part of PUMAs plan to

276、 streamline processes and improve the employee experience is investing in our digital infrastructure.Since 2017,Workday has been our main human capital management(HCM)system.It covers Human Resources(HR)tasks at all stages of the recruitment process,from candidate to employee experience,simplifying

277、tasks such as recruitment,talent management and employee engagement.As a result,the workforce is seamlessly integrated throughout the candidate and employee lifecycle.Through this digital platform,our employees can access HR related information and data at any time,in a controlled and secure environ

278、ment that protects data privacy and integrity.It gives both employees and managers the tools and processes they need to manage people effectively.Workdays easy-to-use dashboards give managers clear,actionable insights for strategic planning and decision-making.And because all of our global data is s

279、tored in one place in Workday,it enables comprehensive analytics that help us make evidence-based decisions and drive tangible results.By using such a digitalised infrastructure,we aim to maintain our focus on operational efficiency and improving our HR practices throughout the PUMA employee lifecyc

280、le.This supports PUMAs overall goal of improving workplace operations and the employee journey.It also helps us to prepare for the future to better deal with the dynamics of challenging labour markets.OCCUPATIONAL HEALTH&SAFETY We want our employees to be healthy and safe,so we make sure that health

281、 and safety issues in the workplace are taken seriously.Our global occupational health and safety policy underlines the importance of this issue.A central Health and Safety Committee at our headquarters in Herzogenaurach meets every three months,including a specialised labour physician,a health and

282、safety technician and employee representatives.They conduct regular health and safety inspections,complemented by official bodies like the German Berufsgenossenschaft.This committee also helps to take any required actions to reduce material negative impacts.All major offices have designated local he

283、alth and safety experts,and/or their own health and safety committees.Our Vice President P&O,as part of our Executive Management team,reports at least quarterly PUMA Voluntary Sustainability Report 2024Our People37 on health and safety issues to our Executive Committee.In 2024,we continued mitigatin

284、g safety risks.As part of our ISO 45001 certification audit at the headquarters we demonstrated our commitment to safety and adherence to regulations.In our pulse survey,we collected feedback from our employees regarding their physical and mental health.Additionally,we provide an opportunity for emp

285、loyees to offer their recommendations and feedback to PUMA,ensuring that their insights contribute to the continuous improvement of health and safety.To increase awareness,we provide training programs such as general safety,fire safety and first aid to equip employees with skills to handle emergenci

286、es and reduce accidents.In 2024,we promoted our digital OHS training course,which included hygiene and proper mobile office behaviour,to all our sites.We aim for zero fatalities and to lower the average injury rate year annually.For more than ten years,we have recorded no work-related fatal accident

287、s,and the rate of occupational diseases was zero at PUMA,including 2024.In the future,we want to ensure that we have zero fatalities.The lost time injury rate expresses the number of lost time injuries per 200.000 worked hours.In 2024,89 workplace accidents requiring a work stoppage were recorded wo

288、rldwide.This corresponds to a lost time injury rate of 0.44 in 2024 compared to 0.46 in 2023.In addition to conducting safety training courses at all our sites,we also offer online training programs to prepare employees for potential emergency situations and thus reduce the number of accidents.In 20

289、24,we promoted our digital OHS training course to all our sites,which included hygiene and proper mobile office behaviour.In 2024,we provided health and safety training for 18,859 employees which accounts for 85%of our workforce.G.05 LOST TIME INJURE(FREQUENCY)RATE DIVERSITY,EQUALITY&INCLUSION At PU

290、MA,equality and non-discrimination are an important part of our culture.PUMA is committed to providing a fair work environment and equal opportunities for everyone.We foster diversity,equality,and inclusion(DEI)in all aspects of our business.Our policy of equal treatment and anti-discrimination cove

291、rs every part of the employee relationship,including the promotion of diversity and equal opportunities for training and skills development.By integrating DEI into our business,we enhance our international competitiveness.At PUMA,any form of discrimination based on race,colour,nationality,gender,age

292、,0.370.350.390.450.460.441.871.661.962.272.292.21201920202021202220232024Lost time injury rate per 200,000 working hoursLost time injury frequency rate per 1,000,000 working hoursPUMA Voluntary Sustainability Report 2024Our People38 language,pregnancy,religion or belief,marital status,health status,

293、social or ethnic origin,union membership,political views and affiliation,sexual orientation,birth or other status such as disability is prohibited.DIVERSITY At PUMA,diversity is an essential part of our culture,enhancing our corporate culture and strengthening relationships with consumers,partners,a

294、nd communities.By embracing diversity in all its forms,we are better equipped to serve the needs of our consumers,partners and communities.We foster an inclusive environment where every individual feels valued,respected,and empowered,enhancing business performance and creating a more equitable futur

295、e.This commitment is part of our PUMA Code of Ethics and the 2010 Diversity Charter that we are part of.We support people of all genders and believe that diversity drives success.T.09 NUMBER OF EMPLOYEES1 BY GENDER Gender 2024 2023 Male 11,188 10,670 Female 11,006 10,522 Other2 20 22 Not reported n/

296、a n/a Total 22,214 21,214 1Year-end head count data for global workforce,directly employed by PUMA.It means that all employees performing work for PUMA owned entities are included.2Gender as specified by employees.We employ people from 145 countries.Our home base in Germany employs people from over

297、84 different nations.“BE YOU”is central to our culture,promoting a respectful and supportive work environment where each employee can be their true self.We listen to our employees to address systemic barriers and identify areas for improvement.In 2024,we revisited our diversity policy and included n

298、ew targets.We also organised employee training on discrimination and injustice,intercultural communication,diversity,inclusion and belonging.In addition,we hosted talks with internal and external speakers and published articles on our internal communication platforms to raise awareness.We prioritise

299、 an inclusive workplace for people with disabilities,adapting workplaces and training to meet their needs.In Germany,an elected Works Council member represents the interests of employees with disabilities.In some countries,legal issues prevent our companies from asking questions about and recording

300、disability status and severity.Around 1%of our employees have told us that they have a severe disability,but the true number is probably higher.Our employees represent all age groups.The average age of our employees worldwide is 32.PUMA Voluntary Sustainability Report 2024Our People39 G.06 AGE GROUP

301、 G.07 AGE DIVERSITY BY MANAGEMENT LEVELS1 2024 2023-30 30-50+50-30 30-50+50#%#%#%#%#%#%Number of employees2 10,246 46%10,743 48%1,225 6%10,027 47%10,037 47%1,150 5%Employees in leadership positions3 334 8%3,190 81%434 11%309 8%2,992 81%411 11%Employees in junior management 306 14%1,770 80%129 6%287

302、14%1,676 80%128 6%Employees in middle management 26 2%977 87%123 11%21 2%885 87%115 11%Employees in top management 2 1%443 71%182 29%1 1%431 72%168 28%1Age grouping is based on under 30 years old(-30),between 30-50(30-50),over 50 years old(+50).2Year-end head count data for global workforce,directly

303、 employed by PUMA.3Leadership positions refers to managers with at least one direct report.ACTIONS TO PROMOTE DEI In 2024,we displayed rainbow flags at our headquarters,lit up the building in rainbow colours and sponsored the Christopher Street Day(CSD)in Nuremberg during Pride Month to support the

304、LGBTQIA+community.In 2024,PUMA North America made progress in advancing its“REFORM the Workplace”DEI Strategy through several impactful initiatives.To measure and enhance employee experiences,the Belonging Survey was introduced to assess sentiment around belonging and track progress year over year.A

305、dditionally,the DEI Champion learning track was introduced to enhance cultural competency and foster an understanding of diversity within the organisation.In 2024,PUMAs first Hispanic/Latin Employee Resource Group,Juntos was created and became one of the Employee Resource Groups(ERGs)including BBOLD

306、 and pumALLiance.less than or equal to 2010%21-2519%26-3021%31-3518%36-4013%41-459%46-505%51-553%56-602%61-650.80%66+0.20%10%19%21%18%13%9%5%3%2%0.8%0.3%Less than or equal to 2021-2526-3031-3536-4041-4546-5051-5556-6061-6566+PUMA Voluntary Sustainability Report 2024Our People40 We promote equality a

307、nd are pleased that the PUMA Group has a balanced gender mix,with approximately 50%women and 50%men.44%of our STEM(Science,Technology,Engineering and Mathematics)employees are female.Women held 42%of global leadership positions in 2024.Thanks to PUMAs equal opportunities work,this figure has been on

308、 a high level over the last few years(2023:43%,2022:44%).But there is still room for improvement.We are committed to increasing the number of women in leadership positions around the world in the coming years,especially at the highest levels of management.T.10 GENDER DIVERSITY BY MANAGEMENT LEVELS 2

309、024 2023 Women Men Other Women Men Other#%#%#%#%#%#%Number of employees1 11,006 50%11,188 50%20 1%10,522 50%10,670 50%22 1%Employees in leadership positions2 1,674 42%2,282 58%2 1%1,596 43%2,114 57%2 1%Employees in junior management3 981 45%1,222 55%2 1%963 46%1,126 54%2 1%Employees in middle manage

310、ment 470 42%656 58%0 0%428 42%593 58%0 0%Employees in top management4 223 36%404 64%0 0%205 34%395 66%0 0%Employees in non-management positions 9,332 51%8,906 49%18 1%8926 51%8,556 49%20 60%)No corporate airplane unless biofuels are usedMove remaining natural gas heating to biogas,hydrogen or electr

311、ic heating(50%)SCOPE 2(INDIRECT EMISSIONS)Continue to use 100%renewable electricityUse over 2 MWp of own solar capacityUse 75%renewable content district heating at PUMA headquartersSCOPE 3 EMISSIONS(PUMA SUPPLY CHAIN)Reach 40%renewable energy use(for core factories)Reduce GHG emissions(scope 1&2)by

312、40%for core factoriesNo coal-fired boilers for core factoriesLESS CARBON INTENSIVE MATERIALS 100%recycled polyester fabrics30%fibre-to-fibre recycled polyester fabrics for Apparel20%recycled cotton fabrics for ApparelResearch and invest into next-generation material options with a focus on FootwearS

313、CIENCE BASED TARGETS:1.5C aligned science-based CO2 emission reduction target(approved 2023):Reduce absolute Scope 1 and 2 greenhouse gas(GHG)emissions by 90%by 2030 from a 2017 base yearContinue active annual sourcing of 100%renewable electricity through 2030Reduce absolute GHG emissions from purch

314、ased goods and services and upstream transportation anddistribution by 33%by 2030 from a 2017 base year*Target boundary includes land-related emissions and removals from bioenergy feedstocksRelates to United Nations Sustainable Development Goals 7 and 13 PUMA Voluntary Sustainability Report 2024Clim

315、ate108 KPIs:Direct CO2 emissions from own entities(Scope 1*)Indirect CO2 emissions from own entities(Scope 2*)Indirect CO2 emissions from manufacturing,business travel and transport of goods(Scope 3*)Percentage of core suppliers covered by energy efficiency programmesPercentage of core suppliers cov

316、ered by renewable energy programmesPercentage of core suppliers with coal-fired boilers(Tier 1 and Tier 2)*The GHG Protocol Corporate Standard classifies a companys GHG emissions into three scopes:Scope 1:Direct GHG emissions from sources that are owned or controlled by the company(offices,stores,wa

317、rehouses)e.g.office building heating,car fleet emissions,Scope 2:Indirect GHG emissions from the generation of purchased electricity,steam andheating/cooling consumed by the company,Scope 3:All other indirect emissions not covered in Scope 2,such as extraction and production of purchased materials;t

318、ransportation of purchased goods and use of sold products and services,business travel,employee commuting,etc.During the UN Climate Conference in Paris in 2015,PUMA agreed to set a science-based CO2 emissions target.In 2018 PUMA co-founded the Fashion Industry Charter for Climate Action,an industry-

319、wide coalition that aims to align the fashion industrys emissions with the targets included in the Paris Agreement.One year later,PUMA agreed and published its first science-based emission target(SBT),which was aligned to a well below 2C emission scenario with the SBT Coalition and joined the Fashio

320、n Pact,which also includes a climate action commitment.The Fashion Industry Charter on Climate Action commitments include net-zero GHG emissions at the latest by 2050.With an 85%reduction of own emissions(market-based,including the purchase of RECs)and a 65%reduction of supply chain emissions relati

321、ve to sales,we achieved our first science-based GHG reduction target in 2023,seven years ahead of the target year 2030.In 2022,we prepared an updated and more ambitious science-based GHG reduction target and aligned the target with a 1.5C scenario.We added a 100%renewable electricity target to our S

322、BT proposal.Our updated science-based target was formally submitted to and approved by the SBTi in 2023.With a 90%absolute reduction target for PUMAs own operations by 2030,the new target sets a much higher ambition level for Scope 1 and 2 emissions,after the first target of 35%reduction had already

323、 been achieved in 2020,mainly through the purchase of renewable energy attribute certificates.The SBTi has classified PUMA Scope 1 and 2 emissions targets as in line with a 1.5C trajectory.For Scope 3 emissions,the new 2030 target marks the transition from a target relative to sales(-60%)to an absol

324、ute reduction target of 33%.Given PUMAs strong growth rates,the new target could even be considered more ambitious.During 2024,we reduced our Scope 1 and 2 emissions by 86%compared to 2017(2023:85%).The additional savings can mainly be attributed to the expansion of electric cars in our car fleet(up

325、 to 45%from 35%in 2023)as well as a reduction in the milage travelled with our corporate jet.GOVERNANCE The PUMA Management Board takes overall accountability for the management of all risks and opportunities,including climate change.PUMAs sustainability strategy,FOREVER.BETTER.,aims for the full in

326、tegration of sustainability aspects into core business functions,ensuring sustainability is a key priority across all levels of the organisation.Our strategy and targets are approved by PUMAs Management Board.This includes climate-related targets as stated in PUMAs 10FOR25 sustainability targets and

327、 Vision 2030.The Sustainability Committee is handling sustainability at a Supervisory Board level.The Management Board receives updates on sustainability-related matters quarterly,including those related to climate PUMA Voluntary Sustainability Report 2024Climate109 change.The Executive Sustainabili

328、ty Committee meets twice a year to discuss and govern cross-functional sustainability-related topics,like the sustainability bonus targets.It is comprised of all functional heads of the company,such as People&Organisation,Sourcing,Finance,IT,Marketing,Risk Management,Investor Relations,Retail,Logist

329、ics and Legal Affairs.Sustainability at a product level is governed in a cross-functional business units call,where updates on PUMAs more sustainable product strategy are shared and discussed monthly.To engage with PUMAs worldwide subsidiaries on climate change and other sustainability-related topic

330、s,the corporate sustainability department organises a quarterly call in which the nominated sustainability leads for each PUMA subsidiary take part.All PUMA leaders globally,from CEO to Team Head level,have clearly defined sustainability targets as part of their annual performance bonus.These target

331、s are aligned with PUMAs FOREVER.BETTER.sustainability strategy and focus on our 10FOR25 target areas,including climate change.Climate-related bonus targets for PUMAs own entities have a direct reference to our science-based Scope 1 and 2 target.Targets on renewable energy usage of core suppliers an

332、d increasing the percentage of recycled polyester support our science-based Scope 3 GHG reduction target.The targets cover 10%of the overall bonus for members of the Management Board and 5%for other leaders globally.,with climate-related targets accounting for 3.3%respectively.Our sustainability gov

333、ernance structure is referenced in the Sustainability Organisation and Governance Structure section.TRANSITION PLAN TOWARD OUR 2030 SCIENCE-BASED GHG REDUCTION TARGET During the year 2023,PUMA also developed and published its first climate transition plan.The plan lists the planned actions and investments toward hitting our 2030 climate targets.PUMA CDP CLIMATE SCORE:A The Carbon Disclosure Projec