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p : 19 | C : 2 PUMAVision PUMA’s corporate website is the first point of contact for potential job applicants to get information about PUMA and learn about vacancies. In 2012 we therefore developed a concept for our website that will go live in 2013. The new interactive design and content enhances usability and provides up-todate information for different target groups. NEw JOB POSTiNgS Another aspect of our global employer branding strategy is the redesign of job postings. The new graffiti layout is designed to render PUMA’s dynamic culture and to stand out compared to traditional versions. The slogan ‘JOY´N US’ is a pun, combining the statement of the unique PUMA culture ‘to find JOY in everything we do’ with the invitation ‘to join’ our company. Visuals of real-life PUMA employees illustrate this authentically. Since 2012, PUMA’s job postings have been published globally, and we consider this a major step for harmonizing PUMA’s general perception as an employer. PUMA HR in 2012 entered the terrain of Social Media, too. We had come to realize that the ever-changing online culture and the rapidly increasing use of social media in commerce and business require employers to react quickly and to embrace this whole new toolset of opportunities and challenges. PUMA BUsiness And sUstAinABility RePoRt 2012 The design of PUMa’s new job postings. Things got underway with the creation of a PUMA Career profile on the well-known networks Kununu, LinkedIn and Xing. The centerpiece, however, is a brand-new PUMA HR Twitter channel launched in November. On Twitter, we will feature not only job offers but also general information related to applications as well as and details about upcoming events such as trade shows. We are very excited to use these communication tools to engage with people from all over the world. › please click here JoY@Work.
p : 20 | C : 2 PUMAVision TALENT MANAgEMENT PUMA’s talent management strategy thrives on a sustainable concept consisting of early talent identification and development to support the growth objective we set in our global business plan. We attract the best talent from around the globe, leveraging each individual by effective assignment and promotion planning to build a performance-driven organization that rewards and retains the best talent. TRAiNiNg AND DEvELOPMENT Whether an introductory seminar or specialized coaching, all training courses are developed on the basis of our very own key competencies. In the past year, existing training courses were optimized and extended to meet our employees’ requirements throughout their entire professional development. Several regions continued the global trend to further extend the development opportunities for employees during the past years. New trainings offers for all employees as well as the role out of the International Leadership Programm, led to a total number of 7408 trained employees in 2012, excluding all safety related trainings. Another new training element initiated in 2012 is the PUMA Afterwork Leader series of lectures. Notable persons from sports, business, science and non-profit organizations provide interesting concepts and approaches in terms of leadership. The first lecture’s topic, ‘Leading Innovations’, PUMA BUsiness And sUstAinABility RePoRt 2012 was presented by Professor Malte Brettel. He focused on the question “how to run an entrepreneurial department successfully as an executive in a competitive environment.” In early 2013 we will welcome Ken Read, the Volvo Ocean Racing team skipper of the PUMA boat Mar Mostro. He will speak about his own experience of leading in extreme adversity and in tough times – a valuable insight and experience in the current economic environment. The PUMA Afterwork Leader series will continue in 2013 with other notable speakers. COMPETENCY & PERFORMANCE MANAgEMENT We believe that every single employee plays an important role in PUMA’s success and accomplishments. To ensure that our employees always meet the competencies required for their positions and are perfectly equipped for helping achieve our business goals, each employee undergoes a performance management process. The annual appraisal interview consists of feedback against business, personal and sustainability objectives on the one hand and coaching by managers on the other. Being interconnected with our training catalog, this system helps suggest further employee development measures. In 2012, our internal performance system was rolled out to additional regions such as India and Benelux. As the system is used by 56 percent of the targeted workforce (excluding employees in Retail), we ensure consistency and standardization in our global competency and performance process. Our main objective for 2013 is to include further countries such as China and Mexico to identify and develop talent in markets with a high growth potential. SUCCESSiON PLANNiNg In 2012, we extended our talent management process adding a sustainable succession planning tool to ensure proper staffing of key positions in order to promote the future growth of PUMA. Our objective for 2013 is the alignment of talent management and succession planning throughout PUMA’s areas, regions and headquarters as well as the alignment of processes with our performance management system, People@PUMA. Talent evaluation is one of the first steps in the talent management and succession planning lifecycle. The evaluation of talents helps us identify how to promote employees in an even more target-oriented way and how to define priorities in terms of personnel development. f.4 t.1 1 Definition & validation of key positions by HQ / Region /Country 2 3 4 5 Annual performance & competency appraisal by manager Talent validation & succession planning Talent review: HQ / Region /Country Talent assessment & final succession planning MRT: Corp. HR Start talent development to fill accelaration pools across leadership pipeline 4 5 MRT = Management Round Table 3 Figure 4: PUMA talent management & succession planning lifecycle 1 2
Page 2 and 3: Business and sustainaBility RepoRt
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“ Be the change that you wish to
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p : 73 | c : 4 PUMA BUsiness And sU
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p : 75 | c : 4 puma.peace PUMA.PeAc
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puma.creative Creative Art Network
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p : 79 | c : 5 PUMA BUsiness And sU
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p : 81 | c : 5 the oasis Pietra Bre
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p : 83 | c : 5 A large range of int
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P : 85 | C : 5 PUMAviSion PUMA BUSi
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“ At PUMA, we Are driven to look
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P : 89 | c : 6 brAnd StrAtegy FOLLO
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P : 93 | c : 6 rUnning Exceptional
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P : 99 | c : 6 Spreading the puma v
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P : 101 | c : 6 FitneSS Join in the
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P : 103 | c : 6 LiFeStyLe 1. Spread
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Financial Year 2012 ManageMent Repo
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p : 107 | c : 2 overview 2012 2012
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p : 109 | c : 2 general economic co
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p : 111 | c : 2 These measures will
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p : 113 | c : 2 € million 3,500 3
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p : 115 | c : 2 F.7 t.1 € million
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p : 117 | c : 2 € million 1,600 1
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P : 119 | C : 2 Earnings bEforE tax
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p : 121 | c : 2 F.14 t.1 € millio
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p : 123 | c : 2 pUMa BUsiness and s
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p : 125 | c : 2 F.17 t.1 gross cash
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p : 127 | c : 2 t.4 t.1 pUMa BUsine
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p : 129 | c : 2 We are well positio
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P : 131 | C : 2 emPloyees number of
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p : 137 | c : 2 ensure that PUMA pr
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p : 139 | c : 2 main Features oF th
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p : 143 | c : 2 Effective implement
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p : 145 | c : 2 fied applicants. If
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31 December 2012 Consolidated Finan
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p : 149 | c :8 t.1 assets consolIDa
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p : 151 | c :8 t.3 t.1 After tax Ta
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p : 155 | c :8 notes to the consolI
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p : 157 | c :8 The surplus of the a
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p : 159 | c :8 60. Brandon Services
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p : 161 | c :8 cash flow from that
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p : 163 | c :8 proDuct Development
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p : 165 | c :8 The age structure of
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p : 167 | c :8 9. propertY, plant a
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p : 169 | c :8 12. other non-curren
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p : 171 | c :8 The table below show
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p : 173 | c :8 Net income by measur
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p : 187 | c :8 The following overvi
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p : 194 | c : 9 CFAO S.A., Sèvres/
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