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p : 23 | C : 2 PUMAVision RETAiL TRAiNiNg PROgRAM PUMA UNivERSiTY PUMA University is an extensive ‘Retail Train the Trainer’ program conducted in four separate weeks throughout the year. PUMA University is designed to develop nominated individuals able to deliver training to a consistent PUMA Training method at local levels. After completing their training at PUMA University, graduates will become Training Ambassadors, meaning they have an exceptionally high level of communication, coaching and training skills. Training Ambassadors can deliver training in local languages on all aspects that are a must for PUMA store staff such as service, personnel, management skills, product knowledge and brand awareness. wHAT THEY HAD TO SAY The 4th Annual PUMA University was held in 2012 with delegates from all regions. A full class of 15 graduates joined the 30+ alumni spread around the world. We collected many final thoughts from this year’s class and here are just a few examples: PUMA BUsiness And sUstAinABility RePoRt 2012 Participants of PUMa University 2012. “The support, guidance and simple friendship with the others were literally life-changing. Words cannot describe how special the others have become to me. PUMa enabled me to build a bridge to other continents both professionally and personally.” “a platform for PUMa cats to learn more about PUMa values and principles and become PUMa ambassadors in their countries.” “I enjoyed each week. not only because of the fun element, which has always been there. You developed a completely new person. now I understand myself, my threats, stresses and fears. You supported me and I can’t imagine a better program for an employee’s development. What is even better: it is me who can develop my own region.”
p : 24 | C : 2 Introduction Day of the new PUMa trainees and students in herzogenaurach 2012. PUMAVision YOUNg TALENTS The recruitment, long-term commitment and promotion of young talents for PUMA are essential elements in PUMA’s Human Resources strategy. PUMA in 2012 added more career opportunities for young people and offered additional dual-degree programs in cooperation with universities offering cooperative education. At the end of 2012, 18 vocational trainees and five cooperative-education students were employed at five locations in Germany. In addition to professional training as industrial business management assistant, retail store assistant, sales specialist, IT specialist, warehouse logistics specialist and warehouse clerk, students could begin their careers with PUMA in the fields of international business, sports management and textile business management. The trainee program, which started in late 2011, prepared trainees for international positions in finance and controlling. Speaking of young talents, in 2012 we hired and hosted over 150 interns and working students from over twenty nations. PUMA BUsiness And sUstAinABility RePoRt 2012 DivERSiTY AND iNCLUSiON Diversity inspires and motivates us in every aspect of our business. The diversity of our global customers, consumers and communities is mirrored in our workforce. In 2012, we employed people from 41 nations in our global headquarters in Herzogenaurach. At PUMA we offer several intercultural trainings to embrace and understand the wide range of backgrounds and experiences of colleagues, customers and consumers around the world. Since 2005, PUMA has been committed to its own Code of Ethics › http://about. puma.com/sustainability/ and since 2010 to the Charter of Diversity. We implemented a Charter of Diversity to provide a work environment that is free of prejudice and where all employees are respected regardless of their gender, race, nationality, ethnic origin, religion or belief, physical ability, age, sexual orientation and identity. Our latest employee opinion survey showed that the vast majority of our employees feel they are being treated fairly in relation to their gender, ethnic origin, physical state or handicap. In the broad area of diversity management, our focus in 2012 was on activities that support our plan to increase the percentage of women in managerial positions to 40 percent by the end of 2015. At the end of 2012 the percentage of female managers remains with 36 percent at last year´s level. To fur- ther improve gender diversity in management, we offer a number of measures, from flexible working models to extended childcare services to monitoring for equal representation of both genders in leadership development programs. Initiatives such as the launch of a gender diversity movie and the disability initiative ‘Let´s continue to be diverse’ promote and cultivate a culture of inclusion. › Check out the video
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Page 36 and 37: “ The world as we have creaTed iT
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Page 72 and 73: “ 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 : 91 | c : 6 PUMA BUsiness And sU
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P : 93 | c : 6 rUnning Exceptional
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P : 95 | c : 6 MotorSPort 1. puma u
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P : 97 | c : 6 PUMA BUsiness And sU
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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 : 135 | c : 2 risk and opportunit
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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 : 141 | c : 2 pUMa BUsiness and s
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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 : 153 | c :8 t.5 t.1 Subscribed R
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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 : 175 | c :8 Actuarial gains and
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p : 177 | c :8 capItal reserve The
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p : 187 | c :8 The following overvi
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p : 189 | c :8 statutorY auDItor’
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p : 192 | c : 9 managIng DIrectors
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p : 194 | c : 9 CFAO S.A., Sèvres/
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p : 196 | c : 9 report bY the aDmIn
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grI InDex Global Reporting Initiati
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p : 218 | c : 11 puma Year-on-Year
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