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p : 45 | c : 3 PUMA.SAfe puma ends fairTrade fooTBall producTion and sTarTs fairTrade apparel range In our Sustainability Report 2007/2008 we had proudly announced the introduction of a PUMA Fairtrade football. What started as a joint project with the Bavarian Ministry for Education and the German non-governmental organizations Missio and One World Network Bavaria, led to the production and sale of approximately 10,000 PUMA Fairtrade footballs over the past four years. However, an analysis of the football’s sales performance along the way demonstrates that we were not successful in introducing the Fairtrade concept to the football market. we identified several internal and external reasons: > The majority of football production was moved to automated technology and China as sourcing country. This limited our options for Fairtrade certification, which typically applies to hand-stitched balls and excludes China. > Contractual restrictions disallowed a combination of a FIFA-approved logo with a Fairtrade logo. Consequently, we could not offer any PUMA top performance Fairtrade balls. PUMA BUSineSS And SUStAinABility RePoRt 2012 > A Fairtrade premium as well as certification and license fees made the Fairtrade football more expensive than non-Fairtrade ones. There was low demand from PUMA Retail and wholesalers as stores had experienced low interest from consumers. f.7 t.1 35000 30000 25000 25000 15000 10000 5000 0 fair Trade producTs By uniTs sold Apparel Soccer Balls At PUMA, we are still committed to the concept of Fairtrade. In light of the minor success of our Fairtrade football, we introduced Fairtrade cotton certified apparel products within our PUMA Wilderness Range. Since the launch in mid-2012, we sold more Fairtrade apparel items by the end of 2012 than footballs within the past four years. 2009 2010 2011 2012 Figure 7: PUMA Fairtrade products sold per year The wilderness fairTrade T-shirT Despite the limitation that cotton items only can be Fairtrade certified, we hope we will be able to expand our sales of PUMA Fairtrade certified apparel products over the next years, as part of our S-Index targets.
p : 46 | c : 3 PUMA.SAfe environmenTal managemenT of puma operaTions and our supplier facTories Focusing on PUMA’s Environmental Policy and on the targets of the PUMA Sustainability Scorecard, we regularly collect environmental performance data from both our own entities (offices, stores, warehouses) and key contract manufacturers worldwide. The environmental data collection for PUMA-owned and operated entities covers over 1000 questionnaires in 50 countries, representing more than 90 percent of all PUMA staff on a global scale. Likewise, data collection from suppliers includes 55 key suppliers from four continents , representing 75 percent of all PUMA goods produced worldwide. In 2012, we went a number of new ways for improving environmental data collection. The reporting cycle was changed from an PUMA BUSineSS And SUStAinABility RePoRt 2012 annual to a semi-annual basis to enhance data controlling. Furthermore, to increase the reliability and accuracy of PUMA store data, a new store reporting procedure was initiated: Each country selected one to four key PUMA stores that were asked to report their consumption via real documentation at site level. This effort complements our move to site level reporting that started for PUMA offices and warehouses as early as 2011. The PUMA Sustainability Charter is our main tool for motivating management of PUMA entities to work towards PUMA’s 2015 Scorecard target. In 2012, we increased the Sustainability Charter’s coverage to warehouses, stores and key suppliers for all PUMA entities worldwide to be capable to track and improve their sustainability performance from year to year. sustainable store in Bangalore In August 2012, PUMA opened the first more sustainable PUMA Store in Bangalore, India, that incorporates a number of revolutionary and innovative design elements to ensure major energy savings as well as environmentally-friendly sourcing practices.
Page 2 and 3: Business and sustainaBility RepoRt
Page 4 and 5: Content 5 PUMA.Creative 77 Creative
Page 6 and 7: “ OUR MISSION IS TO BECOME the mo
Page 8 and 9: p : 7 | C : 1 To our ShareholderS f
Page 10 and 11: p : 9 | C : 1 To our ShareholderS T
Page 12 and 13: PUMAVision “ ThE pROpER USE of sc
Page 14 and 15: p : 13 | C : 2 TM PUMAvision Fair H
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Page 18 and 19: p : 17 | C : 2 PUMAVision AwARDS AN
Page 20 and 21: p : 19 | C : 2 PUMAVision PUMA’s
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Page 34 and 35: p : 33 | C : 2 TURNOvER PUMAVision
Page 36 and 37: “ The world as we have creaTed iT
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Page 40 and 41: p : 39 | c : 3 PUMA.SAfe The puma p
Page 42 and 43: p : 41 | c : 3 PUMA.SAfe more susTa
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Page 54 and 55: p : 53 | c : 3 PUMA.SAfe tion durin
Page 56 and 57: p : 55 | c : 3 PUMA.SAfe chemicals
Page 58 and 59: p : 57 | c : 3 PUMA.SAfe and sustai
Page 60 and 61: p : 59 | c : 3 PUMA.SAfe PUMA audit
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Page 66 and 67: p : 65 | c : 3 PUMA.SAfe For the fi
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Page 72 and 73: “ Be the change that you wish to
Page 74 and 75: p : 73 | c : 4 PUMA BUsiness And sU
Page 76 and 77: p : 75 | c : 4 puma.peace PUMA.PeAc
Page 78 and 79: puma.creative Creative Art Network
Page 80 and 81: p : 79 | c : 5 PUMA BUsiness And sU
Page 82 and 83: p : 81 | c : 5 the oasis Pietra Bre
Page 84 and 85: p : 83 | c : 5 A large range of int
Page 86 and 87: P : 85 | C : 5 PUMAviSion PUMA BUSi
Page 88 and 89: “ At PUMA, we Are driven to look
Page 90 and 91: P : 89 | c : 6 brAnd StrAtegy FOLLO
Page 92 and 93: P : 91 | c : 6 PUMA BUsiness And sU
Page 94 and 95: 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 : 133 | c : 2 managing directors
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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 : 179 | c :8 Changes in the “SO
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p : 181 | c :8 Income from associat
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p : 183 | c :8 Investments and depr
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p : 185 | c :8 Total expenses resul
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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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p : 198 | c : 9 4/24/2012), Jean-Fr
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grI InDex Global Reporting Initiati
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p : 203 | c : 10 Indicator (Core/Ad
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p : 218 | c : 11 puma Year-on-Year
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p : 220 | c : 11 puma group Develop
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