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p : 59 | c : 3 PUMA.SAfe PUMA auditor Stephen Vo controls safety appliances at the workplace from factories producing finished goods (Tier 1) to factories supplying materials (Tier 3). PUMA.Safe is responsible for monitoring 449 Tier 1 factories. There are in fact more Tier 2 and 3 factories involved in PUMA production than could potentially be covered by our internal audit programme. Roughly 90 percent of all PUMA goods worldwide are produced by 205 of our Tier 1 factories. Approximately 47 of them are strategic partners, with some producing exclusively for PUMA. About 40 factories each produce more than one million shipped products a year. Considering this structure of PUMA’s supply chain, PUMA.Safe monitoring and remediation focus on the facilities of strategic partners. Suppliers that comply with most basic standards and maintain proper management systems are thus rewarded by more stable business. It is one of PUMA’s 2015 targets for 90 percent of its suppliers to achieve an A/B+rating. PUMA BUSineSS And SUStAinABility RePoRt 2012 422 factory audits in 2012 minimum wages In 2012, PUMA.Safe carried out 422 factory audits covering 380 facilities. 351 of these were Tier 1 factories. Some of our factories have been audited more than once in 2012 because their re-audit schedule is based on the audit grade they receive. In our current rating system suppliers can achieve an A,B+,B-, C or d rating depending on their level of compliance with the PUMA.Safe standards.Our analysis of failures that is based on the findings from our factory audits (please refer to the table on page 67/68) highlight that basic compliance with our standards remains a challenge - even for those facilities that have a long history of social auditing. ongoing challenges at our suppliers‘ factories PUMA shoe factory in Vietnam. As the number of our supplier training and capacity building programs has increased in our main sourcing countries over the years, the following challenges were identified: 1. There were not enough local training and testing resources for certain issues such as occupational chemicals exposure testing, etc. available. 2. Initiatives such as training in fire safety and human resources management have begun to overlap, creating confusion at suppliers with multiple buyers. The various buyer support initiatives have differing approaches for handling the same topics. As a result, factories in certain initiatives use resources their other buyers may not accept. play fair campaign 2012 The Play Fair Campaign had its third re-launch in the Olympic Year 2012, highlighting problems in the global supply chains of sporting goods companies. Worker unrest and economic downturns in some countries caused further extraordinary issues. Countries like Malaysia implemented minimum wages while others like Indonesia rolled back minimum wages, making it difficult for the international community to maintain required standards. violent worker protests PUMA suppliers in Vietnam and Cambodia reported growing violence among worker protest. In Cambodia, three workers were injured. The social footprint of our suppliers PUMA also explored other channels to assess its social impacts beyond supply chain monitoring. PUMA. Safe worked with industry peers in the Sustainable Apparel Coalition to pilot an innovative approach, assessing how a brand’s and its suppliers’ social footprint can be incorporated into the Higg Index. › please click here
p : 60 | c : 3 PUMA.SAfe our consTanT worry camBodia After numerous workers had fainted in a PUMA supplier factory in Cambodia in 2011, we were asked to participate in a people’s tribunal on minimum living wages and decent working conditions for garment workers, which the Asia Floor Wage Campaign Cambodia organized in early 2012. Mass psychogenic illness (MPI) was deemed as the most likely cause behind the mass fainting as there was not one single common finding across all the fainting cases. MPI is considered a “safety valve” mechanism for workers that could not cope with stressful work conditions, and the triggers of MPI always represent cultural fears about illness/health in the workplace environment. PUMA responded and elaborated transparently on the points raised as triggers of the MPI cases including health and safety practices, poor nutrition among workers as well as wages. We reiterated that we strive to maintain our standards at supplier factories in Cambodia despite all local challenges. This, however, was put to the test in February, when worker unrest began to grow and spread across Cambodia. At PUMA footwear supplier Kaoway Sports Ltd., workers had asked for enhanced benefits, in line with the collective demands of workers in the same region in Cambodia. The factory management agreed to meet the workers’ demands. However, on February 20, a massive wildcat strike erupted and protesters brought down the gates of the Kaoway Sports Ltd. factory. They entered the facility and damaged property and equipment. Some employees PUMA BUSineSS And SUStAinABility RePoRt 2012 were trapped in the building. Regional and military authorities tried to disperse the protesters. In this situation, three female workers of Kaoway Sports Ltd. were injured by gun shots. PUMA took immediate action to locate these women workers, and they were being hospitalized in different health facilities across the country. PUMA, Kaoway Sports Ltd. and local stakeholders arranged for an enhanced medical treatment. All three of them recovered and could be discharged from hospital after a while. In December, the court trial relating to the shooting was terminated, resulting in an acquittal of the suspect. PUMA expressed its disappointment that justice had not been brought about almost a year after the crime. PUMA continues to support Kaoway Sports Ltd. and the workers affected and will continue working with local stakeholders to manage the impact this incident had on its supply chain. Throughout the year, PUMA worked with industry peers and local stakeholders as worker unrest continued to become increasingly violent. Along with other buyers, PUMA supported the renewal of the Memorandum of Understanding on Industrial Relations, which was an agreement between the Garments Manufacturers Association of Cambodia (GMAC) and nearly all trade union federations and confederations that expired in 2012. The buyers concerned expressed their support jointly and individually through Better Factories Cambodia (BFC), through supplier members in the GMAC and through diplomatic channels. The renewal of the Memorandum was considered a solution to the industrial unrest within the apparel and footwear industries. The Memorandum, along with a new regulation on additional benefits for industry as a whole, was signed in September and prompted a new mandatory wage structure in Cambodia. In April 2012, a final investigation in Huey Chuen – the factory where workers had fainted in 2011 - led by the Fair Labor Association (FLA) highlighted the improvements that the factory had implemented to address the causes of the local fainting incidents. Throughout 2012, there were several cases of mass fainting in factories. National initiatives including a fainting investigation team formed by the government as well as interventions like the Worker Nutrition study and the One Change Program of the BFC were not enough to fully eradicate mass fainting. PUMA continues working with its suppliers to address the issues raised in the investigations. In 2012, PUMA worked with BFC to include PUMA footwear suppliers in BFC’s Footwear Factory monitoring program because Better Work has been primarily an apparel program. impelling freedom of associaTion In 2012, PUMA forged ahead into new sustainability terrain. The FOA Protocol requires signatory brands to support the adoption of FOA practices by suppliers in Indonesia to ensure that factory workers are free to form unions and organize their rights. The final assembly of a PUMA shoe in Asia.
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Business and sustainaBility RepoRt
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Content 5 PUMA.Creative 77 Creative
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“ OUR MISSION IS TO BECOME the mo
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p : 7 | C : 1 To our ShareholderS f
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Page 12 and 13: PUMAVision “ ThE pROpER USE of sc
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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
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Page 78 and 79: puma.creative Creative Art Network
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Page 82 and 83: p : 81 | c : 5 the oasis Pietra Bre
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Page 88 and 89: “ At PUMA, we Are driven to look
Page 90 and 91: P : 89 | c : 6 brAnd StrAtegy FOLLO
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Page 94 and 95: P : 93 | c : 6 rUnning Exceptional
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Page 106 and 107: Financial Year 2012 ManageMent Repo
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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 : 121 | c : 2 F.14 t.1 € millio
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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 : 143 | c : 2 Effective implement
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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 : 161 | c :8 cash flow from that
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p : 163 | c :8 proDuct Development
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p : 173 | c :8 Net income by measur
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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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