Positioning PUMA as an attractive employer is essential to our success. We need talented employees with the right attitude and skills to successfully manage the challenges of a dynamic market environment. Our ambition is to attract, hire and retain talents and professionals who help us push PUMA forward.

We believe that we offer a very special atmosphere to work in, one that provides inspiring roles and opportunities to develop exciting products. To put our distinct culture in words, we analysed our PUMA culture in depth, talking to employees and conducting surveys and workshops. Four simple values have been identified to guide our daily work. They encourage us to BE DRIVEN, BE VIBRANT, BE TOGETHER, AND BE YOU so that our individual talents and experiences can be leveraged. Under the label “Speed & Spirit” this defines our new Employee Value Proposition which is linked to our Brand Proposition of “Forever Faster”. Our founder Rudolf Dassler used to say, we all have the ability to go fast, but speed is nothing if we leave our PUMA Spirit behind. With “Speed & Spirit” we are able to communicate our working culture, enhancing engagement of our employees while attracting talents from outside.

Growing Talent

Trainees 2016

Our goal is to ensure that we always have suitable talents enthusiastic about our brand. We are constantly looking for young talents we can develop and successfully prepare for the challenges the international work environment at PUMA offers them.

We offer a multitude of options, especially to young graduates, to give them a headstart in their early careers. In 2016, like in the preceding year, 23 dual-programme students and apprentices  joined the PUMA headquarters in Herzogenaurach. By the end of 2016, the number of apprentices and dual-programme students at PUMA majoring in different fields of study such as international business or warehouse logistics increased to 64. Through classes they attend at vocational schools or in college, they gain knowledge they could apply in the first steps of their career at PUMA.

To reach out to talents as early as possible in their careers, we have strengthened our cooperation programmes with universities in Germany and internationally. We initiated a series of projects in fashion and business administration, including workshops and visits to our headquarters in Herzogenaurach, giving students insight into a global sports company and raising awareness of PUMA as an employer of choice. Internships are another way for getting to know PUMA. Student interns are given an opportunity to gain up to six months of work experience. Internships allow us to foster young talents and identify the next generation of employees, that will contribute to PUMA’s future success.

Talent Management

Talent Management at PUMA reached the next level in 2016. Based on our integrated global talent management system, People@PUMA and its different modules (performance management, skills & competency management, career & succession planning, training & development, compensation & benefits), we conducted systematic talent conferences, evaluating the entire PUMA workforce. This was done worldwide with managers at all levels, up to board conferences at the managing director level. We consider our managers to be the main drivers in discovering and fostering talent. Therefore, they not only do the annual assessment of each employee’s performance and target achievement, but also share their perception of an employee’s career and development potential. We constantly evaluate talent, taking into account such aspects as individual performance, potential, ambition, development direction and mobility. This analysis of employee profiles at PUMA allows us to prepare individual development plans while providing an overview of talents across all functions. And, we can identify internal candidates for key positions at an early stage.

People@PUMA is a global talent pool that facilitates internal mobility of PUMA employees worldwide. Data on talents who are willing and capable of moving to the next step internationally is available too. Talent data allows PUMA to match internal talents with vacancies to find potential successors that have the necessary skills. This matching process provides attractive career and development opportunities to our employees and ensures professional talent management and succession planning.

Training and Development

At PUMA, learning is part of our culture. We believe that no consistent success and sustainable growth is possible unless you work with highly qualified and motivated professionals who believe in what they do and are confident of their own strengths and abilities. Employees who are willing to go for continuing development, professionally and personally, can grow beyond their limits and contribute to our corporate achievements. This in mind, PUMA offers a wide range of training courses and workshops, both on site and online, which are either set or tailored to individual needs. In 2016, 9,708 employees worldwide participated in training courses and workshops over a total of 160,904 hours. This is a slight increase compared to the preceding year.

Our employee development programme further includes a learning platform, PUMA LEARNING PLAZA. Our learning platform gives access to a host of online content available to all employees and managers. In addition to internal PUMA content, employees can access hand-picked business books abstracts and TED videos. Our employees can also use the interactive learning platform lynda.com that carries more than 3,700 video tutorials as self-study courses.

To ensure a consistent management culture throughout PUMA, we offer leadership training to all levels of management. “From Employee to Manager” is designed for employees who are stepping into first management roles with no prior experience in leading teams. Training topics include handling the new role, positioning within a team and managing own teams, to name a few.

Our modular International Leadership Program (ILP) is the key element in establishing a consistent leadership approach on a global basis and supports managers in their leadership skills and day-to-day decisions. The ILP is conducted globally with groups of participants in the EMEA, APAC, LATAM and North America regions. In 2016, the ILP², a consistent continuation of the previous programme featuring new inspirational content, was developed. The new version will be lauched in 2017.

Speed up² was another notable launch, made in November 2016. As part of this new programme, a pool of top talents will be intensively prepared for their next career steps through interdisciplinary projects and tasks, targeted training courses, mentoring, coaching and job rotation. Enhancing visibility towards top management, building cross-functional collaborations as well as building a strong network among all participants are crucial parts of this programme. We select participants via a scouting process performed by a panel of business leaders and HR representatives as part of our efforts to systematically assess the best-matching top talents worldwide.

Diversity

Workplace diversity means creating an inclusive environment that accepts everyone’s individuality, embraces peoples’ strengths and provides opportunities for all employees to achieve their full potential. We believe that a diverse workforce from a multitude of nationalities, backgrounds and experiences is the key to creating effective and competitive teams. Based on this belief, we committed to the PUMA Code of Ethics and to our Diversity Charter over ten years ago. We implemented our Diversity Charter to ensure a fair working environment at PUMA for all employees to have equal opportunities whatever their gender, nationality, ethnic origin, religion, disability, age, sexual orientation or identity.

Our commitment to foster diversity and the courage to think and to be different has shaped the unique culture at PUMA and the international character of our workforce, which comprises people from 59 nations, in our German headquarters in Herzogenaurach alone. There we offer a one-day cultural awareness training course to all new employees to ensure they gain an understanding of cultural differences and similarities, and they can benefit from it as it makes their daily work more effective.

The gender ratio at PUMA is very balanced and stable, with 47 percent female employees and 53 percent male employees. In 2016, women accounted for 38 percent across all management levels.

Even though this number has increased year on year, we continue our worldwide efforts to increase the percentage of wo-
men in management positions, especially at upper management levels. To achieve this goal, PUMA has committed to reaching a quota of 20 percent and 30 percent women respectively for the two top management levels reporting to the managing directors. The target date for achieving these quotas is 30 June 2017. We aim to continuously support the development of women in management positions and to set a good example as a diverse company offering equal opportunities to men and women. As part of our efforts, we offer special training courses for women in management positions, giving them opportunity to access inspiring networks that encourage them to take on leading roles within the company.

Community Engagement

In October 2016, we launched “CatImpact” – our new PUMA Community Engagement programme, for all our employees worldwide. Under the slogan “Cool stuff that matters”, we are facilitating workforce involvement in community initiatives. Our key focus is on projects in interest areas such as sports & health, education, equality & non-discrimination and protection of the environment as they are linked to our corporate culture and to our willingness to embrace respect for human rights throughout our operations. More specifically, employees can now find contact persons and projects on our internal online platform and engage in local projects initiated and led by our subsidiaries. In 2016, PUMA employees devoted over 6,827 hours to community services. Building meaningful long-term partnerships which have a positive and sustainable impact is our ultimate goal.

At PUMA North America for example, more than 250 employees again supported the “Boys and Girls Club” in 2016, bringing disadvantaged kids together on the playing field.

Charity Cat

Throughout 2016, PUMA continued its support of Charity Cat e.V., the charity founded by PUMA employees in 2004. The organisation again benefited from product and financial donations from PUMA SE or its employees.

In line with its motto “be part of something good”, Charity Cat members organised fundraising events to support regional and global projects, as well as emergency relief. Following Hurricane Matthew on Haiti, an orphanage run by a long-term partner project took in an additional 80 people that had lost their homes. To allow the orphanage to provide enough food, water and shelter, Charity Cat raised 1,000 euros and tripled it to 3,000 euros for donation to the project FONMEH e.V. “Hand in Hand for Haitian Children”.

Combining charity with PUMA’s focus on sports, Charity Cat was represented with the second-largest team at the cancer run “Lauf gegen Krebs” in nearby Erlangen. The run benefitted the Erlangen University Hospital’s cancer ward. The hospital became the beneficiary of another fundraiser later in the year: members of Charity Cat organised an event and a Christmas pub quiz to purchase sports equipment for the children’s ward.

The group also continued its support of other local and worldwide NGOs, such as the children and young people’s home Bolle in Berlin, Sozialtreff Erlangen, refugee projects by Doctors without Borders, or “von Herz zu Herz” on the Philippines. Various refugee organisations, food stores and women’s refuges in the region received product donations. You can read more about the project portfolio of Charity Cat e.V., which now also collaborates with PUMA SE’s employee 
engagement programme, at the website www.charity-cat.de.

Works Council

In 2016, the European Works Council of PUMA SE represented employees in 8 countries. Six of its 12 members are women. The chairperson is German, and the other members of the Executive Committee are from Austria and Italy. The German Works Council of PUMA SE has 15 members, 10 men and 5 women. The chairperson and the vice chairperson both are German nationals. A designated employee represents the interests of employees with disabilities.

Occupational Health and Safety

The main goal of our occupational health and safety programmes is to consistently promote a healthy and safe work environment by addressing the many different aspects that health and safety at the workplace may involve.
Throughout the world, we conduct safetyrelated training courses to prepare employees for potential emergencies. All in all, we provided 9,498 hours of safety training in 2016. 4,684 employees underwent fire evacuation training and 2,506 employees did a first aid training.

We have a Health and Safety Committee in our global headquarters in Herzogen-  aurach, which comprises members of the Works Council, representatives of HR and in-house service departments, our company physician and a health & safety engineer.

The low absenteeism rate due to sickness, which was 1.83 percent in 2016, reflects our employees’ health and motivation. Worldwide, 98 accidents that involved a work stoppage were recorded. This represents a decline compared to the previous year and is a good indicator of a downward trend. According to the Occupational Safety and Health Administration (OSHA) this means an injury rate of 0.84.

Compensation and Benefits

Attracting, retaining and rewarding the best talents is essential for us. Therefore, we provide a global set of compensation and benefit programmes that attract and retain talented employees. Many of our subsidiaries have collective bargaining agreements that allow salaries above the industry average and extended annual leave. PUMA also offers a variety of benefit plans such as defined contribution and deferred compensation retirement plans. Regular compensation and benefit reviews ensure PUMA’s competitiveness on the market, aligned with our corporate goals.

As we think that strong performance needs to be rewarded, we seek to create compensation programmes in line with individual or operational results or both. We offer short-term and long-term incentives or bonus plans to employees of a certain management level. Short-term incentive plan pay-outs are linked to business performance and sustainability targets.

Social Networks & Employer Awards and Rankings


PUMA’s image as an attractive employer is reflected in the number of prestigious awards we garnered in 2016, in Germany and internationally. We are especially proud of the “Great Place to Work” benchmark study seal, which we were awarded the first time we participated in Germany. In addition, we stepped up the ranks in many employer rankings. This marks our intensified employer branding activities that are making us more and more attractive to global talents. Our brand is not only active in social networks such as LinkedIn, Facebook, Xing and Twitter, but it is also found on employer review sites like Glassdoor and Kununu. These platforms are important sources of direct feedback from candidates and current and former employees. In 2016, average ratings improved once more. For example Bjørn Gulden reached an overall CEO approval rate of 96 percent. The number of followers of our “PUMA Group” channels continuously grew in 2016.

Social networks and employer review platforms are very essential channels for employer branding and, consequently, attracting the best talents. With our enhanced visibility as employer brand, we are able to broaden our pool of potential talents.Our presence on these platforms has fostered the one-on-one connections we have achieved with our target groups by communicating job postings, general facts and figures, trends and special employee events. As a result, our followers identify PUMA not only as a sports company, but also as an attractive employer.

Wellbeing

We want to make our company an even more attractive place to work. Therefore, all of our Wellbeing@PUMA initiatives have one thing in common: offering a range of services and benefits that make PUMA employees feel good and healthy. We believe that employees are more motivated and productive at work if they feel well – both mentally and physically – and keep a healthy work-life balance. Originating in our headquarters in Herzogenaurach, the Wellbeing@PUMA concept has been embraced by various PUMA subsidiaries around the world and adapted to local needs and regulations.

Our wellbeing approach merges four aspects: Athlete, Flex, Social and Finance. The German “audit beruf & familie” (job & family) certificate was awarded last year, after a successful audit of our headquarters. This shows that we already offer a wide range of programmes to support our employees’ work-life balance, and we will further extend these initiatives to facilitate the integration of both their private and professional lives.

In line with our roots in sports, we offer a variety of sporting events and activities throughout the year, as well as regular internal sports courses using our own sports facilities. For employees in our headquarters, 23 events and 17 weekly sports courses were offered in 2016, with a total of 1,730 registrations, which means an increase of over 12 percent compared to 2015. Similar initiatives and courses are being adapted worldwide.

Working Conditions and Flexible Working Modules

We want our employees to enjoy an attractive and inviting working environment as we believe this supports a good working atmosphere and enhances commitment and loyalty. Our goal is to minimise the number of employee-initiated exits and to keep the percentage of employees in permanent employment above 80 percent. Last year, 86 percent of our employees worldwide had a permanent contract and the employment of over 30 percent of our employees was covered by a collective bargaining agreement. The turnover rate is strongly dependent on the share of the retail business in the respective markets and the region. In total, the turnover rate was 25 percent, which is 3 percent lower than last year. In 2016 the workforce had a relatively low average age of 33 years. The different flexible working modules available at PUMA allows our employees to arrange for working conditions that suit their individual needs. This ultimately leads to a more productive and committed workforce and is also reflected in the rate of employees working part-time, which was 24 percent at the end of 2016.

Future Workplace

Our goal is to offer state-of-the-art workplaces. Therefore, we not only began construction for our headquarter expansion in Herzogenaurach, but also conducted a workshop to specify our requirements. We clustered our employees according to the different nature of their work and defined the resulting workplace demands. Designated areas for individual work and for socialising were found to be indispensable in open-plan space to allow focus on the one hand and teamwork on the other. To address these results, a new area concept capturing the PUMA DNA was being developed. Rather than using the same individual workplace every day, our employees may choose from a host of different areas and office features depending on the type of work they have to do. We chose one department to test a new office design to see how the new workplace set-up would influence work behaviour, efficiency and day-to-day office life. The evaluation of these results will influence the final concept for the future workplaces in our new building.