DOCSLIB.ORG

PUMA Relay 2014 Annual Report 2014 Puma Timeline Our Highlights in 2014

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
PUMA Relay 2014 Annual Report 2014 Puma Timeline Our Highlights in 2014 PUMA RELAY 2014 Annual Report 2014 PUMA TIMELINE OUR highlights IN 2014 JAN FEB MAR apr maY june julY aUG SEP oct noV DEC evoPOWER Launch “PUMA Lab” Roll-Out World Cup Kit Launch Lexi Thompson’s First Major PUMA Village Closure FIFA World Cup™ in Brazil Arsenal FC Kit Launch “Forever Faster” Campaign Retail Business Relocation Becker OG Release F1-Championship for Hamilton New Global Ambassador Rihanna PUMA introduces its most Together with Foot Locker PUMA reveals the new COBRA PUMA golfer Lexi PUMA continues to optimize The FIFA World Cup™ in PUMA becomes the official kit PUMA’s global ”Forever With the finalization of the PUMA reissues the Becker Lewis Hamilton of PUMA PUMA and Rihanna powerful football boot USA, PUMA starts rolling national kits for its eight Thompson becomes the its organizational setup Brazil proves to be a great partner of top English Premier Faster” campaign, relocation of its Global and OG, the classic mid-top partnered MERCEDES AMG announce a new multi- to date, the evoPOWER. out its “PUMA Lab” retail national football teams second-youngest major – with the closure of the stage for PUMA’s innovative League club Arsenal FC. The the biggest marketing European Retail Organiza- shoe that 17-year-old PETRONAS F1 team wins year partnership, starting Inspired by barefoot concept in over 125 doors heading to the World Cup winner in LPGA Tour PUMA Village Development kits and eye-catching partnership kicks off with the campaign in the company’s tion from Oensingen, Swit- Boris Becker wore during his second drivers’ World January 2015. Rihanna kicking, it is designed and successfully expands in Brazil. The kits feature history at 19 with her Center in Vietnam and “Tricks” boots. PUMA launch of Arsenal’s kits for history, marks the start zerland, to the headquarters his famous Wimbledon Championship ahead of will serve as one of the to enhance a player’s its market presence PUMA’s new football apparel victory at the Kraft the relocation of its achieves its best ever sell- 2014/15 through a twenty of PUMA’s repositioning in Herzogenaurach, PUMA win in 1985. teammate Nico Rosberg. brand’s Creative Directors natural kicking ability, throughout the US. innovation PWR ACTV. Nabisco Championship. Lifestyle Business Unit to through of football boots, meter high water projection as a true Sports Brand completes its last major con- directly influencing PUMA’s power and accuracy. Herzogenaurach. with Tricks widely sold out. on London’s River Thames. to consumers and retail solidation project in 2014. Women’s collections. partners. CONTENT 1 | TO OUR SHAREHOLDERS 3 Stakeholder and Industry Collaboration 65 Dividends 98 Notes to the Consolidated Foreword 4 Anti-Corruption Efforts 66 Regional Development 99 Financial Statements 128 The Way Ahead 67 Net Assets and Financial Position 101 Auditor´s Certificate 168 2 | COMPANY OVERVIEW 7 Our Employees 68 Cash Flow 103 Company 7 Independent Assurance Statement 76 Compensation Report 105 5 | REPORT BY THE ADMINIstRATIVE Strategic Priorities 8 Risk and Opportunity Management 107 BOARD 169 Operations Strategy 10 3 | GROUP MANAGEMENT REPORT 78 Information Concerning Takeovers 112 Brand 12 Overview 2014 79 Supplemental Report and Outlook 114 6 | GRI INDEX 173 Brand Strategy 13 PUMA Group Essential Information 81 Corporate Governance Report 116 Product 15 Commercial Activities and 7 | THE PUMA SHARE 183 Design Language 16 Organizational Structure 81 4 | CONSOLIDATED FINANCIAL Performance 18 Targets and Strategy 82 STATEMENts 121 8 | FURTHER INFORMATION 186 Lifestyle 27 Product Development and Design 84 Consolidated Statement Distribution 32 Sourcing 85 of Financial Position 122 Distribution Strategy 33 Employees 87 Consolidated Income Statement 123 Sustainability 35 Management System 89 Consolidated Statement of Our Sustainability Strategy 36 Economic Report 90 Comprehensive Income 124 Our Sustainability Targets 42 General Economic Conditions 90 Consolidated Statement of Cash Flow 125 Social Sustainability 44 Sales 91 Statement of Changes in Equity 126 Environmental Sustainability 53 Results of Operations 95 Changes in Fixed Assets 127 TO OUR SHAREHOLDERS Foreword PUMA’s CEO Bjørn Gulden about the milestones in 2014, the importance of the new partnership with Rihanna and the company’s priorities for 2015 and beyond: Interview 4 1 | TO OUR SHAREHOLDERS FOREWORD Interview with CEO Bjørn Gulden “We have initiated In PUMA’s Annual Report 2013 and on many other occasions you spoke of the the turnaround, challenges PUMA is facing, such as the lack of brand heat or commercial products. but are not there yet” What did we achieve in 2014 to tackle that? Looking back at 2014, we made progress on all of our key strategic priorities internally and externally. Internally, many important decisions have been turned from words Bjørn Gulden (49), into action and those will help us become a faster and better company in the future. Chief Executive Officer, with We have made strides in developing com- PUMA since 2013. petitive products that mirror PUMA’s new “Forever Faster” positioning. We have im- proved our marketing, which now focusses “For me, ‘Forever Faster’ on fewer stories and a clear use of our as- sets. We have initiated important changes to is an attitude: We want to optimize our organizational setup. We have, be fast in making decisions, for example, closed our development center PUMA Village in Vietnam and relocated our fast in reacting to new Lifestyle Business Unit from London and trends and fast in bringing our Retail business from Oensingen to our headquarters in Herzogenaurach. And last innovations to the market.” but not least, we have started revamping our operations and IT foundation under the guidance of our newly appointed Chief Op- erating Officer, Lars Sørensen. 4 | PUMA RELAY TO OUR SHAREHOLDERS | 1 OUR What were external milestones? BRAND MISSION in making decisions, fast in reacting to new trends and fast in bringing innovations to the The year 2014 saw many great examples PUMA WILL BE THE market. We all know that PUMA is not there of our “Forever Faster” positioning that FASTEST SPORTS BRAND yet, but it is important that we look at “Forever were visible to our consumers and retailers. Faster” as the DNA of our company culture. We also worked on further extending our IN THE WORLD In autumn 2014, we were ready to launch brand ambassador list, when we added the first phase of our “Forever Faster” cam- Arsenal FC to our portfolio and extended paign, which basically had two objectives: to our contracts with Mercedes and BMW. And demonstrate to our consumers that PUMA of course, we signed Rihanna – what I am is back in sports and has athletes with the really proud of. was also an important milestone for PUMA. direction of who we want to be and where distinctive PUMA attitude, and secondly, to I am happy to say that all of this work trans- we are going. Throughout its history of over prove to our retail partners that we deliver “The positive feedback we lated into a product pipeline with exciting in- 65 years, PUMA always had a strong con- on our promises by investing in marketing. In received from our retailers in novations like evoPOWER in Football and nection to speed which is reflected in the the next phase, we will tie the campaign to terms of our new direction was our revolutionary IGNITE concept in Run- industry’s fastest logos, record-breaking products like the PUMA IGNITE and build a an important milestone for ning. In addition to that, we successfully athletes in different sports categories and consistent storyline leading up to the Rio de PUMA.” started initiatives to improve the quality of pioneering product innovations. For exam- Janeiro Olympic Games in 2016. our distribution like our “PUMA Lab” retail ple, PUMA was the first sports company to Our strong brand presence at the World Cup concept in the US market. fuse sports and fashion, creating a new era Did “Forever Faster” already have an in Brazil with eight partnered teams and our with immensely successful footwear icons effect on our business and financial pink and blue “Tricks” football boots as well In August 2014, PUMA launched its like Speed Cat, Future Cat and Mostro. Performances in 2014? as the Driver’s and Constructor’s Champion- “Forever Faster” campaign to the ship titles in Formula 1 for PUMA-supplied consumer. What are the messages we “It is important that we look at I think it is fair to say that we have initiated the Mercedes – to name only a few highlights want to convey? ‘Forever Faster’ as the DNA of turnaround, but we are not there yet. I have al- – also clearly proved that PUMA is back as our company culture.” ways said that the repositioning of PUMA and a sports brand. And then personally, I think First of all, “Forever Faster” and our mis- the turnaround of our business will take time that the positive feedback we received from sion to be the Fastest Sports Brand in the For me, “Forever Faster” can be best de- and we need to continue to build confidence our retailers in terms of our new direction world is more than just a campaign. It’s a scribed as an attitude: We want to be fast in the marketplace. But there were definitely PUMA RELAY | 5 1 | TO OUR SHAREHOLDERS OUR OBJECTIVE some signs in 2014 that our initiatives were this demand and I think that, if we do it right, yielding fruit. Our full-year results were in line IS TO BE THE Rihanna can be a game changer for PUMA. with expectations and we stopped the decline in PUMA’s sales. It was also very pleasant to FASTEST SPORTS BRAND “PUMA Relay” is the theme of this see that our Footwear segment returned to Annual Report for 2014.
Load more

Recommended publications
  • Devoir De Vigilance: Reforming Corporate Risk Engagement
    Devoir de Vigilance: Reforming Corporate Risk Engagement Copyright © Development International e.V., 2020 ISBN: 978-3-9820398-5-5 Authors: Juan Ignacio Ibañez, LL.M. Chris N. Bayer, PhD Jiahua Xu, PhD Anthony Cooper, J.D. Title: Devoir de Vigilance: Reforming Corporate Risk Engagement Date published: 9 June 2020 Funded by: iPoint-systems GmbH www.ipoint-systems.com 1 “Liberty consists of being able to do anything that does not harm another.” Article 4, Declaration of the Rights of the Man and of the Citizen of 1789, France 2 Executive Summary The objective of this systematic investigation is to gain a better understanding of how the 134 confirmed in-scope corporations are complying with – and implementing – France’s progressive Devoir de Vigilance law (LOI n° 2017-399 du 27 Mars 2017).1 We ask, in particular, what subject companies are doing to identify and mitigate social and environmental risk/impact factors in their operations, as well as for their subsidiaries, suppliers, and subcontractors. This investigation also aims to determine practical steps taken regarding the requirements of the law, i.e. how the corporations subject to the law are meeting these new requirements. Devoir de Vigilance is at the legislative forefront of the business and human rights movement. A few particular features of the law are worth highlighting. Notably, it: ● imposes a duty of vigilance (devoir de vigilance) which consists of a substantial standard of care and mandatory due diligence, as such distinct from a reporting requirement; ● sets a public reporting requirement for the vigilance plan and implementation report (compte rendu) on top of the substantial duty of vigilance; ● strengthens the accountability of parent companies for the actions of subsidiaries; ● encourages subject companies to develop their vigilance plan in association with stakeholders in society; ● imposes civil liability in case of non-compliance; ● allows stakeholders with a legitimate interest to seek injunctive relief in the case of a violation of the law.
    [Show full text]
  • Press Release 05.06.2021
    PRESS RELEASE 05.06.2021 REPURCHASE OF OWN SHARES FOR ALLOCATION TO FREE SHARE GRANT PROGRAMS FOR THE BENEFIT OF EMPLOYEES Within the scope of its share repurchase program authorized by the April 22, 2021 shareholders' meeting (14th resolution), Kering has entrusted an investment service provider to acquire up to 200,000 ordinary Kering shares, representing close to 0.2% of its share capital as at April 15, 2021, no later than June 25, 2021 and subject to market conditions. These shares will be allocated to free share grant programs to some employees. The unit purchase price may not exceed the maximum set by the April 22, 2021 shareholders' meeting. As part of the previous repurchase announced on February 22, 2021 (with a deadline of April 16, 2021), Kering bought back 142,723 of its own shares. About Kering A global Luxury group, Kering manages the development of a series of renowned Houses in Fashion, Leather Goods, Jewelry and Watches: Gucci, Saint Laurent, Bottega Veneta, Balenciaga, Alexander McQueen, Brioni, Boucheron, Pomellato, DoDo, Qeelin, Ulysse Nardin, Girard-Perregaux, as well as Kering Eyewear. By placing creativity at the heart of its strategy, Kering enables its Houses to set new limits in terms of their creative expression while crafting tomorrow’s Luxury in a sustainable and responsible way. We capture these beliefs in our signature: “Empowering Imagination”. In 2020, Kering had over 38,000 employees and revenue of €13.1 billion. Contacts Press Emilie Gargatte +33 (0)1 45 64 61 20 [email protected] Marie de Montreynaud +33 (0)1 45 64 62 53 [email protected] Analysts/investors Claire Roblet +33 (0)1 45 64 61 49 [email protected] Laura Levy +33 (0)1 45 64 60 45 [email protected] www.kering.com Twitter: @KeringGroup LinkedIn: Kering Instagram: @kering_official YouTube: KeringGroup Press release 05.06.2021 1/1 .
    [Show full text]
  • View Annual Report
    2016 ANNUAL REPORT CONTENT MESSAGES FROM THE SUPERVISORY BOARD AND THE MANAGEMENT BOARD 02 1 4 Profile of the Group and its Businesses | Financial Report | Statutory Auditors’ Report Financial Communication, Tax Policy on the Consolidated Financial Statements | and Regulatory Environment | Risk Factors 05 Consolidated Financial Statements | 1. Profi le of the Group and its Businesses 07 Statutory Auditors’ Report on 2. Financial Communication, Tax policy and Regulatory Environment 43 the Financial Statements | Statutory 3. Risk Factors 47 Financial Statements 183 Selected key consolidated fi nancial data 184 I - 2016 Financial Report 185 II - Appendix to the Financial Report: Unaudited supplementary fi nancial data 208 2 III - Consolidated Financial Statements for the year ended December 31, 2016 210 Societal, Social and IV - 2016 Statutory Financial Statements 300 Environmental Information 51 1. Corporate Social Responsibility (CSR) Policy 52 2. Key Messages 58 3. Societal, Social and Environmental Indicators 64 4. Verifi cation of Non-Financial Data 101 5 Recent Events | Forecasts | Statutory Auditors’ Report on EBITA forecasts 343 1. Recent Events 344 2. Forecasts 344 3 3. Statutory Auditors’ Report on EBITA forecasts 345 Information about the Company | Corporate Governance | Reports 107 1. General Information about the Company 108 2. Additional Information about the Company 109 3. Corporate Governance 125 6 4. Report by the Chairman of Vivendi’s Supervisory Board Responsibility for Auditing the Financial Statements 347 on Corporate Governance, Internal Audits and Risk 1. Responsibility for Auditing the Financial Statements 348 Management – Fiscal year 2016 172 5. Statutory Auditors’ Report, Prepared in Accordance with Article L.225-235 of the French Commercial Code, on the Report Prepared by the Chairman of the Supervisory Board of Vivendi SA 181 ANNUAL REPORT 2016 ANNUAL REPORT 2016 The Annual Report in English is a translation of the French “Document de référence” provided for information purposes.
    [Show full text]
  • Kering – a Path Towards Sustainable Luxury
    Kering – A path towards sustainable luxury Carolina Fernandes Dissertation written under the supervision of Patricia Amaro Machado Dissertation submitted in partial fulfilment of requirements for the MSc in Management with Specialization in Strategy and Entrepreneurship, at the Universidade Católica Portuguesa, 4th January 2019 Abstract Dissertation Title: Kering - A path towards sustainable luxury Author: Carolina Fernandes Keywords: strategic change, dynamic capabilities, firm performance, sustainability, luxury goods Organizations are affected by exogenous shocks such as changes in consumer preferences through time, making it crucial to face these challenges in a way that will lead to a competitive advantage, as well as long-term survival. In order to overcome these situations, firms need to actively change their strategy to successfully adapt to the external environment, by altering, for instance, its technology, structure and processes. Scholars have studied the importance of strategic change, as well as dynamic capabilities, in firm’s success, highlighting the impact of an active process of change and its positive effect on performance. This dissertation focuses on showing a real-life example of a company that changed its processes in order to increase its fit with the external environment. The teaching case focuses on Kering’s path towards becoming a luxury leader in environmental sustainability, transforming its governance structure as well as operational practices. The luxury conglomerate used dynamic capabilities successfully in order to adapt, not to a crisis, but to a gradual change in consumer preferences. This case is a clear example of how important it is for companies to sense potential changes in the external environment, and to take action in order to address those situations in a way that will improve performance in the long-run.
    [Show full text]
  • Communiqué PPR Closing Brioni 11 01 12
    COMMUNIQUÉ DE PRESSE Paris, le 11 janvier 2011 PPR finalise l’acquisition de Brioni PPR annonce avoir finalisé l’acquisition de 100% du capital de Brioni selon les termes annoncés le 8 novembre 2011, après avoir obtenu l’aval des autorités de la concurrence. PPR completes acquisition of Brioni PPR announced today that it has completed its acquisition of 100% of Brioni shares in accordance with the terms announced on November 8 th , 2011, after having received clearance from the antitrust authorities. PPR completa l’acquisizione di Brioni A seguito dell’approvazione da parte delle autorità dell’antitrust, PPR ha annunciato oggi di aver completato l’acquisizione del 100% del capitale di Brioni secondo quanto annunciato l’8 novembre 2011. A propos de PPR Le Groupe PPR développe un ensemble de marques mondiales à fort potentiel de croissance distribuées dans plus de 120 pays. En 2010, PPR a réalisé un chiffre d’affaires de 14,6 milliards d’euros et rassemblait plus de 60 000 collaborateurs au 31 décembre. L’action PPR est cotée à Euronext Paris (FR 0000121485, PRTP.PA, PPFP). Retrouvez tout l'univers des marques de PPR sur www.ppr.com : le pôle Luxe (Gucci, Bottega Veneta, Yves Saint Laurent, Alexander McQueen, Balenciaga, Boucheron, Brioni, Girard-Perregaux, JeanRichard, Sergio Rossi et Stella McCartney), le pôle Sport & Lifestyle (Puma, Volcom, Cobra, Electric et Tretorn), Fnac et Redcats. About PPR PPR nurtures a group of high-growth global brands distributed in more than 120 countries. In 2010, PPR generated revenues of €14.6 billion and had over 60,000 employees at year end.
    [Show full text]
  • Press Release Very Good Performance in The
    PRESS RELEASE 04.17.2019 VERY GOOD PERFORMANCE IN THE FIRST QUARTER Group revenue in the first quarter of 2019: €3,785.3 million up 21.9% as reported up 17.5% on a comparable basis “Delivering a solid start to 2019, Kering continued to outperform. On top of very strong increases in the first quarter of last year, Gucci, Saint Laurent and our Other Houses all posted excellent revenue growth, fueled by the creativity of their offers and the innovativeness of their execution. As Bottega Veneta implements a fundamental reset, early indicators are highly encouraging. The agility we have put at the heart of our organization positions us well to continue achieving steady, sustainable and profitable growth.” François-Henri Pinault, Chairman and Chief Executive Officer • Sharp growth in Gucci sales (up 20.0% on a comparable basis) on top of very high bases of comparison. • A very solid start to the year for Yves Saint Laurent (up 17.5% on a comparable basis), with balanced growth across all regions. • Contraction in sales for Bottega Veneta (down 8.9% on a comparable basis) and a promising response to Daniel Lee’s first creations. • Very strong momentum at Kering’s Other Houses (up 21.7% on a comparable basis), powered by Balenciaga and Alexander McQueen. Solid performances of Watches and Jewelry. Press Release 04.17.2019 1/5 WorldReginfo - dbd00872-0385-4eb3-8c2b-9a5a8729feca Revenue Q1 2019 Q1 2018(1) Reported Comparable change change (2) (in € millions) Total Houses 3,648.1 2,997.7 +21.7% +17.4% Gucci 2,325.6 1,866.6 +24.6% +20.0% Yves Saint Laurent 497.5 408.2 +21.9% +17.5% Bottega Veneta 248.1 261.2 -5.0% -8.9% Other Houses 576.9 461.7 +25.0% +21.7% Corporate and other 137.2 108.5 +26.5% +21.5% Kering – Continuing operations 3,785.3 3,106.2 +21.9% +17.5% (1) Figures restated for PUMA, Stella McCartney, Volcom and Christopher Kane (IFRS 5).
    [Show full text]
  • PARIS Cushman & Wakefield Global Cities Retail Guide
    PARIS Cushman & Wakefield Global Cities Retail Guide Cushman & Wakefield | Paris | 2019 0 Regarded as the fashion capital of the world, Paris is the retail, administrative and economic capital of France, accounting for near 20% of the French population and 30% of national GDP. Paris is one of the top global cities for tourists, offering many cultural pursuits for visitors. One of Paris’s main growth factors is new luxury hotel openings or re-openings and visitors from new developing countries, which are fuelling the luxury sector. This is shown by certain significant openings and department stores moving up-market. Other recent movements have accentuated the shift upmarket of areas in the Right Bank around Rue Saint-Honoré (40% of openings in 2018), rue du Faubourg Saint-Honoré, and Place Vendôme after the reopening of Louis Vuitton’s flagship in 2017. The Golden Triangle is back on the luxury market with some recent and upcoming openings on the Champs-Elysées and Avenue Montaigne. The accessible-luxury market segment is reaching maturity, and the largest French proponents have expanded abroad to find new growth markets. Other retailers such as Claudie Pierlot and The Kooples have grown opportunistically by consolidating their positions in Paris. Sustained demand from international retailers also reflects the current size of leading mass-market retailers including Primark, Uniqlo, Zara brands or H&M. In the food and beverage sector, a few high-end specialised retailers have enlivened markets in Paris, since Lafayette Gourmet has reopened on boulevard Haussmann, La Grande Épicerie in rue de Passy replacing Franck & Fils department store, and more recently the new concept Eataly in Le Marais.
    [Show full text]
  • Annual Report 2020 PUMA FAMILY Annual Report 2020 ↗ Table of Contents
    Annual Report 2020 PUMA FAMILY Annual Report 2020 ↗ Table of Contents TABLE OF CONTENTS 04 TO OUR SHAREHOLDERS 24 SUSTAINABILITY 05 CEO Letter 25 Foreword 09 Report by the Supervisory Board 27 PUMA’s 10FOR25 Sustainability Strategy 35 Social Aspects 44 Health and Safety 14 OUR PEOPLE 46 Environment 15 PUMA family 72 Summary and Outlook 17 Culture 73 GRI Index 22 Personal Journey 90 Deloitte Assurance Statement 2 Annual Report 2020 ↗ Table of Contents 93 COMBINED MANAGEMENT REPORT 163 CONSOLIDATED FINANCIAL FOR THE FINANCIAL YEAR 2020 STATEMENTS 94 Overview 2020 164 Consolidated Statement of Financial Position 98 PUMA Group Essential Information 166 Consolidated Income Statement 98 Commercial Activities and 167 Consolidated Statement of Organizational Structure Comprehensive Income 98 Targets and Strategy 168 Consolidated Statement of Cash Flows 100 Product Development and Design 170 Statement of Changes In Equity 102 Sourcing 172 Notes to the Consolidated 104 Employees Financial Statements 107 Management System 261 Declaration by the Legal Representatives 108 Information regarding the 262 Independent Auditor’s Report Non-financial Report 109 Economic Report 109 General Economic Conditions 270 ADDITIONAL INFORMATION 110 Sales 271 The PUMA Share 112 Regional Development 273 PUMA Year-on-Year Comparison 114 Results of Operations 275 PUMA Group Development 118 Dividends 278 Imprint 119 Net Assets and Financial Position 122 Cash Flow 125 Statement regarding the Business Development and the Overall Situation of the Group 126 Comments on the
    [Show full text]
  • Knowthehcain I Questions Regarding Forced Labour Risks in Your Company’S Leather Supply Chain
    KNOWTHEHCAIN I QUESTIONS REGARDING FORCED LABOUR RISKS IN YOUR COMPANY’S LEATHER SUPPLY CHAIN In countries including but not limited to Pakistan, Bangladesh and India, leather processing is characterised by hazardous and poor working conditions, which may be early indicators or eventually lead to forced labour.1 In countries including India and China forced labour risks have been documented. Through this questionnaire, KnowTheChain would like to get a better understanding of how your company is addressing risks related to forced labour specifically in its leather supply chain. In answering these questions, please indicate where your company’s policies or practices specifically apply to cattle sourcing, leather processing or leather goods manufacturing countries at risk of forced labour and human trafficking such as Brazil, China and India2 or other countries where you might have identified forced labour risks. Traceability: 1. Leather goods manufacturing: a. In which countries does your company and/or your suppliers manufacture leather goods (option to indicate percentage or volume of supply from each country)? b. What are the names and addresses of your company’s and/or your suppliers’ leather goods manufacturers? Please indicate the nature of your relationship to them, e.g. direct owned or purchasing only (option to indicate workforce data you deem relevant, such as workforce composition (e.g. percentage of informal/migrant/female workforce) or rate of unionisation). What are the names of the persons legally responsible for the production facilities? 2. Leather processing / tanneries: a. In which countries does your company and/or your suppliers process and produce leather? b. What are the names and addresses of your company’s and/or your suppliers’ tanneries? Please indicate the nature of your relationship to them, e.g.
    [Show full text]
  • Press Release YOOX PPR EN
    PRESS RELEASE PPR S.A. AND YOOX S.p.A. PARTNER TO CREATE A JOINT-VENTURE DEDICATED TO MANAGING MONO-BRAND ONLINE STORES OF SEVERAL PPR LUXURY BRANDS PPR and YOOX Group will share their respective know-how and expertise to accelerate the e- commerce development of several PPR luxury brands. The newly created joint-venture company – 51% owned by PPR and 49% by YOOX Group – will be incorporated in Italy and operate worldwide. Paris, Milan, 3 August 2012 - PPR S.A. and YOOX S.p.A. today announce the signature of a joint- venture agreement. The newly created company – 51% owned by PPR and 49% by YOOX Group – will be entirely dedicated to managing mono-brand online stores in collaboration with several PPR luxury brands: Bottega Veneta, Yves Saint Laurent, Alexander McQueen, Balenciaga and Sergio Rossi. The Sergio Rossi and Bottega Veneta online stores will be launched first, by the end of 2012. All digital stores will be operating globally, including in China, by the end of 2013. PPR may in future decide to involve other brands in the joint-venture. The joint-venture will capitalize on the PPR and YOOX Group’s leading positions in their respective sectors, with the ultimate goal of enhancing the existing e-commerce websites of PPR luxury brands and accelerate the development of their global digital presence to offer an exclusive online shopping experience to customers worldwide. PPR will bring to the partnership the unique appeal of its highly desirable brands, as well as their longstanding heritage in the luxury sector. YOOX Group will contribute twelve years of experience in fashion e-commerce and its consolidated expertise at global level in powering mono-brand online stores and developing e-tailing strategies for highly recognized fashion brands.
    [Show full text]
  • Mise En Page 1
    WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 TABLE OF CONTENTS CHAPTER 1 Kering in 2017 3 CHAPTER 2 Our activities 15 CHAPTER 3 Sustainability 57 CHAPTER 4 Report on corporate governance 139 CHAPTER 5 Financial information 201 CHAPTER 6 Risk management procedures and vigilance plan 363 CHAPTER 7 Additional information 377 This is a free translation into English of the 2017 Reference Document issued in French and is provided solely for the convenience of the English speaking users. WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 2017 Reference Document ~ Kering 1 WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 2 Kering ~ 2017 Reference Document CHAPter 1 Kering in 2017 1. History 4 2. Key consolidated figures 6 3. Group strategy 8 4. Kering Group simplified organisational chart as of December 31, 2017 13 WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 2017 Reference Document ~ Kering 3 1 KERING IN 2017 ~ HISTORY 1. History Kering has continuously transformed itself since its inception 1999 in 1963, guided by an entrepreneurial spirit and a commitment • Acquisition of a 42% stake in Gucci Group NV, marking to constantly seek out growth and create value. the Group’s entry into the Luxury Goods sector. Founded by François Pinault as a lumber and building • First steps towards the creation of a multi- brand Luxury materials business, the Kering group repositioned itself on Goods group, with the acquisition by Gucci Group of the retail market in the 1990s and soon became one of Yves Saint Laurent, YSL Beauté and Sergio Rossi. the leading European players in the sector.
    [Show full text]
  • Brioni Boutiques Brioni Boutiques by Park Associati
    Brioni Boutiques Brioni Boutiques by Park Associati Client Brioni, Kering Group Address Worldwide Year Project and realization: 2012/2017 Professional Service Store Concept design Stores rollout design and management Site Supervision Artistic Supervision Lighting Design Metis Lighting, Milano Marketing & Architecture Brioni’s concept: an atmosphere of classic elegance, attention to detail and the art of tailoring. Marketing and Architecture seem to have nothing in common and Architecture practice has realised that entering the shop of a yet, they increasingly interact, often merging and mingling with specific brand involves wishes and expectations that design each other. The influence of marketing strategies on the success that design should take care of. When redesigning the store of a building is becoming ever greater; and planning has, in turn, concept for Brioni in 2013, Park Associati’s aim was to immense become an advertising tool. anyone going through the shop’s doors in the same atmosphere Instead, the way a product is presented has become paramount. of classic elegance, attention to detail and the art of tailoring, An increasingly design independent discipline with its own rules namely the sartorial elements that have made the brand famous and often dedicated professionals, retail concept design is of throughout the world. crucial importance in the design of shopping spaces for the fashion industry. Text and interview: Angelica di Virgilio The close relationship that has been developing between marketing and architecture is particularly evident in retail where the characteristics of the products themselves are no longer sufficient to ensure the success of a store. Devising a concept store means transcending the context in which to date.
    [Show full text]