career focused/stability seekers

Prada:
 workforce of 13,556 individuals, from 107 different countries, with women making up 62%.
 Prada Academy as a physical and virtual place to foster talent and ensure the Group’s future
growth.
 Merit-based compensation and benefits system for everyone
 internal policies that safeguard the health and safety of employees at all Company locations
according to the highest standards
 Collaboration with trade unions to continuously improve working conditions and to foster
wellbeing of its employees and respective communities.
o Group has stipulated many supplementary agreements that offer better benefits than those
in the local collective bargaining agreements.
 Partnership with universities and organizations to sponsor scholarships and training across Prada's
global offices in a bid to "close the inclusion gap in the fashion industry

L´Oréal
 86000 employees, in 150 countries
 96% of the Group’s permanent employees benefit from health cover that reflects best practice in
their country of residence
 93% of the Group’s permanent employees have access to financial protection in the event of a
life-changing accident
 88% of the Group’s employees benefitted from at least one training session in 2018.
 Employee share ownership plan.
 L’Oréal is recognized as one of the most attractive companies for students. As it knows the
expectations and needs of students around the world.
 Portal (mylearning.com) that offers development resources to employees. It is in 27 languages
and is deployed in all countries in which L’Oréal is present.

Puma
 14.767 employees
 Personal development programs for employees, to foster growth inside the company
 Events that give Europe’s most promising design students the chance to prove themselves to
PUMA’s designers and Creative Directors.
 More than 20 Employer Awards worldwide won in 2018
o Excellent culture and right work-life balance.
 PUMA’S OFFICE CONCEPT: CREATING THE WORKPLACE OF THE FUTURE
 Foster wellbeing of employees in four aspects: FLEX, SOCIAL, FINANCE, and ATHLETE.

Kering
 34,795 employees, 62.88% women
 92.50% of employees on permanent contracts
 50.49% of Group managers are women
 8.21% of permanent employees work part time
 36.09 average age
 474 workers with disabilities
 431,051 hours of training or 20,197 employees traineded
 X
 International partnerships with prestigious business and design schools worldwide
  HR platform that creates a shared language for information, communication,
learning and listening for all group employees
 Every two years Kering conduces a worldwide, easily accessible and in several
languages, in- house social climate survey, to measure the perceptions of employees
across the Group on topics related to their work and their work environment . 
 Kering group offers its employees healthcare, disability/life and pension benefits in
addition to the coverage provided by law.
 Comprehensive benefit plans allowing employees to balance their work and personal
lives. Such plans often take the form of an offer of education, recreation, transportation or
family support.
 Parental policy that guarantees all parents 14 weeks’ paid maternity or adoption leave
and five days’ paid paternity leave
 Profit- sharing, incentive and employee savings agreements

Communaholics
Prada:
 Instagram: 19,5m
 Facebook: 6,5m
 Twitter: 1,04m
 Collaboration with the virtual and fake influencer Lil Miquela, who made a takeover of Prada's
Instagram account during the parade
 Launching of new digital channels to better reach, younger and more local audience. 
 Better customer service, thanks to the launch, 2018, of five regional hubs in Milan, New York,
Turkey, Shanghai and Hong Kong.
  Increasing integration of data from stores and social media.

L´Oréal
 Instagram: segmented in different accounts by countries/business unit, from 100k followers to
6m+ each
 Facebook: 2,38 m
 Twitter: also segmented, 20k-1m+
 Launch new products and services on the recommendation and advice of health and beauty
opinion leaders and influencers, in retail outlets and on digital platforms.

Puma
 Instagram: 9,6m
 Facebook: 20,1m
 Twitter: 1,6m
 PUMA frequently works with the most relevant cultural and fashion icons to connect with young
trend-setting audiences.
 Focus on social media power, word of mouth storytelling and influencer marketing. These
communication channels are built around the ways that their “Generation Hustle” consumers
speak to one another.

Kering
 Kering has a smaller following across social media than their individual brands. Gucci has 34m
instragram followers, 5,62m twitter, 18k facebook
  As of December 2018, Saint Laurent had more than 2.9 million fans on Facebook and was one of
the most popular luxury brands on Twitter with close to 5.5 million followers, as well as the
fastest growing brand on Instagram, with a following of 4.2 million people.
 The Alexander McQueen brand has a strong social media presence, with 7 million followers on
Instagram and approximately 1.9 million followers on Twitter and Facebook as of the end of
2018. 
 Alexander McQueen continues to invest in digital communication, including through heightened
engagement across Chinese social media such as Weibo and WeChat.
 Balenciaga had more than 1.4 million fans on Facebook in December 2018 and is increasingly
popular on Instagram, counting over 8 million followers
 Gucci: Very strong success on China’s WeChat, which has been one of the strongest increases in
terms of traffic, visits and also clearly engagement.
 Pomellato’s: Communication strategy will be Focused on new young and digital ambassadors. 
o Like a digital and print communication campaign featuring the Famous Italian blogger
and influencer, Chiara Ferragni
 Ulysse Nardin’s: influencers’ endorsements and highly targeted digital actions
 Saint Laurent embraces a clear digital strategy and a consistent and strong social media presence
establishing solid online visibility. This is achieved by developing owned channels, while
reinforcing earned media relationships and creating relevant and viral content.

Activist

Prada
Environment
 Respect for the places where its facilities are located as guiding principle.
 Reducing land take, renovating existing structures and working toward building requalification
 Responsible use of raw materials and packaging materials, and by making long-term investments
in energy efficiency and the use of renewable energy.
 For four of its largest industrial projects, Prada hired architect Guido Canali, Italy’s leading
proponent of sustainable architecture.
 The energy-efficiency action plan, construction of 10 photovoltaic power stations, the gradual
replacement of all air conditioning and cooling systems with latest-generation with low-energy
LED lamps, and the installation of technologies to improve the recording and consequential
reduction of energy consumption.
 Various certifications from LEED (Leadership in Energy and Environmental Design, the world’s
most widely used system for green building assessment) for its factories and stores.
 The Group is developing solar projects and buying electricity from traders that use certified
renewable sources (100%).

Social/Political
 Diversity and Inclusion Advisory council
 Will stop selling furs from its 2020 summer collection onwards. “ethical luxury”
o To meet the expectations of new consumers who are more careful in choosing sustainable
products that respect the environment and animals.'
 In 1997, Prada marked history when the color model Naomi Campbell paraded for the first time
for the brand in Milan.
L´Oréal
 Sustainability program launched in 2013, the Group set itself a series of tangible commitments
towards 2020, addressing all its impacts and engaging its whole value chain
o four pillars: innovating sustainably, producing sustainably, living sustainably and sharing
growth with employees, suppliers and communities
o Every year, L’Oréal measures its progress quantitatively, making its results available to
everyone.
 The Group contributes to 14 of the 17 Sustainable Development Goals defined by the United
Nations in 2015
 L’Oréal has reduced the CO2 emissions of its plants and distribution centers by 77%, in absolute
terms, compared to 2005, while increasing its production volume by 38% in the same period.
 79% of products launched in 2018 have an improved social or environmental profile. Each time a
product is created or renovated, its contribution to sustainability is now taken into account, in
addition to its performance and profitability.
 Giving employment to underprivileged communities. 2020 goal: to reach 100,000 people.
 In 2018, for the third year in a row, L’Oréal was awarded a triple ‘A’ CDP ranking, the highest
score possible, on the three key topics of climate protection, managing water sustainably and
preventing deforestation. The Group is the only company to have obtained the triple ‘A’ score,
three years running.
 women account for: ♦ 69% of the total workforce; 45% of Group key positions (1); ♦ 69% of
employees who were promoted; ♦ 66% of international brands are managed by women ♦ 54% in
positions of greater responsibility within the Group (3); ♦ 31% of the Executive Committee
members; ♦ 46% of the members of the Board of Directors.
 Thomson Reuters recognized it as one of the 10 best international companies with regard to
Diversity and Inclusion (among 7000+)
 L’Oréal USA received a maximum score of 100 in the Corporate Equality Index 2018, consisting
of an investigation and a report managed by the Human Rights Campaign Foundation
o This score reflects the commitment in favor of equality for the LGBT community within
the Company

Puma
 Across all PUMA locations, the male to female ratio is 52 percent to 48%, a stable tendency over
the past years.
 Won a PETA Vegan Fashion Award
 Achieved respectable ratings in a number of independent rankings including the Carbon
Disclosure Program, Fashion Revolution, Corporate Information Transparency Index and Know
the Chain.
 Collecting and publishing data on the average water consumption, CO2 emissions, and waste for
finished goods manufacturing within our major product categories.
o They have made clear improvements on all reported E-KPIs since their baseline year
2015
o In addition, a number of our suppliers have already switched to or installed renewable
energy sources, including bio-mass boilers and solar photovoltaic panels at their facilities
 Use of more sustainable materials
 During the year 2019 they will work on their sustainability targets beyond 2020.

Kering
 67.1% of electricity consumed is generated using renewable resources;
  Kering published its 2017 EP&L for the first time as a pure player in Luxury, reporting a
10% reduction in the intensity of environmental impacts across the Group between 2015
and 2017;
 2,867 social audits carried out among the Group’s suppliers; over 489 million people
potentially reached by the Kering Foundation’s annual White Ribbon For Women
campaign to raise awareness about violence against Women
 Ongoing support for culture and heritage
 Healthcare and disease prevention
 Diversified resources for education and training
 Combating poverty
 Support for women and children
 the Smart Worker Challenge, a series of around ten very short challenges that enable the
company to promote eco- friendly practices among its employees and at the same time
collect data to help identify the main avenues for reducing its environmental impact.
 The Group helps address the impacts of climate change in two ways:
o by directly reducing the carbon footprint associated with its energy
consumption and the transportation of people and goods;
o from a longer- term perspective, by evaluating and reducing emissions of greenhouse gases
in its supply chain, especially by using the EP&L analysis implemented by the
Group for all its Houses
 Kering publishes standards on sourcing and manufacturing processes with essential
guidelines geared towards reducing their environmental footprint and achieving the
Group’s 2025 objectives. 
 In December 2018, Kering, together with Plug and Play, launched the Kering Sustainability
Innovation Award, which aims to fast- track sustainable innovation within the luxury and
apparel sectors in China.
o the program will identify innovative start- ups and technologies in China with the
potential to disrupt the current textile value chain, bringing a positive
environmental and social impact. 
 Kering publishes its integrated report, a first in the luxury industry
 True to its commitment to transparency and open sourcing, Kering published its 2017
EP&L results in 2018
 Kering and the London College of Fashion launch the first MOOC dedicated entirely
to sustainability and luxury fashion
o The two sessions held in 2018 attracted more than 17,500 participants in nearly 150
countries. 
 Luxury fashion brands pledge to stop using under-18 models
 The Kering Foundation: ten years of combating violence against women
o For the 2018 edition, the Foundation focused on cyber- bullying, targeting < in
particular. Launched via the hashtag #IDontSpeakHater, the campaign reached
more than 489 million people
 They have established a number of professional organizations that help to ensure the
survival of some very demanding and unique skills, and support long- term employment in
the regions where these crafts originated

Digitalization
Prada
 Group will continue to invest in all its digital assets to create an increasingly immersive brand
experience with a unique and engaging involvement at all touch points.
 New partnerships with top online retailers (“e-tailers”).
 Strong double digit growth in sales through digital Channels
 Digital Retail: Upgraded in-store app “Clientsphere”
 Ramp-up of digital communication and budget
 New digital channels
 Investment in technology have been strengthened in order to improve the merchandising
planning, increasing particularly the accuracy of buying, replenishment and forecasting.
 During the period, we opened 17 stores and closed 13 stores, in line with our strategy of
optimizing our store network. 

L´Oréal
 Digital-first company and the leader in its field. In 2018, e-commerce(1) once again saw
spectacular growth, now accounting for 11% of Group sales and becoming L’Oreal’s “second
country” in business terms. This sales channel is highly profitable for our brands and a great
opportunity to gain new customers, especially in developing countries and among the youth.
 Development of powerful new technology like voice ordering, augmented reality and artificial
intelligence. The entire beauty experience is set to change
 The digital transformation of the Group is building at an ever-increasing pace. We are now
entering the second phase of this transformation which is aimed at making best use of the new
wave of technologies to consistently improve consumer experience and contribute to the
company’s growth
 Al + AR = Beauty Fab: L'OREAL'S MODIFACE AND HONG KONG-BASED HEALTH AND
BEAUTY RETAILER A.S. WATSON GROUP ANNOUNCE VIRTUAL MAKEUP TRY-ON
#COLOURME.(PLUGGED IN)
 Digital is doing much more than generating additional business. It is radically transforming our
company.
 Digital is boosting our brand power. In this world of algorithms, bigger is truly better. In 2018,
our biggest brands have become even stronger.
 Digital is also strengthening our power to connect with consumers. The acquisition of ModiFace,
for example, has been instrumental in enriching the services we offer.
 Digital is now totally embedded in our teams: in every brand, in every Division, every function
and every country, infusing the entire company with digital excellence.
 Digital has been, and will continue to be, a powerful accelerator for growth.
 Beyond Digital, new technologies are opening up new horizons for Beauty. And we are
absolutely determined to be the pioneers, the champions and the leaders of this new Beauty Tech
world.

Puma
 The digitalization and related simplification and acceleration of business processes made further
progress in 2018.
 In 2018, we pushed our digital frontiers faster and further. In our mission to become the fastest
sports brand in the world, we are striving to offer digital solutions that respond to our employees’
needs and offer potential candidates a state-of-the-art digital journey
  Operating expenses (OPEX) rose by 11.8% and amounted to EUR 1,928.4 million in 2018.
Intensified marketing activities, the refurbishment and extension of our own retail store network,
including our e-commerce business as well as further investments into our IT-infrastructure
have led to this increase.
Kering
 New developments in its digital strategy, aimed at enhancing the Group’s omni- channel
capabilities and its Houses’ digital activities. 
o Kering will fully internalize the e- commerce activities currently handled through the
joint venture with Yoox
 Several pilot projects using data science techniques to deliver personalized messages and
experiences to individual customers
 Creation of a dedicated data science team to improve the service provided to the customers of
Kering’s Houses by making the best use of the available data. 
 Innovation team has been tasked with fulfilling two objectives: firstly, to instill an internal culture
of innovation and secondly, to work on disruptive technologies to further improve the client
experience in the future in terms of business or environmental matters
 Gucci MEDIUM-TERM LEVERS & AMBITIONS: Digital leadership
 Bottega venezia: strengthened communications, expanded digital presence
 Saint Laurent: Since his appointment, Anthony Vaccarello has introduced a new digital strategy,
pushing the House to become the fastest growing brand on Instagram, Weibo and YouTube, with
high triple- digit growth on all three social networks
o Saint Laurent will continue building an excellent experience for its customers in every
touchpoint with the brand
 Balenciaga: While wholesale distribution will remain an important contributor to the brand’s
activity, retail and e- commerce development will continue to be the priority.
 To this end, new store openings are planned during the year in strategic locations both in mature
markets and in Asia. 

Opportunistic

Prada
 Continuous optimization of the retail network
 Selective approach when choosing wholesale partners to manage a controlled growth strategy
 Interpreting market trends leveraging our brands’ unique heritage
 So, we just started merchandising activity, where we're not just emphasizing our brands in
individual markets, but also, we want to provide a consistent image to newer consumers. And it's
not just millennials we're talking to, it's generation Z that's actually coming up of age. And so,
as they grow older, they are likely to become luxury consumers more and more frequently.  So,
we started working not just for support in the stores' activities there, but also, we have started
several new communication projects. We organized events to enhance our brand experience, and
we want to highlight and continue with this kind of events in 2019.
 Use of the pop-up format was continued in the period. The displays involved Prada and Miu Miu
in particular and created innovative shopping experiences
o  The pop-ups, infused with the basic styles of the brands and conceived as traveling
projects in a selected number of malls, brought additional footfall to stores and further
strengthened the relationship with customers.
  The marketing activities of the period focused on a growing number of strictly digital initiatives,
with the creation of visual identities and the production of content particularly suitable for the
communication channels closest to millennials and generation z.
 The program to update the e-commerce platform was continued with the extension of the new
user experience of the prada.com website, which will cover all the Group's core markets soon,
and the ongoing development of the new miumiu.com
 We think that generally, America's Cup as a sport activity is very easy to be used to create digital
assets, is very like young, and can reach, I think, a younger audience than usually we reach
with the Prada.
 Pop-up stores building excitement and customer engagement
 Roll-out of 75 pop-up stores in 2017 to target new customer segments through unconventional
selling propositions
 Complemented by engaging social media campaigns to drive discussion among key influencers
and customer
 Key benefits:
o Widen the client base: more than 50% of purchases made by new customers
o Communicate product novelties in an innovative way
o Drive traffic/sales to neighboring stores benefitting from the buzz generated by the pop-up

L´Oréal
 L’Oréal is an agile and flexible organization that is quick to react. The ability to select and
continuously fine-tune advertising and communication materials to more demanding customers is
part of its essential value proposition
 In China, the Y generations and the Z generations like to stand out from the crowd and express
their personality. They want to be original, set their sights on aspirational brands, and travel all
over the world. The makeup category is making the most of these profound generational changes,
thanks to the boom in connected beauty
 The Group expects consumer choices to be increasingly influenced by the carbon impact of
products and the overall environmental performance of manufacturers, with certain categories of
consumers becoming increasingly mindful of the impact of their purchasing decisions. 
 Recognize importance of products being a darling of all the influencers of makeup artists. 

 New e-commerce practices and services

 E-commerce is changing, to offer new distribution methods and services.
 Influencer-driven sales are growing increasingly fast. L’Oréal has partnered with Boutiquaat,
a multi-brand e-commerce site in the Middle East that hosts more than 200 beauty
influencers. Consumers receive recommendations for products via the platform, where
they can also buy them directly.
 The services available online are also growing.
 The augmented reality technologies by ModiFace allow customers to virtually out products and
simulate different looks
 This incredible solution helps consumers feel more certain about their choices, leading to
increased purchases.
 Voice ordering has become increasingly effective on e-commerce websites and will be the
next big challenge for the Group’s brands
Puma
 Recognizing that the kid who’s into Basketball might also be into Football, might also be into
Golf, might also be into Motorsport, and doesn’t necessarily care which category their products
are coming from – as long as they’re relevant and cool and interesting
 PUMA and watch manufacturer Fossil have joined forces through a multi-year global license
partnership agreement for the design, development, and distribution of PUMA-branded watches
and smartwatches
o develop compelling products with a sporty design that can be worn for training purposes
as well as for everyday activities.

Kering
 Over 200 publications in offline and online media covering Kering
sustainability initiatives in 2018

 luxury consumption and patterns are becoming more value sensitive and digital-
oriented and leaning increasingly toward innovation and newness, especially as younger
people enter the market and more particularly generations Y and Z (born after 1980 and
around 2000,respectively);
 E- commerce
 Online sales of luxury goods reached a new record of around €27 billion in 2018 (up 22% at
comparable exchange rates), representing about 10% of total worldwide personal luxury
goods sales. This includes sales made through brand and department store websites
and by e- tailers.
 Online is the fastest growing channel globally, driven by
 Asia and by a younger cohort of generation Y and generation Z consumers. Within e-
commerce, brands and e- tailers are the top per
 Millennials continued to fuel the industry’s growth, as luxury goods purchased by
generations Y and Z represented at least a third of the market in value terms (based on
Bain & Company data). 

 2017 report
 E-commerce
 Online sales of Luxury Goods reached a new record of around
 €23 billion in 2017 (up 24% at comparable exchange rates), representing about 9% of total global
personal
 Luxury Goods sales. This includes sales made through brand websites, e-tailers and
retailers.com. Online is the fastest growing channel globally, with Asia and Europe being the
main growth engines of a traditionally
 US-centric market, driven by a younger cohort of generation Y and generation Z consumers.
generations Y and Z: estimated to have fuelled c.
 85% of the market growth in 2017, they are expected to account for 45% of the market by 2025
 The Kering ±oundation takes its commitment to ending violence against women further with the
sixth edition of the White Ribbon ±or Women campaign and, in partnership with Make.org,
launches the“ Stop aux Violences Faites aux Femmes” consultation
 More than 2.1 billion people were potentially reached by the sixth edition of the White Ribbon
2or Women campaign on 25 November, with the hashtag #ICouldHaveBeen to encourage
 everyone to play their part in Fghting violence against women. This year, the 2oundation targeted
Generation Z, and above all young men, with the aim of bringing about profound and lasting
cultural change. 52% of the people who participated in the campaign with a post bearing the
hashtag #ICouldHaveBeen were aged between 18 and 25. At the same time, in addition to its
awareness campaigns and advocation of concrete actionsx
 Beyond 2020, we will continue to evaluate the profitability of all our stores on an ongoing basis
and close unprofitable locations