career focused/stability seekers
Prada:
The Prada Group is a universe of cultures, talents and nationalities that puts the human factor at the center
of its work
workforce of 13,556 individuals (headcount) from 107 different countries, with women making
up 62%.
From the outset, Prada has encouraged and rewarded workplace skills, results orientation and teamwork.
Prada Academy is a physical and virtual place to foster talent and ensure the Group’s future growth.
It aims to develop human capital and convey professional expertise with projects, tools and
training modalities diversified into three macro areas: Craftsmanship School, Retail Training and
Corporate Training.
Merit-based compensation and benefits system ensures fair and equal treatment for everyone
Personal protection is of key significance to the Group: internal policies safeguard the health and safety of
employees at all Company locations according to the highest standards and in full compliance with local
and international regulations.
Collaboration with trade unions to continuously improve working conditions and to foster the
medium/long-term wellbeing of its employees and respective communities. Group has stipulated many
supplementary agreements that offer better benefits than those in the local collective bargaining
agreements.
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 (death or permanent disability).
88% of the Group’s employees benefitted from at least one training session in 2018.
L’Oréal offered its employees the chance to take a stake in the company’s financial capital via an
employee share ownership plan. This is a first in the Group’s history, and employees were quick to take
up the offer
L’Oréal is recognized as one of the most attractive companies for students. The Group has unique know-
how in working on campus, allowing it to play a central role in meeting the expectations and needs of
students around the world.
The mylearning.com portal aims to offer a whole range of innovative development resources to the
largest possible number of employees, for continuous interactive learning that is accessible at any time.
The portal exists in 27 languages and is deployed in all countries in which L’Oréal is present.
Ferragamo
4200 employees in 90 countries
92% on permanent contracts
Since 2014 a Flexible Benefit Plan has been in force in Italy, the purpose of which is to support workers
and their families in social and cultural activities, in their development and in school fees and costs for
their children.
Salvatore Ferragamo has signed a series of special offers through conventions with companies operating
in other sectors, such as for example health and wellbeing, banks, insurance, tourism and sport
The benefits and advantages for the full-time employees include, but are not limited to, health and life
insurance policies, discounts at the Brand's stores, pension contributions, and reimbursements of company
canteen services
iLearn digital learning platform, available in 9 languages to both retail and wholesale sales staff
Puma
14.767 employees
With Speed Up and Speed Up2 we provide personal development programs for employees, with the aim
of preparing selected talent for the next step in their careers
In 2018, we were excited to host PUMA’s first Design Sprint, gathering Europe’s most promising design
students, who got the chance to prove themselves to PUMA’s designers and Creative Directors.
In 2018, we won more than 20 Employer Awards worldwide, recognizing PUMA’s unique work culture
and the ongoing pursuit of offering a workplace where our employees can grow and take on new
opportunities, while finding the right work-life balance.
PUMA’S OFFICE CONCEPT: CREATING THE WORKPLACE OF THE FUTURE
At PUMA, fostering the wellbeing of our people is a top priority. Our wellbeing approach merges four
aspects: FLEX, SOCIAL, FINANCE, and ATHLETE.
Digital learning is not the next big thing – at PUMA it is the big thing right now.
Communaholics
Prada:
Instagram: 19,5m
Facebook: 6,5m
Twitter: 1,04m
In 1997, Prada marked history when the color model Naomi Campbell paraded for the first time for the
brand in Milan. Since then, the firm understood the importance of diversity in its line-up of models and
this time it has gone a step further by having in its fall winter 2018 show the virtual and fake influencer
Lil Miquela, who made a takeover of Prada's Instagram account during the parade
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.
Ferragamo
+70% followers in wechat compared to 2017
Instagram: 4,4m
Facebook: 1,8m
Twitter: 493k
In China, the official WeChat miniprogram was launched, aiming at increasing the visibility of the Brand
and of the eCommerce website
They recognize influencers as stakeholders along with media
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. This has made PUMA one of the hottest sports and fashion brands for young
consumers
the biggest highlights of 2018 in our Women’s category were the shoe models PHENOM and DEFY,
advertised by popstar and social media influencer Selena Gomez, along with the announcement of
supermodel Adriana Lima as an ambassador for Women’s training.
The trends we see in the market and among consumers play to our strengths: social media power, word of
mouth storytelling, influencer marketing. These communication channels are built around the ways that
our “Generation Hustle” consumers speak to one another.
Activist
Prada
The Prada Group feels responsible for engaging in and cultivating virtuous behaviors that contribute to its
sustainable growth and are examples of good practice within its industry.
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.
These measures have earned the Group 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%).
L´Oréal
As part of L’Oréal’s sustainability programme, Sharing Beauty With All, launched in 2013, the Group
has set itself a series of tangible commitments towards 2020.
They address all its impacts and engage its whole value chain – from product design to distribution –
including the production process and the sourcing of raw materials. These commitments are organised
into four pillars: innovating sustainably, producing sustainably, living sustainably and sharing growth
with employees, suppliers and the communities with which L’Oréal interacts. 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 centres 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.
The number of people from underprivileged communities who have gained access to employment through
one of L’Oréal’s programmes. Our 2020 goal: to reach 100,000 people.
The proportion of the Group’s brands that have conducted an assessment of their environmental and
social impact.
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; ♦ 64% of executives; ♦ 46% of expatriates in place; ♦
45% of Group key positions (1); ♦ 69% of employees who were promoted; ♦ 66% of international brands
are managed by women ♦ 47% in positions of greater responsibility within L'Oréal SA (2); ♦ 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.
The Group’s Diversity and Inclusion policy is now widely acknowledged. In autumn 2018, out of over
7,000 companies, L’Oréal was recognised by Thomson Reuters as one of the 10 best international
companies with regard to Diversity and Inclusion.
LGBT+ initiatives
Ferragamo
Sustainability is a positive challenge that the Salvatore Ferragamo Group decided to take and interpret for
the future generations, by committing to put corporate responsibility at the center of the decision-making
process, and seeking to grow the business while considering also the positive and negative impact of its
operations on society and the environment. The commitment to sustainability, intended as a model for
how to act without compromise, has been structured over the years and is inspired by the values that
underlie the very history of the Group: a passion for world-class craftsmanship, creativity and innovation.
Understanding and respecting these values translate into ethically correct behaviors, both inside and
outside the Group, supporting it in terms of economic growth and credibility
In December 2018, the Salvatore Ferragamo Group took part in the Make Fashion Circular initiative
promoted by the Ellen MacArthur Foundation,
In order to implement the universal principles of sustainability and support the United Nations’ goals, in
December 2018, the Salvatore Ferragamo Group joined the United Nations Global Compact, the world’s
largest corporate sustainability initiative.
In addition, since 2011 the Salvatore Ferragamo Group has been a member of the Sustainability
Workgroup sponsored by the Italian Chamber of Fashion
Around 70% women workforce, 1128 under 30 years
As for the Italian scope, 100% of the energy used comes from renewables and is certified as "green
energy" by Enel.
Salvatore Ferragamo, in keeping with responsible management of its business, is strongly committed to
reducing the consumption of materials such as paper and plastic.
Puma
Another strength of our teams lies in the well-balanced gender distribution: Across all PUMA locations,
the male to female ratio is 52 percent to 48%, a stable tendency over the past years. This shows we
provide a work environment equally attractive to women and men.
MORE SUSTAINABLE PRODUCTS In our continued focus on what our customers look for, we
responded to increased demand for more sustainable products with the 2018 launch of a climate-neutral
apparel collection in partnership with ASOS. In footwear, we won a PETA Vegan Fashion Award, while
from an industry perspective, we achieved respectable ratings in a number of independent rankings
including the Carbon Disclosure Program, Fashion Revolution, Corporate Information Transparency
Index and Know the Chain.
We hold ourselves accountable to our sustainability strategy by collecting and publishing data on the
average water consumption, CO2 emissions, and waste for finished goods manufacturing within our
major product categories. These Environmental Key Performance Indicators (E-KPIs) allow us to quickly
evaluate the results of our actions in finished goods manufacturing. We are pleased to report that we have
made clear improvements on all reported E-KPIs since our baseline year 2015. The reductions in CO2
emissions as well as energy and water usage per piece or pair produced show that our multiple energy
efficiency programs and consistent reporting of core suppliers have generated positive momentum,
eliminating unnecessary consumption and increasing energy and water efficiency. 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
We believe that the use of more sustainable materials is crucial for designing and developing products
that both anticipate evolving consumer demand and facilitate more environmentally resilient consumption
During the year 2019 we will work on our sustainability targets beyond 2020. Building on our rich history
in sustainability efforts and the renewed materiality analysis from 2018, we will consult our most
important stakeholders before finalizing our new target set – which again will aim to maximize the
positive impact we create for our customers and athletes, but also employees, suppliers, and communities
around us, as well as for the planet.
Digitalization
1. 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.
2. New partnerships with top online retailers (“e-tailers”).
3. Strong double digit growth in sales through digital Channels
4. Digital Retail: Upgraded in-store app “Clientsphere”
5. Ramp-up of digital communication
6. New digital channels
L´Oréal
Thanks to the incredible efforts of our teams worldwide, L’Oréal is now a digitalfirst 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.
As a Group, we are also laying the foundation for the future. With the 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
Ferragamo
presence in the digital channel (Internet) with a website (www.ferragamo.com) in seven languages
(Italian, French, Spanish, English, Chinese, Korean and Japanese) and e-commerce functions (directly
managed by the Group) for various European countries (Eurozone and United Kingdom), United States,
South Korea, Japan, Mexico, People’s Republic of China and Australia;
As regards the focus on custom- er relationships, the Group has adopted a strategy connects the online
and offl ine approach in or- der to encourage and promote interaction with the Ferragamo world.
Integrating the digital chan- nel in communication strategies makes the brand experience for the Salvatore
Ferragamo Group complete
during 2018, the Group updated its eCommerce platform to provide an innovative and intuitive user
experience, high- lighting the craftsmanship and out- standing quality of Salvatore Fer- ragamo products
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
Opportunistic
Prada
Driving excitement and customer engagement through pop-ups and store events
Continuous optimisation of the retail network
Selective approach when choosing our wholesale partners to manage a controlled growth strategy
Interpreting market trends leveraging our brands’ unique heritage
L´Oréal
L’Oréal is an agile and flexible organisation 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
Ferragamo
Since introducing the eCommerce platform in 2009, the Group has been adding more and more functions
to meet the needs of its digital customers:
Since 2016, US customers can use the Re- serve in Store, Stock Enquiry, and Pickup in Store services.
All this is part of the initiatives related to the omnichannel project, which aims to steer customers from
online channels to the physical stores – and vice versa – in order to gather information allowing to
customize online
Puma
The trends we see in the market and among consumers play to our strengths: social media power, word of
mouth storytelling, influencer marketing. These com - munication channels are built around the ways that
our “Generation Hustle” con - sumers speak to one another
These trends also demonstrate that we need to recognize 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.
The agreement is a longterm collaboration which sets both companies on an exciting journey to develop
compelling products with a sporty design that can be worn for training purposes as well as for everyday
activities.
