100
%
renewable electricity for PUMA entities
88
%
reduction of Scope 1 and 2 emissions

PUMA’s Code of Conduct and our vendor compliance program, which were introduced more than 20 years ago, are still the basis for any contractual relationship with manufacturers globally, and remain as the foundation of our responsible sourcing strategy and program.

Our Forever Better sustainability strategy is based on our 10FOR25 targets, which were introduced in 2019, following an extensive materiality analysis and stakeholder dialog.

As a result, we have identified 10 target areas: Human Rights, Climate Action, Circularity, Products, Water and Air, Biodiversity, Plastic and the Oceans, Chemicals, Health & Safety as well as Fair Wages to improve our sustainability performance.

For each of these target areas, which reference the United Nations Sustainable Development Goals, we have defined a minimum of three concrete targets as well as key performance indicators to follow the progress we have made.

With our Forever Better sustainability strategy, we continue on our path to fully integrate sustainability into all our core business functions. Sustainability targets are part of the bonus arrangements of every member of our global leadership team, from the CEO to team heads.

Sustainability and the communication of our efforts have also been integrated into the strategic priorities for PUMA.

AWARDS AND RECOGNITIONS

Our long-term sustainability efforts continue to be externally recognized in various benchmarks and indices.

In 2021 PUMA remained a member of the FTSE4Good Sustainability Index (sector lead), received a Triple A rating from MSCI ESG ratings as well as an ESG Prime rating from ISS. PUMA was also awarded Climate Leader status by the Financial Times.

For the first time in our history, PUMA received Climate Leader status from the CDP (A- and A for Supplier Engagement) and was included in the Global Top 100 most sustainable company Index by Corporate Knights.

PUMA was also awarded an Industry Mover Status by S&P on sustainability and a Material Change Index Leader Status from Textile Exchange.

We will continue to collaborate with the most relevant industry benchmarks and aim to improve our ratings for these benchmarks further, particularly where our performance is not yet among the leaders of our industry.

Awards

STAKEHOLDER DIALOG

Our first PUMA stakeholder dialog dates back to 2003. Since then we have organized 15 in-person stakeholder meetings. Last year (2021), we conducted our first ever virtual stakeholder dialog meeting. 

More than 100 participants including suppliers, customers, investors, sports clubs, NGOs, industry peers, sustainability experts and representatives of the younger generation met for 1.5 days to discuss the key topics of Circularity and Climate Action. All members of the PUMA Management Board, as well as selected members of PUMA’s Supervisory Board, attended the meeting. The results from these intense talks and discussions will help us shape PUMA’s future strategy and action plan for Circularity and Climate Action. As a concrete first step from the stakeholder dialog meeting, we have decided to evaluate our future products for their readiness regarding circularity and to roll out a Circular Design guideline. The meeting informed the further focus of our PUMA Circular Lab and emphasized the need for increased consumer communication on the topic of Circularity.

On Climate Action we decided to calculate a product carbon footprint for each of PUMA’s top selling products. We confirmed our intention to upgrade our science-based CO2 emissions target to a 1.5 degree pathway and we want to enhance our consumer communication on climate topics.

We also continued our regional responsible sourcing dialog meetings in the form of 3 regional supplier virtual meetings, which we held in all major sourcing regions, covering social, environmental and chemical topics.

Our PUMA CEO Bjørn Gulden attended the UN Climate Summit in Glasgow and discussed with industry peers the increased ambition level of the Fashion Industry Charter for Climate Action and how the Fashion Industry can align to a 1.5-degree climate pathway.

Our stakeholder dialog includes active participation in several sustainability initiatives. In 2021,we partnered with Canopy, a Canadian NGO which focuses on the protection of forests and biodiversity and we joined the International Safety Accord, an agreement with International Trade Union Federations following the Bangladesh Accord on Fire and Building Safety, which expired in 2021. We also became a member of econsense, a German partner of the World Business Council for Sustainable Development. This membership became effective in January 2022.

G.01 MATRIX OF KEY PARTNERSHIP INITIATIVES

AFIRM: Apparel and Footwear International RSL Management, BCI: Better Cotton Initiative, CDP: Carbon Disclosure Project, FESI: Federation of the European Sporting Industry, FFC: Fair Factories Clearinghouse, FSC: Forest Stewardship Council, FLA: Fair Labor Association, GIZ: German Corporation for International Cooperation, IFC: International Finance Corporation, ILO: International Labour Organization, IPE: Institute of Public and Environmental Affairs, ITC: International Training Center, RMG: Ready Made Garments, SAC: Sustainable Apparel Coalition, SLCP: Social and Labor Convergence Program, UNFCCC: United Nations Framework Convention Climate Change, WRI: World Resource Institute, WWF: World Wide Fund for Nature, ZDHC: Zero Discharge of Hazardous Chemicals Foundation

48
%
recycled polyester for Apparel and Accessories
6/10 products made of sustainable materials

MOST MATERIAL ASPECTS

For the current 10FOR25 target period, we reviewed our most material aspects based on a detailed materiality analysis conducted in 2018/2019, including external and internal stakeholder interviews, a survey and a stakeholder dialog meeting. Coordinated by Business for Social Responsibility (BSR), the process resulted in the materiality matrix displayed in graph G.02 below. Although the Water and Air target was not specifically identified in the formal materiality analysis process, we retained this target area. Honoring our commitment to the Fashion Pact as well as the growing importance of the issue, we also included Biodiversity as a target area. Please refer to graphic G.02 for the results of our materiality matrix, and the transfer of these results into our 10FOR25 targets.

G.02 MOST MATERIAL ASPECTS
G.03 PUMA’S 2025 SUSTAINABILITY TARGETS

*SDG: United Nations Sustainable Development Goals

PUMA 10FOR25 SUSTAINABILITY TARGETS PERFORMANCE SUMMARY

T.01 PUMA 10FOR25 SUSTAINABILITY TARGETS PERFORMANCE SUMMARY
not started yetNot started
in progressIn progress
on trackOn track
achievedAchieved

SUSTAINABILITY ORGANIZATION AND GOVERNANCE STRUCTURE

PUMA’s sustainability organization is structured and governed in multiple ways:

  • At the Supervisory Board level, with a Sustainability Committee.
    • One of the meetings included a training of the full Supervisory Board on sustainability topics and the PUMA 10FOR25 sustainability strategy.
  • At the Management Board level, with the responsibility for sustainability assigned to the Chief Sourcing Officer
    • There were several Management Board Meetings in 2021 with dedicated sustainability updates, for example on the sustainability target achievement status and more sustainable product initiatives.
    • The complete PUMA Management Board participated in our global Stakeholder Dialog Meeting focusing on Circularity and Climate Action.
    • Our Chief Sourcing Officer has a monthly meeting with the sustainability leads for corporate and supply chain sustainability. Topics include, for example, Human Rights, Health and Safety and Chemical Programs, as well as Climate and Water projects in the supply chain.
  • At the Functional Heads level, with an Executive Sustainability Committee
    • The Executive Sustainability Committee is comprised of all Functional Heads of the company such as the Global Directors for Retail, Logistic, Legal Affairs, etc. The committee met twice in 2021, and approved, for example, the Sustainability Bonus Targets.
  • At the Product level, with a Cross-Functional Business Unit Call (monthly updates on PUMA’s more sustainable product strategy and execution)
  • At the Subsidiary level with nominated Sustainability Leads for each PUMA Subsidiary (quarterly updates on PUMA sustainability strategy and performance, best practice sharing from individual subsidiaries)
  • At the Sustainability Experts level, with a corporate sustainability department and a supply chain sustainability department, as well as a sustainability function in the strategy department.

All PUMA leaders globally – from CEO to Team Head level – have clearly defined sustainability targets as part of their annual performance bonus. These targets are aligned with PUMAs Forever Better Sustainability Strategy and focus on our 10FOR25 target areas Human Rights, Climate Action, Plastic and the Oceans, Health & Safety. The targets cover 5% of the overall bonus.

G.04 PUMA SUSTAINABILITY ORGANIZATION 2021

SCOPE OF DATA COLLECTION

In this report we cover the PUMA Group. We have provided separate reports for PUMA SE and the PUMA Group within the “Governance and our People” section only. Our materiality analysis and EP&L clearly indicate that a major aspect of our impact originates in the manufacturing of materials and components, not in the assembly of finished goods. We therefore have extended our data collection to include our core suppliers of components and materials. Our materials data so far excludes the materials used by Stichd and for Cobra Golf equipment, as those companies run their own sourcing. For social compliance data, Stichd and Cobra factories are included.

DATA SOURCES

To ensure a high level of transparency and promote the sharing of environmental and social data with our industry peers, we have chosen to use external databases, most of which are publicly accessible:

  • The Fair Factories Clearinghouse for sharing compliance-audit data with other brands
  • The wastewater platform from the Zero Discharge of Hazardous Chemicals Foundation (ZDHC) for sharing supplier data on wastewater testing (ClearStream reports)
  • The ZDHC Chemicals Gateway for the use of safe chemicals
  • The China-based NGO IPE for the publication of suppliers’ environmental data
  • IPE’s Green Supply Chain Map of environmental performance data of some of our core suppliers in China http://wwwen.ipe.org.cn/GreenSupplyChain/Main.html
  • The HIGG Index Platform from the Sustainable Apparel Coalition
    https://apparelcoalition.org/the-higg-index/

Also, we use our own sustainability data collection tool to record social and environmental performance data from PUMA-owned and operated sites and from the core suppliers that manufacture our products.

DUE DILIGENCE AND RISK ASSESSMENT

PUMA conducts regular due diligence on Human Rights & Labor, Environmental and Integrity risks (listed in table) on its own activities and on its suppliers across its supply chain as per the recommendations of the UN Guiding Principles for Business and Human Rights as well as the OECD Due Diligence Guidance for Responsible Supply Chains in the Garment and Footwear Sector | en | OECD and other relevant responsible business conduct standards. We embed responsible business conduct through our own policies, training and management system. We identify actual and potential harms in our own operations and supply chain through our monitoring programs and risk assessment. We aim to cease, prevent or mitigate harm in own operations and supply chain, keep tracking and communicating with relevant stakeholders as well as cooperating in remediation when appropriate.

Human Rights & Labor Risks

Environmental Risks

Integrity Risks

Child labor

Hazardous chemicals

Bribery and corruption

Discrimination

Water consumption

 

Forced labor

Water pollution

 

Occupational health and safety (e.g., worker related injury and ill health)

Greenhouse Gas (GHG) emissions

 

Violations of the right of workers to establish or join a trade union and to bargain collectively

 

 

Non-compliance with minimum wage laws

 

 

Wages do not meet basic needs of workers and their families

 

 

 

 

 

Due diligence is an ongoing process, in which we can identify, mitigate, prevent and account for how to address existing and potential adverse impacts (e.g., child labor, discrimination, hazardous chemicals etc.).

In response to the COVID-19 pandemic, the possibility of future crises and implementing our policies, our vendors are recommended to conduct their due diligence, virtually when necessary.

Our risk assessment process of potential harm to people (Human Rights & Labor and Environmental risks) includes:

  • External sources: NGO reports, media, countries indexes, country regulation, PUMA partnerships: FLA, BW, Fashion Charter, ZDHC, AFIRM etc. and stakeholder dialog
  • Internal sources: PUMA social, chemical and environmental audit findings/data analysis and grievances received per country, supply chain risk mapping, number of factories in countries with high risk, per commodity, including non-core, T3, T4 and raw material extraction

We prioritize risks based on:

  • Severity: Scale (How grave the impact is), Scope (How many people are or will be affected) and Irremediability
  • Likelihood of risk occurring based on operating environment: conflict zone, weak governance; mismatch between local practices and international standards

Our mitigation measures include factory monitoring program, grievance mechanism, supplier score card, business integration, goal-setting and internal and external reporting. The effectiveness of our measures is evaluated based on progress and compliance with our policies.

PUMA policies are published on our website. Our factory monitoring programs and standards are defined in Social, Environmental, Occupational Health and Safety and Chemical handbooks.
PUMA® - Sustainability handbook and codes of conduct

PUMA also adopted the ELEVATE intelligence or “EiQ”: a comprehensive suite of supply chain analytics, to:

  • Assess our supply chain risks by geography, commodity and issue
  • Complete a risk assessment for suppliers, factories and sites.
  • Manage risks that are material for each supplier, factory or site.

The 10FOR25 targets are linked directly to the four main sustainability-related risks identified in our due diligence process:

  1. Potential Human Rights violations or incidents in our supply chain (T1 and T2*)
  2. Potential incidents of environmental pollution in our supply chain (T1 or T2)
  3. Potential non-compliance with chemical regulations during production (T1 or T2)
  4. Negative effects of climate change

Further details on PUMA’s overall risk management can be found in the Risk Management section. Net risks as outlined in the CSR Directive Implementation Act (§315c in relation to §289c, section 3, number 3 and 3 of the German Commercial Code (HGB), were not identified in 2021.

*T1 manufacturers of PUMA products; T2 manufacturers of materials and components

PUMA BRAND AND RETAILER MODULE VERIFIED SCORE

As part of our risk assessment and industry benchmarking, we use the Brand and Retailer Module of the Sustainable Apparel Coalition (HIGG BRM). The Higg Brand & Retail Module (Higg BRM) guides brands and retailers on their sustainability journeys and identifies hotspots and opportunities for improvement along their global value chain.

From more sustainable materials sourcing to a product’s end of use, the Higg BRM assesses the following lifecycle stages for their sustainability coverage:

  • Management System
  • Product
  • Supply Chain
  • Packaging
  • Use & End of Use
  • Retail Stores
  • Offices
  • Transportation
  • Distribution Centers

In 2021, for the first time, we engaged an external and accredited verification body to verify our HIGG BRM score based on our 2020 HIGG data. The results of our first verified BRM scores are displayed in graph G.05 and G.06 below. While our overall scores are clearly above the sector average, we have also identified some areas where more focus is needed, as logistics operations, for example.

G.05 PUMA BRM ENVIRONMENTAL VERIFIED SCORE
2020 PUMA BRM environmental verified score: 74.3%
G.06 PUMA BRM SOCIAL VERIFIED SCORE
2020 PUMA BRM social verified score: 76.4%
QUOTE BY AMINA RAZVI, EXECUTIVE DIRECTOR, SUSTAINABLE APPAREL COALITION:

PUMA has been an active member of the Sustainable Apparel Coalition (SAC) for the past decade and remains committed to partnering with intent and collaboration to drive collective action and positive change. Since joining the SAC, PUMA has rolled out our Higg Index tools, integrating them into their day-to-day business, demonstrating the kind of leadership needed to tackle the climate crisis and addressing social justice across our industry. Leveraging the Higg Facility Environmental Module (FEM), the company has scaled the use of the tool across all its strategic suppliers. PUMA has also participated in the Higg Brand and Retailer module (BRM) and in 2021 was among the first companies to get its score externally verified. It is also one of the brands to have piloted an environmental product label based on the Higg Material Sustainability Index (MSI). The SAC is proud of PUMA’s achievements and leadership within the industry and looks forward to continuing to support them on their journey, as we work towards an inclusive, equitable and sustainable future for people and the planet.