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.
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.
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
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.
*SDG: United Nations Sustainable Development Goals
PUMA 10FOR25 SUSTAINABILITY TARGETS PERFORMANCE SUMMARY
Target Area | Targets for 2025 | Performance 2021 | Status | ||
---|---|---|---|---|---|
Human Rights |
Target 1: Train 100,000 direct and indirect staff members on women’s empowerment | Pilot of train of the trainer session conducted Pilot to upload Better Work video in MicroBenefit platform |
|||
Target 2: Map subcontractors and T2 suppliers for Human Rights risks | T2 mapping completed | ||||
Target 3: 25,000 hours of global community engagement per year | 39,000 hours | ||||
Health and Safety |
Target 1: Zero fatal accidents (PUMA and suppliers) | Zero fatal accidents at PUMA supplier and at PUMA | |||
Target 2: Reduce accident rate to 0.5 (PUMA and suppliers) | 0.3 injury rate at PUMA suppliers 0.4 at PUMA |
||||
Target 3: Building safety policy operational in all high-risk countries | Signed international ACCORD Building safety assessments in Bangladesh, India and Pakistan |
||||
Chemicals |
Target 1: Ensure 100% of PUMA products are safe to use | No product recall from the market | |||
Target 2: Maintain RSL compliance rate above 90% (Target changed since 2020) |
RSL compliance rate of 98.4% | ||||
Target 3: Reduce organic solvent usage to under 10 gr/pair | VOC index at 13.6 g/pair | ||||
Water and Air |
Target 1: 90% compliance with ZDHC Wastewater Guidelines | 93.2% compliance (at parameter level) | |||
Target 2: 90% compliance with ZDHC Air Emissions Guidelines | Our Core T1 and T2 suppliers follow local regulations | ||||
Target 3: 15% water reduction per pair or piece based on 2020 baseline | Textile: -4% Leather: -11% Apparel: -8% Footwear: -21% |
||||
Climate |
Target 1: Align PUMA’s Climate target with 1.5 degrees global warming scenario | Committed to upgraded Fashion Industry Charter on Climate Action | Scope 1&2 Scope 3 | ||
Target 2: 100% renewable electricity for PUMA entities | 100% renewable electricity used for PUMA entities (including RECs) | ||||
Target 3: 25% renewable energy for core suppliers | 5% for T1 (finished goods) 5% for T2 (materials) (including RECs) |
||||
Plastics and the Oceans |
Target 1: Eliminate plastic bags from PUMA Stores | 50% reduction compared to 2020 (189 tons) | |||
Target 2: Support scientific research on microfibers | Engaged TMC on 2030 roadmap, wastewater & biodegradable guidelines development. 17 shedding tests conducted | ||||
Target 3: Research biodegradable plastics options for products | Launch RE:Suede as a test for biodegradability | ||||
Circularity |
Target 1: Establish takeback schemes in all major markets | Pilot take back scheme, Hong Kong take back scheme on going since 2019 | |||
Target 2: Reduce production waste to landfills by at least 50% compared to 2020 | -19% waste to landfill per footwear pair -9% waste to landfill per apparel piece |
||||
Target 3: Develop recycled material options for cotton, leather, and rubber | Recycled cotton and leather used in PUMA ReGen collection | ||||
Products |
Target 1: Procure 100% cotton, polyester, leather, and down from certified sources | 99% cotton 80% polyester 99.9% leather 100% down |
|||
Target 2: Increase recycled polyester use to 75% (apparel & accessories) | 48% recycled polyester for Apparel and Accessories | ||||
Target 3: 90% of apparel and accessories classified as more sustainable 90% of all footwear contains at least one more sustainable component |
67% Apparel styles 30% Accessories styles 52% Footwear styles |
||||
Fair Income |
Target 1: Fair-wage assessments for the top 5 sourcing countries | 3 out of 5 (Bangladesh, Cambodia, Indonesia) | |||
Target 2: Effective and democratically elected worker representatives at all core suppliers | 35.4% Core T1 factories | ||||
Target 3: Ensure bank transfer payments for all core suppliers | 96.7% Core T1 & T2 use digital payment | ||||
Biodiversity |
Target 1: Support setting up a biodiversity SBT | Not started yet | |||
Target 2: Procure 100% cotton, leather, and viscose from certified sources | 99% cotton 99.9% leather 38% viscose |
||||
Target 3: Zero use of exotic skins or hides | New Animal Welfare Policy published | ||||
TMC: The Microfiber Consortium, REC: Renewable Energy Attribute Certificates, RSL: Restricted Substances List, SBT: Science-Based Target, T1: supplier of finished goods, T2: supplier of materials or components, etc., VOC: Volatile Organic Compound, ZDHC: Zero Discharge of Hazardous Chemicals Foundation |
SUSTAINABILITY ORGANIZATION AND GOVERNANCE STRUCTURE
PUMA’s sustainability organization is structured and governed in multiple ways:
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.
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:
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:
We prioritize risks based on:
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:
The 10FOR25 targets are linked directly to the four main sustainability-related risks identified in our due diligence process:
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:
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.
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.