Strategy
PUMA’s people practice is designed to create positive impact by aligning employee interests with organisational objectives and reinforces our distinctive culture that attracts and retains top talent. We regularly benchmark our practices against industry standards to pursue continuous improvement and competitiveness. Our approach is built on people centricity and efficient practices. People centricity places employees at the core of decision-making, supports both personal and professional development, and through this, fosters an inclusive environment. Efficient practices aim to strengthen organisational resilience through career development, training, and data-driven talent acquisition, equipping employees with future skills and leadership capabilities.
Policies related to own workforce (S1-1)
At PUMA, we have policies addressing the material IROs related to our own employees. The key policies are the Code of Ethics, the Human Rights Policy, the Occupational Health and Safety (OHS) Policy, and our Human Rights Guideline, which have all been developed taking the interests of all our employees into consideration. These interests are identified and understood through various engagement methods, as outlined in the Interests and views of stakeholders (SBM-2) section. We reference these policies in our Annual Reports and communicate them to employees through emails and training materials. In alignment with applicable company-wide standards, the retail operation defines store-level procedures, while the P&O department oversees implementation through ongoing regional and country-level meetings.
We have a zero-tolerance policy against violations of fundamental human rights, including labour rights. Our commitments include, but are not limited to, the right to an adequate wage, freedom of association, access to a safe working environment, and zero tolerance of discrimination or any forms of forced or child labour, modern slavery, or human trafficking. Since 2006, PUMA’s Code of Ethics has guided our actions and expectations, and forms part of mandatory training and the communication campaigns of the Compliance team. In 2025, we made the Code of Ethics publicly available in 12 additional languages that are used in major subsidiaries.
Our Human Rights Policy endorses international standards like the UN Guiding Principles on Business and Human Rights, the International Bill of Human Rights, which consists of the Universal Declaration of Human Rights and the two covenants, the ILO’s Declaration on Fundamental Rights and Principles at Work, the Ten Principles of the UN Global Compact, and the OECD Due Diligence Guidance for Responsible Supply Chains in the Garment and Footwear Sector. It takes into consideration the recommendations given in those instruments and conventions and explains the due diligence approach. It mentions the principles for the identification, mitigation, and prevention of risks, in addition to addressing grievances and remediation processes. In 2024, we initiated a thorough review of our Human Rights Policy, which was made publicly available in 2025 to align more closely with international standards and national regulatory requirements, including the German Supply Chain Due Diligence Act. The revision strengthened our human rights expectations and clarified our approach to risk management and due diligence. PUMA’s Human Rights Officer oversees the policy.
In 2025, we continued to implement our Human Rights Guideline worldwide, which was initially published in 2024, to ensure measures are taken at PUMA entities globally, and to mitigate risks and provide opportunities related to human rights topics. The standards that we set aim to create the best possible work environment and opportunities for our own workforce while managing our impact and implementing measures to control risks. This Guideline also includes a section on preventive measures and remedial actions. PUMA takes appropriate measures to prevent such risks and end any potential violations immediately in line with their severity and the principle of proportionality.
PUMA has a zero-tolerance policy when it comes to discrimination. We prohibit any form of discrimination based on race, nationality, gender, age, language, pregnancy, religion or belief, marital status, health status, social or ethnic origin, union membership, political views and affiliation, sexual orientation, birth or other status such as disability. Equal opportunities and non-discrimination apply in employee management including hiring, training, promotion, social benefits, work assignments, salary, discipline, termination, and retirement. We make sure that job requirements are based solely on skills, ability, and experience to do the job, and that they are set to attract the best talents and shape the success of the company. For example, we provide guidance to subsidiaries on using inclusive language to avoid disadvantaging any group in job announcements. We adjust the physical environment so that every employee feels safe and secure. For any identified cases of discrimination, we provide remediation and recourse.
For more than 10 years, we have had an OHS Policy to promote a healthy and safe working environment and prevent workplace accidents, and in particular to protect employees in stores, warehouses, and factories. Our OHS Policy explains the management system that has been put in place at PUMA to prevent workplace accidents. PUMA’s Vice President P&O oversees overall adherence to this policy. The Human Rights Guideline sets out controls and measures for all of PUMA’s own operations.
The afore mentioned policies and guideline have been adopted by the Management Board which is responsible for the approval and implementation of these policies which are reviewed annually to benchmark and incorporate the latest requirements and best industrial practices on behalf of the PUMA Group. We also engage with our own employees on our commitment and policies via engagement mechanisms and grievance procedures.
As part of its talent management and development approach, PUMA supports ongoing professional and personal development for employees by offering equal access to a wide range of training opportunities, both online and offline, including courses, workshops, and coaching, tailored to individual needs.
Engagement with own workforce about impacts (S1-2)
PUMA’s company culture prioritises ongoing employee engagement and open dialogue. Various channels are in place to report any feedback and observations related to workforce issues. We engage directly with our employees and collaborate with employee representatives. Dedicated employees within the P&O department work on employee engagement, and budgets are allocated for this purpose.
Our employee listening strategy includes surveys (employee voice and pulse), focus groups, interviews and sentiment analysis. Using digital tools such as Workday, we collect employee input to understand their needs and to ensure that their voices are heard and taken into consideration in our decision-making. The P&O department and global Vice President of P&O are responsible for the effective use of these engagement tools and ensuring that findings are taken into account in decision-making.
We conduct global townhall meetings where our employees from all locations communicate with the Board directly and share their questions, comments and feedback in person and online. In 2025, we also organised roundtable meetings to discuss employee and business topics with C-level management.
Other engagement methods such as focus groups, are used even more frequently based on the topic and targeted employee groups. Employee resource groups further promote a collaborative culture where colleagues can learn from one another, share experiences, and help shape our working environment. These groups meet in person, but we also use digital tools to facilitate communication and interaction. At PUMA Headquarters, for instance, there is a Diversity, Equity and Inclusion Group where employees engage digitally. We measure the effectiveness of our engagement tools by tracking employee participation rates.
Our collaboration with the Works Councils is important for our corporate culture. The European Works Council of PUMA SE has 17 members representing employees from 13 European countries. They meet once a year in person and two to three times online. The German Works Council of PUMA SE also has 17 members and represents PUMA Group employees in Germany. The full Council meets every two weeks, while its Personnel Committee convenes on a weekly basis. Two members of the Works Council are employees’ representatives on the Supervisory Board.
Employee voice and satisfaction
As a main engagement measurement tool, since 2009 we have monitored employee engagement through annual global employee opinion surveys to gather feedback on workforce and work-life topics including engagement, diversity and inclusion, health and well-being, and transformation and change.
Starting in 2024, with full implementation achieved in 2025, we transitioned to a new method for calculating the engagement score using Workday. In the current global survey, our overall engagement score reached 8 (out of 10) which is calculated based on average results of all employees. This result is 0.2 above the true benchmark which is based on the industry (consumer retailing) benchmark putting us in the top quartile.
We organise an internal communication campaign globally with the participation of the CEO or/and Vice President P&O where the findings are shared. We also create reports with breakdowns of assessed categories or different parameters such as gender or demographics. In this way, we can reach diverse and vulnerable employee groups. In order to engage with retail employees, we have introduced digital solutions that allow them to participate conveniently via any mobile device using their employee ID. The input is analysed globally, at subsidiary and department level. We create action plans and follow up on the progress.
Remediation of negative impacts and channels for concerns (S1-3)
At PUMA, we have a zero-tolerance policy when it comes to violations of fundamental human rights and environmental protection laws as part of PUMA policies as declared in our Code of Ethics, Code of Conduct and Human Rights Policy. PUMA employees can raise their concerns regarding any issues or violations of the applicable laws and PUMA policies through various complaint mechanisms at their discretion. They may choose to file a complaint by contacting their supervisors, staff representative or Works Council, if it exists in their country, as well as the P&O Business Partner or the Local or Chief Compliance Officer, as described in the Code of Ethics. They can also raise their concerns via PUMA’s external whistleblowing platform SpeakUp. PUMA employees may choose to remain anonymous when using SpeakUp, as the encrypted data is transmitted via the secure and independent, third-party server of our provider.
All investigations are conducted in an impartial manner based on the applicable laws and regulations. PUMA employees who submit a complaint are protected from any form of retaliation or disciplinary action provided that the complaint was made in good faith. Any acts of retaliation against a PUMA employee who submits a complaint leads to appropriate disciplinary action. This is further addressed in our Code of Ethics.
If the investigation confirms a violation or a potential risk of a violation of the law or PUMA policies, appropriate measures are taken to prevent, end or minimise such violations or potential risk of violation in accordance with the severity and the principle of proportionality. Appropriate measures include, but are not limited to risk analysis, audits and/or on-site inspections, official warnings, preventive measures (such as training programmes) and/or the implementation of a corrective action plan. We maintain thorough documentation for all cases throughout the investigation process on SpeakUp. This includes recording the results of the investigation and the measures taken to address any violations or risks. Additionally, Group Compliance monitors all ongoing cases on a daily basis to avoid investigation delays.
PUMA’s complaint mechanisms serve as a way for us to be aware of and capable of remedying potential risks and violations of applicable laws, regulations and PUMA policies. Therefore, we promote a company culture which encourages PUMA employees to speak up and ensure that they are aware of our complaint mechanisms. For corporate employees, we conduct awareness campaigns and communicate with our employees through in-person training, email, and our internal Sharepoint to promote awareness of the availability of our complaint mechanisms. For our retail employees, awareness measures are shared on employee boards in the stores. Furthermore, our Global Compliance team delivered two mandatory Code of Ethics training sessions to all PUMA employees during the year.
To assess the trust in our complaint mechanism, we conducted a global risk assessment within PUMA’s own operations covering compliance risk areas, including compliance culture. The results of the last survey from 2022 showed that 99% of the participants selected for the global risk assessment expressed that the compliance culture at PUMA is positive, and 92% of these participants are aware of our SpeakUp platform, which is an indicator of trust in our complaint mechanisms. Additionally, our employee opinion surveys indicate that most PUMA employees feel confident in raising concerns at the workplace and believe their voices are heard.
PUMA reviews the effectiveness of its complaints procedures at least once a year and/or on an ad hoc basis whenever there is a significant change or expansion in the risk situation. For more information on complaint submission and processing, confidentiality, non-retaliation, or remedial actions, please refer to PUMA’s Rules for the Complaint Procedure.
Actions related to own workforce (S1-4, MDR-A)
PUMA incorporates the management of material impacts, risks, and opportunities related to its own workforce into its broader risk management system. Topics such as working conditions, equal treatment, and other workforce-related matters are identified through a double materiality assessment and integrated into the ERM process which is overseen by the Management Board.
PUMA takes annual actions to manage its potential or actual negative impacts and enhance positive impacts on working conditions and equal opportunities for all employees, globally. For all key actions that are to be taken, we consider our strategic priorities and engage with our employees using methods that are explained in the Engagement with own workforce about impacts (S1-2) section. We monitor the effectiveness of the actions with tools such as surveys, tracking data and metrics. In addition, PUMA consults with the Works Council, if available in the countries, when making decisions and taking actions in material impact areas to ensure that employees are not adversely affected. These actions aim to improve working conditions, promote equal treatment and opportunities, and support our policy objectives and SDGs. The following actions are ongoing and scheduled for completion in 2030.
Working conditions
In 2025, we took actions to manage impacts on working conditions. Our Human Rights Guideline defines controls and measures across all PUMA operations.
Working time
At PUMA, a regular working week does not exceed 48 hours, most PUMA employees work less than 48 hours due to a 5-day work week, and employees are guaranteed one day off for every seven-day period. Overtime hours are permitted only as long as the overtime hours are within the limits permitted by national, state or local legislation, or collective agreements. We do not request overtime work on a regular basis, and compensate such work at a rate consistent with applicable law. While planning the schedules and shifts of store employees, we take both the needs of the business and employees’ requests into consideration. In 2025, we continued to monitor all PUMA operations’ compliance with this standard using our digital tools.
Adequate wages
Since 2021, we have ensured that all employees worldwide receive a living wage. We use the Fair Wage Network’s (FWN) wage database to benchmark across all countries. In 2025, based on the targeted total compensation, all employees who earn their income through PUMA received a living wage.
Constructive dialogue, freedom of association and collective bargaining
At PUMA, our culture of constructive dialogue positively impacts employee rights by allowing participation in management. We encourage social dialogue, regular information-sharing, and consulting with worker representatives before making employment-related decisions. We recognise our employees’ right to freedom of association and their rights to unionise or join trade unions, employee representation bodies or industry-related associations, including the right to strike and bargain collectively, without fear of discrimination, intimidation, or retaliation. We also respect our employees’ right not to join unions or other associations. As explained in the Engagement with own workforce about impacts section, our collaboration with the Works Council is important for our corporate culture. Even though constructive dialogue, freedom of association and collective bargaining, as well as social dialogue, are important topics for PUMA, we are applying the phase-in approach for S1-8 for non-EEA countries. As we do not have any EEA countries with at least 50 employees representing at least 10% of the total workforce, we do not report on this matter in the form of metrics.
Work-life balance
At PUMA, we offer a range of services and benefits to enhance the health and wellbeing of our employees. As a company in the sporting goods industry, encouraging physical activity is a natural part of our culture. In 2025, we provided a selection of sports classes and training opportunities at our outdoor and indoor facilities, in addition to organising sports events and offering gym classes.
We continued to offer different working models, such as flexible working, mobile offices, part-time work and sabbaticals to help our employees balance their work and personal lives. All of our offices around the world have a hybrid working model that offers flexibility in work hours and location. Since 2015, our Headquarters have held the German “audit berufundfamilie” certificate, which recognises good working conditions for working parents, such as having a parent-child office, a nursing room, and offering childcare options and summer camps for children during school holidays.
Health and safety
A central Health and Safety Committee at our Headquarters in Herzogenaurach meets every three months, including a specialised labour physician, a health and safety technician and employee representatives. It conducts regular health and safety inspections, complemented by official bodies like the German Berufsgenossenschaft. This committee also plays a role in taking any required actions to reduce material negative impacts.
All major offices have designated local health and safety experts, and/or their own health and safety committees. Our Vice President P&O reports on health and safety issues to our Executive Committee on at least a quarterly basis. As part of the ISO 45001 OHS Management system certification, an international standard demonstrating our commitment to safety and adherence to regulations, our Headquarters have been audited. In 2025, we did not encounter any serious OHS issues. However, should such cases arise, we have our ISO 45001 and procedures in place to address them.
In our employee voice survey, we collect feedback from our employees regarding their physical and mental health and well-being. Additionally, we provide channels for employees to share feedback and suggestions, helping to inform ongoing improvements in health and safety practices.
To further raise awareness and promote a safe working environment, we offer a comprehensive range of training programmes, including general safety, fire safety, and first aid that equip employees with the knowledge and skills to respond effectively in emergency situations and reduce the risk of accidents. In addition, we provide targeted training and safety instructions tailored to specific work environments, ensuring that employees in stores, warehouses, and factories receive relevant guidance on safety practices and hazard awareness. In 2025, we promoted our digital OHS training course to all our sites, which included hygiene and proper mobile office behaviour.
We aim for zero fatalities and to lower the average injury rate year annually. We have recorded no work-related fatal accidents in more than 10 years, and the rate of occupational diseases at PUMA has been, including in 2025. We want to ensure that we have zero fatalities in the future.
Community engagement
Community engagement through employee volunteering fosters a sense of connection to the brand. We encourage all of our employees around the world to participate and record projects for employee engagement in the areas of sports and health, environment, education, and equality and non-discrimination. Since the start of our community engagement programme in 2016, we have recorded over 300.000 community engagement hours globally, with projects like beach clean-ups, tree planting or charity runs.
Charity Cat which was founded by PUMA employees in 2004, is dedicated to helping people in need, locally and around the world. It supports emergency relief, one-off and long-term projects. It raises funds through donations from individuals, fundraising events, and internal give-aways of PUMA products where employees donate money for different Charity Cat projects.
Equal treatment and opportunities for all
PUMA is committed to providing a fair work environment and equal opportunities for everyone. We foster diversity, equality, and inclusion (DEI) and any form of discrimination is prohibited. Our policy of equal treatment and anti-discrimination covers every part of the employee relationship, including the promotion of equal opportunities for training and skills development.
Diversity
At PUMA, diversity is an essential part of our culture, enhancing our corporate culture and strengthening relationships with consumers, partners, and communities. By embracing diversity in all its forms, we are better equipped to serve the needs of our consumers, partners and communities. We foster an inclusive environment where every individual feels valued, respected, and empowered, enhancing business performance and creating a more equitable future. This commitment is part of our PUMA Code of Ethics (2005) and the 2010 Diversity Charter that we are part of.
We support people of all genders and believe that diversity drives success. Our target is to ensure equal representation of women and men in leadership positions, with at least 45% of leadership roles (teamhead and above) held by women and men by 2030.
We employ people from 143 countries. Our home base in Germany, employs people from over 91 different nations. The average age of our employees worldwide is 33 (29 in retail, 38 in non-retail).
We listen to our employees to address systemic barriers and identify areas for improvement. In 2025, we continued offering employee training on discrimination and injustice, intercultural communication, diversity, inclusion, and belonging. In addition, we hosted talks with internal and external speakers and published articles on our internal communication platforms to raise awareness. In addition, as part of Vision 2030, we aim to measure the diversity and inclusion culture at PUMA. Based on our employee voice survey mentioned in the Engagement with own workforce about impacts (S1-2) section, we achieved a strong diversity and inclusion score with an average score of 8.5.
In 2025, PUMA North America evolved its DEI strategy applying a holistic approach across culture, talent, community, and marketplace. As part of these efforts, they launched inclusive learning series that equip employees with the knowledge and tools to foster a more inclusive and equitable workplace. They piloted sensory-inclusive practices in select DTC stores, using specialised training and resources to better support customers with sensory needs and create a more accessible shopping experience.
We prioritise an inclusive workplace for people with disabilities, adapting workplaces and training to meet their needs. In Germany, an elected Works Council member represents the interests of employees with disabilities. In some countries, legal issues prevent our companies from asking questions about and recording people’s disability status and severity. Around 1% of our employees have told us that they have a severe disability, but the true number is probably higher.
Gender equality and equal pay for equal work
Ensuring non-discriminatory compensation, a culture of gender equality and equal pay for equal work are our priorities. Our compensation framework is based on analytical job evaluations and a global grading system.
As part of our commitment to fair and equitable compensation, PUMA has established a long-term objective to ensure that 97.5% of our global workforce is employed in countries where the adjusted gender pay gap does not exceed 2.5% by 2030. This target is supported by a structured roadmap with interim milestones, including the achievement of an adjusted gender pay gap below 5% in all countries with at least 50 employees by 2027. In 2025, 97% of PUMA employees were employed in countries where the adjusted gender pay gap was below 5%. The adjusted gender pay gap provides a like-for-like comparison of employees of the same grade and employee type, who have spent a comparable length of time in the position, with a comparable level of managerial responsibility and job family group. The adjusted gender pay gap for the PUMA Group is below 1%. The regression analysis has been conducted using the tool PayAnalytics. Consequently, the PUMA Group has been certified as a Fair Pay Developer by the FPI Fair Pay Innovation Lab by conducting a gender pay gap analysis including all active employees worldwide. Please see the S1-16 section for disclosures relating to ESRS.
Training and skills development
At PUMA, training and skill enhancement are central to talent development. We foster a feedback-driven, results-oriented culture and promote self-directed learning through an integrated talent management approach. To support this, we offer tailored online and offline training options.
We match internal talent with career opportunities to build a succession pipeline and address future competency needs. Internal mobility is a priority, offering professional growth and cross-cultural experiences. In 2025, we successfully filled three out of four vacant leadership positions worldwide through internal promotions or horizontal transfers, with 75% of open positions filled by internal candidates. Employees who have been at PUMA for more than six months are evaluated annually based on performance and potential. Our performance management process uses competencies and streamlined segmentation for transparency. Global talent conferences assess workforce readiness, taking performance, potential, and mobility into consideration. During appraisal discussions, managers and employees review the past year and set development plans with action steps.
Our onboarding process is designed to give new hires a smooth start by providing them with the skills and knowledge they need to work effectively. It also introduces them to PUMA’s culture, values, and mission while clarifying their roles. This approach supports better integration, teamwork, and productivity from the outset.
PUMA’s learning culture is built on self-driven learning, ensuring tailored development for every employee. Our needs-based learning portfolio aligns with organisational priorities and supports individual growth. The internal training team offers on-demand programmes to meet diverse requests. In 2025, we explored a new training evaluation system to enhance effectiveness and engagement.
Our employees have access to online training courses in multiple languages, with additional product-specific content created by PUMA teams. We conduct monthly global campaigns on topics such as compliance, cybersecurity, DEI, and OHS, achieving consistently high participation rates. To support language learning, we offer employees flexible, self-paced learning opportunities. Our engagement strategy incorporates activations, gamification, and internal learning competitions to foster continuous development.
Selected training programmes
Leadership programmes: Our International Leadership Programmes (ILP/ILP²/ILP Focus) equip staff with leadership competencies and foster a stronger shared leadership culture. They offer modular training, coaching, interactive learning, roleplay, and joint projects, enabling managers to apply new skills between sessions. In 2025, we continued the PUMA Leadership Expedition (PLE), a virtual programme that teaches disciplinary and functional leaders how to navigate complexity and ambiguity through self-driven learning, learning sprints, peer exchange, and group assignments. First-time managers benefit from our leadership training.
Speed Up and Speed Up²: PUMA’s High Potential programmes designed to retain top talent and accelerate development. They prepare participants for vertical career growth through cross-functional projects, coaching, mentoring, and specialised training, while fostering global networks and exposure to top management. These programmes unlock new capabilities and open doors for long-term careers at PUMA, ensuring internal talent stays competitive and ready for future leadership roles.
Coaching offer: Senior employees and leaders can work with certified business coaches to define goals and accelerate growth. Coaches are chosen based on individual needs, fostering continuous improvement and performance.
Retail development: We support retail employees through two programmes: PUMA University for Trainers, which certifies trainers and equips them with advanced communication, coaching, and leadership skills, enabling them to deliver PUMA’s curriculum, which includes selling, functional, and leadership skills, as well as product and brand knowledge. PUMA College is a global-local programme that develops high-potential talent across retail regions. Participants strengthen their leadership skills via blended learning. While the global framework is set centrally, local Retail Training Managers adapt the curriculum to market needs such as succession planning, knowledge transfer, and upskilling.
