2. CSR REPORT ON PUMA
PRESENTED BY:
ROHIT SARKAR
RIDISHA BHAVIKATTI
RISHAB THAKUR
TENNETI APPALANARSIMA P
BHARGAV SASTRY
NAZIMUL HAQUE
3. CONTENTS
PAGE 4
Vision and Mission
PAGE 5
PUMA’s
Sustainability
PAGE 6
Targets for 2025
PAGE 7
SDGs
PAGE 8-17
Targets and
progress
PAGE 4
Vision and Mission
PAGE 4
Vision and Mission
PAGE 6
Targets for 2025
PAGE 6
Targets for 2025
4. PUMA is more than a brand; it's a force of innovation, passion, and social responsibility.
Rooted in a rich heritage of sports and lifestyle, it transcends boundaries to shape a
world where performance meets style, and conscious business practices meet global
impact. With a relentless spirit of exploration, PUMA redefines the possibilities of
sportswear and footwear, delivering products that inspire athletes, creators, and
individuals alike. PUMA’s commitment to corporate social responsibility is intrinsic to its
identity, driving it to engage with communities, champion gender diversity, foster
empowerment, and promote sustainability.
VI S I ON & M I S S I ON
5. Forever Better sustainability strategy is based on PUMA’s
10FOR25 targets, which were introduced in 2019, following
an extensive materiality analysis and stakeholder dialogue.
As a result, PUMA has identified 10 target areas to improve
its sustainability performance: Human Rights, Climate Action,
Circularity, Products, Water and Air, Biodiversity, Plastics and
the Oceans, Chemicals, Health and Safety as well as Fair
Income.
PUM A’
S FOREVER BETTER
SUSTAINABILITY
STRATEGY
8. HUMAN RIGHTS
Relates to United Nations Sustainable Development
Goals 3, 5, 8 and 10
TARGETS
2025
Train 100,000 direct
and indirect staff
members on women’s
empowerment
Map subcontractors
and Tier 2 suppliers for
human rights risks
25,000 hours of global
community
engagement per year
PERFORMANCE
2022
168,037 factory
workers and 2,077
PUMA employees
trained
Tier 2 mapping completed
48 Tier 1 subcontractors
mapped
43,000 hours of global
community
engagement reached
STATUS
ACHIEVED
IN PROGRESS
ACHIEVED
9. HEALTH AND
SAFETY
Relates to United Nations Sustainable Development
Goals 3
TARGETS
2025
Zero fatal accidents
(PUMA and suppliers)
Reduce accident rate
to 0.5 (PUMA and
suppliers
Building safety policy
operational in all high-
risk countries
PERFORMANCE
2022
Zero fatal accidents at
PUMA Two fatal
accidents at suppliers
0.3 injury rate at PUMA
suppliers
0.45 at PUMA
ACCORD Bangladesh:
Progress rate 91% Signed
ACCORD Pakistan Building
safety assessments in 13
factories in Indonesia, India
and Pakistan
STATUS
IN PROGRESS
ACHIEVED
IN PROGRESS
10. Ensure 100% of PUMA
products are safe to
use
CHEMI CALS
Relates to Sustainable United Nations Development
Goals 3 and 6
TARGETS
2025
Maintain RSL
compliance rate above
90% (Target changed
since 2020)
Reduce organic
solvent usage to under
10 gr/pair
PERFORMANCE
2022
No product recall from
the market
RSL compliance rate of
98.5%
VOC index at 13.2 g/pair
STATUS
ACHIEVED
ACHIEVED
IN PROGRESS
11. 90% compliance with
ZDHC Wastewater
Guidelines
WATER & AIR
Relates to Sustainable United Nations Development
Goals 6, 14 & 15
TARGETS
2025
90% compliance with
ZDHC Air Emissions
Guidelines
15% water reduction
per pair or piece based
on 2020 baseline
PERFORMANCE
2022
Conventional parameters:
98% Restricted chemicals:
99% Heavy metals: 99
Core Tier 1 and Tier 2
follow local regulations
Textile: -5% Leather: -17%
Apparel: -17% Footwear:
-36%r
STATUS
ACHIEVED
IN PROGRESS
IN PROGRESS
12. Align PUMA’s climate
target with 1.5 degrees
global warming scenari
CLI MATE
Relates to Sustainable United Nations Development
Goals 7 & 13
TARGETS
2025
100% renewable
electricity for PUMA
entities
25% renewable energy
for core suppliers
PERFORMANCE
2022
Applied to SBTi to approve
new absolute GHG
emission reduction: Scope
1 and 2 by 90%, Scope 3
by 33% in 2030
100% renewable
electricity used for PUMA
entities (including RECs)
11% for Tier 1 (finished
goods) 10.8% for Tier 2
(materials) (Including RECs)
STATUS
ACHIEVED
(Scope 1 & 2)
IN PROGRESS
(Scope 3)
ACHIEVED
IN PROGRESS
13. Eliminate plastic bags
from owned and
operated PUMA stores
PLASTICS & THE
OCEANS
Relates to United Nations Sustainable Development
Goals 3, 14 and 15
TARGETS
2025
Support scientific
research on
microfibers
Research
biodegradable plastics
options for products
PERFORMANCE
2022
48% reduction compared
to 2021 (189 tons), 99 tons
in 2022, no more plastic
bags used starting 1st
January 2023
12 shedding tests
conducted
Launched RE:SUEDE
as a test for
biodegradability
STATUS
ACHIEVED
IN PROGRESS
IN PROGRESS
14. Establish takeback
schemes in all major
markets
CI RCULARI TY
Relates to United Nations Sustainable Development
Goals 9, 12, 14 and 15
TARGETS
2025
Reduce production
waste to landfills by at
least 50% compared to
2020
Develop recycled
material options for
cotton, leather and
rubber
PERFORMANCE
2022
Hong Kong takeback scheme
ongoing since 2019; US takeback
ongoing (footwear) Germany (HQ),
Manchester City, AC Milan,
Borussia Dortmund and
Olympique de Marseille rolled out,
Australia rolled out
-48% waste to landfill per
footwear pair +1% waste
to landfill per apparel
piece
Recycled cotton and
leather used in PUMA
ReGen collection,
recycled rubber used
STATUS
ACHIEVED
IN PROGRESS
IN PROGRESS
15. Procure 100% cotton,
polyester, leather and
down from certified
sources
PRODUCTS
Relates to United Nations Sustainable Development
Goals 9, 12, 14 and 15
TARGETS
2025
Increase recycled
polyester use to 75%
(apparel &
accessories)
90% of apparel and
accessories classified as
more sustainable 90% of
all footwear contains at
least one more
sustainable component
PERFORMANCE
2022
99.8% cotton 70.4%
polyester 100% leather
100% down
51.5% recycled polyester
for apparel and
accessories
79% apparel volume
46% accessories volume
61% footwear volume
STATUS
IN PROGRESS
IN PROGRESS
IN PROGRESS
16. Fair-wage
assessments for the
top five sourcing
countries
FAIR INC OME
Relates to United Nations Sustainable Development
Goals 1, 2 and 10
TARGETS
2025
Effective and
democratically elected
worker representatives
at all core suppliers
Ensure bank transfer
payments for all core
suppliers
PERFORMANC E
2022
4 out of 5 (Bangladesh,
Cambodia, Indonesia,
Vietnam)
48% of core Tier 1
factories covered
STATUS
IN PROGRESS
IN PROGRESS
IN PROGRESS
17. Support setting up a
biodiversity SBT
BIODIVERSITY
Relates to United Nations Sustainable Development
Goals 1, 2 and 10
TARGETS
2025
Procure 100% cotton,
leather, and viscose
from certified sources
Zero use of exotic
skins or hides
PERFORMANC E
2022
Sponsored a landscape
analysis report
99.8% cotton 100%
leather 97.2% viscose
100% down feathers
New Animal Welfare
Policy published
STATUS
IN PROGRESS
IN PROGRESS
IN PROGRESS
18. SUSTAINABILITY TEAM
In terms of sustainability, the highest governance body at PUMA is
the Sustainability Committee of the Supervisory Board. Within their
Management Board, sustainability falls under the responsibility of
the Chief Sourcing Officer, although all members of the PUMA
Management Board are frequently updated on sustainability topics.
Furthermore, the functional heads of PUMA at SE level are
members of the Executive Sustainability Committee. This group of
Managers is responsible for the supervision and setting-up of our
sustainability strategy. In regular meetings, the members oversee
the progress of PUMA against their sustainability targets. Dedicated
corporate and supply chain sustainability departments continuously
work on improving PUMA’s sustainability performance.
19. INDUSTRY PEERS
In an industry where many suppliers are
shared among brands, they cannot do it
alone. Therefore, PUMA is working with
their industry peers towards harmonizing
sustainability standards and joint efforts
towards implementing good practices to
create positive impact.
20. Living by our principles
We are committed to various environmental, social and
governance (ESG) principles that help us operate effectively
and invest responsibly. In adopting these principles, we want
to ensure that everyone who works with us has the same aim
– to support our stakeholders and positively impact the wider
community to which we belong. These principles cover five
broad areas:
Governance
Environment
Marketplace
Workplace
Community
21. Puma Property Finance
Over the years, puma have delivered an array of social
infrastructure developments throughout the UK.
The residential property developments we finance
frequently include an afforable housing allocation.
PUMA have funded the development of numerous care
homes, and supported a range of co-living and
healthcare developments.
22. C ARE HOMES
25 care homes funded,
creating over 1,800 new
care beds
EDUCATION
Over 1,700 student
beds funded
A F F O R D A B L E
HOUSING
Focus on the afforable
end of the market
SUPPORTED LIVING
35 schemes funded,
including supported living
schemes which provide
housing for people with
learning disabilitie
REGENERATION
Multiple brownfield
developments
funded
INFRASTRUCTURE
Development of
important social
infrustructure
23. Conclusion
In 2022, PUMA achieved several noteworthy
accomplishments in terms of sustainability. The
company secured the top position in the
Business of Fashion Sustainability ranking,
achieved the
highest score for apparel and footwear in the
living wage financials benchmarking, and was
added to
the CDP A list for leading climate disclosures.
Additionally, PUMA received a Sustainability
Leadership Award from Footwear News
America.
24. Despite the challenges, PUMA remained committed to its Forever Better sustainability strategy and
sustainability targets. Many of these goals, set in 2019, have already been attained or are nearing
completion. For instance, nearly all of PUMA's cotton, leather, and cardboard materials now originate
from preferred and sustainable sources like BCI cotton, LWG leather, and FSC-certified paper. Almost
half of the global polyester used by PUMA is now sourced from recycled feedstocks.
PUMA continues to use 100% renewable electricity for its operations and is making strides in
transitioning its vehicle fleet to electric cars. To reduce its logistics carbon footprint, the company
introduced its first electric truck and embarked on low-carbon sea freight trials from sourcing
countries in Asia to Europe.
rogress was also made in paying living wages to both PUMA employees and some suppliers'
workers. Over 140,000 individuals received training in women's empowerment.
However, PUMA acknowledged that previous climate targets weren't ambitious enough to align with a
1.5-degree pathway, prompting the establishment of new climate targets.
25. Some materials, like polyurethane, EVA, and rubber, are in the early stages of transitioning to more
sustainable alternatives. Despite supply chain decarbonization efforts, PUMA's strong growth in 2022
led to an increase in Scope 3 emissions instead of the necessary decrease for the new target
Tragically, PUMA experienced fatal accidents at manufacturing partner facilities, highlighting the need
for enhanced safety measures.The company will strive for safer working conditions globally and plans
to certify its health and safety management system. While acknowledging progress, PUMA
acknowledges the long road ahead and plans to conduct a new materiality assessment in 2023, leading
to the shaping of its sustainability strategy beyond 2025 and toward 2030.
26. Tragically, PUMA experienced fatal accidents at manufacturing partner facilities, highlighting the
need for enhanced safety measures.The company will strive for safer working conditions globally and plans
to certify its health and safety management system.
While acknowledging progress, PUMA acknowledges the long road ahead and
plans to conduct a new materiality assessment in 2023, leading to the shaping of its sustainability
strategy beyond 2025 and toward 2030.
