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Kering
A global Luxury group, Kering develops an ensemble of luxury houses in fashion, leather goods, jewellery and watches: Gucci, Saint Laurent, Bottega Veneta, Alexander McQueen, Balenciaga, Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Boucheron, Dodo, Girard-Perregaux, Pomellato, Qeelin and Ulysse Nardin. Kering is also developing the Sport & Lifestyle brands Puma, Volcom and Cobra.
Kering – empowering imagination
Kering stands for Imagination!
A global Luxury group, Kering develops an ensemble of luxury houses in fashion, leather goods, jewellery and watches: Gucci, Saint Laurent, Bottega Veneta, Alexander McQueen, Balenciaga, Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Boucheron, Dodo, Girard-Perregaux, Pomellato, Qeelin and Ulysse Nardin. Kering is also developing the Sport & Lifestyle brands Puma, Volcom and Cobra.
By ‘empowering imagination’, Kering encourages its brands to reach their potential, in the most sustainable manner.
Imagination
Imagination — the ability to conceive something that does not yet exist — is what drives us at Kering. It fuels the creativity of our brands and makes us more resourceful as a business.
Our approach to empowering imagination takes many forms. It means providing back-end services to our brands, so that they are free to focus on product design and innovation.
It means nurturing talent and raising the bar for sustainable industry practices. It also means speaking out and supporting women’s rights in the Americas, Europe and Asia.
Sustainability is a business opportunity
For Kering, sustainable business is smart business. Smart business does not respect convention, it respects innovation, pioneering business models and outside-the-box-thinking. As our world closes in on its limited resources, new challenges will continue to arise for our Group, our industry and beyond.
Driven by this conviction, we propel our brands to lead with business practices that contribute to a better world economically, environmentally and socially. We believe that the payoffs of becoming a more sustainable business to create positive value for our people and our planet, make the endeavours not only worthwhile but also essential.
In light of this, we developed the Environmental Profit & Loss (EP&L); a pioneering management tool that measures and monetises the environmental impacts of our activities. Led by the insights of our EP&L, we focus our priority actions on sourcing practices, production processes and supplier performance.
Empowering women
Advancing gender equality is a priority for Kering. Women account for 60% of our employees, 80% of our clients and 51% of the world’s population.
Kering is commited to women in three ways:
- HR Policy
- Kering Foundation
- Film Industry
Our HR policy aims to make Kering the best place for women to work.
The Kering Foundation combats violence against women, focusing on:
- Americas — combating sexual violence
- Asia — combating domestic violence
- Europe — combating harmful traditional practices
The Kering Foundation supports NGO projects and social entrepreneurs as well as organising awareness campaigns involving the Group’s 44,000 employees.
As an official partner of the Cannes International Film Festival we highlight and support women’s contribution to the film industry — in front of and behind the camera — through our Women in Motion programme. We also help female filmmakers through our partnership with Women at Sundance Fellowship Program.
Developing talent
Diversity — of gender, nationality, age, background, talent and aspiration — is part of the Kering experience. The Group is keen to attract and develop the best talent in all aspects of our operation. We want to create an environment where every one of us is encouraged to learn, to lead and to have an impact.
We also nurture rising talent through partnerships with organisations like Vogue Italia, Parsons School of Design, Tsinghua University, HEC, Centre for Sustainable Fashion at London College of Fashion and ANDAM.
Across our brands, we invest in the preservation of traditional craftsmanship through training and technical programmes such as Brioni’s tailoring school and Bottega Veneta’s school of leather-making. Teaching the next generation these traditional techniques not only ensures that know-how is passed from heritage to legacy; it also enlarges opportunities for future employment.
Eyewear expertise
In 2014, Kering has initiated a strategic move aiming at building in-house eyewear expertise for its Luxury and Sport & Lifestyle brands, with a dedicated entity specialized in luxury, high-end and sport Eyewear managed by a skilled team of experienced professionals under the direction of Roberto Vedovotto, CEO, Kering Eyewear.
Through this new business model, Kering, together with its brands, will fully control the Eyewear value chain, from design to product development and supply chain, and from branding and marketing to sales.
Through this project, Kering is putting in place an innovative way of managing its Eyewear operations, which will in turn enable the Group to fully capture the sheer growth potential of its brands in this category. It will also lead to significant value-creation opportunities, notably through the implementation of both revenue and distribution synergies.
Key figures
- Group revenues of nearly €15.5 billion, recurring operating income of €2.95 billion in 2017.
- More than 44,000 employees at the end of 2017.
