Slide 1: Kering Presentation: ESG Roadshow - December 2023
KERING PRESENTATION ESG ROADSHOW - DECEMBER 2023 1
Slide 2: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE 2
Slide 3: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE 3
Slide 4: Our ambition
“ O u r a m b i t i o n : t o b e t h e w o r l d ’s m o s t i n f l u e n t i a l L u xu r y g r o u p i n t e r m s o f c r e a t i v i t y, sustainability and long-term financial performance ” 4
Slide 5: A transformation journey into a leading pure luxury player
A TRANSFORMATION JOURNEY INTO A LEADING PURE LUXURY PLAYER 5
Slide 6: Kering has become a pure luxury player
KERING HAS BECOME A PURE LUXURY PLAYER TRANSFORMATION TIMELINE OVERVIEW CREATING AND SHARING VALUE FOR THE LONG TERM PPR acquires PPR becomes Launch of Kering 42% in Gucci Kering Beauté, acquisitions of • Over the past years, Kering has transformed from a diversified Acquisitions of Acquisitions of
Slide 7: 2022 Key Figures
2022 KEY FIGURES GROUP RECURRING N E T I N C O M E AT T R I B U TA B L E GROUP REVENUE TO O W N E R S O F T H E PAR E N T O P E R AT I N G I N C O M E €20,351m €5,589m €3,614m +15% reported vs. 2021 +11% vs. 2021 +14% reported vs. 2021 +9% comparable(1) vs. 2021 27.5% recurring operating margin F R
Slide 8: A complementary ensemble of iconic luxury houses
A COMPLEMENTARY ENSEMBLE OF ICONIC LUXURY HOUSES OUR HOUSES DIFFERENT SCALES AND MATURITY (FY22 Revenue and Recurring Operating income in €m) Soft Luxury Hard Luxury Adjacent businesses 27.5% 35.6% 14.4% 30.9% 21.0% 18.2% Other * Houses 2021 Revenue Rec. Op. income XX% Rec. Op. margin * Kering Group
Slide 9: We share the value we create - 2022
WE SHARE THE VALUE WE CREATE - 2022 W I TH O U R E M P L O Y E E S WITH SOCIETY €1,746M €2,830M 606,404 80% income taxes paid(2) personnel expenses hours of training of employees eligible to KeringForYou €17M share ownership plan philanthropic contributions(3) W I TH O U R S U P P L I E R S W I TH O
Slide 10: Dividend up 17% in 2022
DIVIDEND UP 17% IN 2022 DIVIDEND PER SHARE 14.00 (In €) 12.00 10.50 8.00 8.00 2018 2019 2020 2021 2022 €4.50 per share interim dividend paid on January 18, 2023 €9.50 per share balance paid on May 4, 2023 DIVIDEND PAYOUT 96.4% 82.1% 47.0% 47.8% 45.2% 50.7% 44.5% 50.0% 46.1% 31.3% 2018 2019 2020 2021
Slide 11: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE 11
Slide 12: Governance
GOVERNANCE Kering’s strategy Kering’s & performance governance driving management compensation 12
Slide 13: A group defined by entrepreneurial spirit
A GROUP DEFINED BY ENTREPRENEURIAL SPIRIT Employee Institutional Individual shareholders Artémis investors shareholders Treasury shares 42.0% of capital 58.7% of voting rights 4.2% 52.1% 1.7% STABLE FAMILY SHAREHOLDING WITH LONG-TERM STRATEGY STRONG INSTITUTIONAL INVESTOR BASE ALIGNED WITH THE GROUP
Slide 14: Membership of the Board of Directors as of October 3, 2023
MEMBERSHIP OF THE BOARD OF DIRECTORS AS OF OCTOBER 3, 2023 6 INDEPENDENT DIRECTORS François-Henri Pinault Chairman and CEO Véronique Weill Tidjane Thiam Lead Independent Director Chair of the Audit Committee 3 NON-INDEPENDENT DIRECTORS Chair of the Remuneration Committee 12 Directors Jean-Pierre Den
Slide 15: Key figures related to the Board of Directors
KEY FIGURES RELATED TO THE BOARD OF DIRECTORS As of 2010 2015 2021 October 3, 2023 TOTAL NUMBER OF DIRECTORS 14 10 13 12 INDEPENDENCE (1) 57% 40% 55% 60% PROPORTION OF WOMEN (1) 28% 30% 55% 50% AVERAGE AGE 55 57 54 57 NATIONALITIES REPRESENTED 4 3 5 6 ( 1) I n ac c or danc e wi t h t he pr ovi s i o
Slide 16: Depth and breadth of director skills
DEPTH AND BREADTH OF DIRECTOR SKILLS AS OF OCTOBER 3, 2023 KERING’S DIRECTORS COLLECTIVELY REPRESENT A DEEP, DIVERSE MIX OF SKILLS AND EXPERIENCES THAT SUPPORT LONG-TERM VALUE CREATION F.-H. V. T. S. E. J.-P. C. Y. M. B. V. H. Pinault Weill Thiam Weinberg Watson Denis Battaglia Dervisoglu Chiquet Pr
Slide 17: Board governance best practices
BOARD GOVERNANCE BEST PRACTICES Compliance with Independence of the Parity and diversity of recommendations of Board (60%*) and its culture and the AFEP-MEDEF Code Committees (62%* experiences average) Lead Independent Climate Change Lead Special training of the Director Board on CSR and climate iss
Slide 18: Board committees as of October 3, 2023
BOARD COMMITTEES AS OF OCTOBER 3, 2023 AUDIT APPOINTMENTS & REMUNERATION COMMITTEE SUSTAINABILITY COMMITTEE COMMITTEE GOVERNANCE COMMITTEE Tidjane THIAM Véronique WEILL Serge WEINBERG Emma WATSON (Independent Chair of the Committee) (Lead Independent Director, Chair of the (Independent Chair of the
Slide 19: Board governance - risk oversight
BOARD GOVERNANCE – RISK OVERSIGHT Review of internal and external audit activities Review of Review Compliance of internal control & GDPR AUDIT COMMITTEE Risk management & validation Approval of the risk mapping, of the annual including non-financial internal audit plan risks 19
Slide 20: Risk mapping
RISK MAPPING Sour c e: 2022 Uni ver s al Regi s t r at ion Doc ument – page 295 20
Slide 21: Strengthening governance and operations
STRENGTHENING GOVERNANCE AND OPERATIONS A NEW ORGANIZATION • In July 2023, Kering announced top appointments aimed at reinforcing stewardship of its Houses, further elevating operational expertise at Group level, and strengthening its organization: François-Henri Pinault Chairman and CEO • Francesca
Slide 22: A seasoned and diverse Executive Committee
A SEASONED AND DIVERSE EXECUTIVE COMMITTEE Francesca Bellettini Jean-Marc Duplaix Deputy CEO, Brand Development Deputy CEO, Operations and François-Henri Pinault since 2023, President and Chief Finance since 2023 Executive Officer, Yves Saint After 10 years within Arthur Anderson as Chairman and Chi
Slide 23: Governance: strategy and performance driving compensation
GOVERNANCE Kering’s strategy Kering’s & performance governance driving management compensation 23
Slide 24: Components of executive corporate officers' remuneration
COMPONENTS OF EXECUTIVE CORPORATE OFFICERS’ REMUNERATION Annual fixed remuneration Annual variable remuneration Multi-annual variable remuneration (cash) (cash) (performance shares) Performance criteria Performance criteria (3 years) Proportion of women in Sustainability 10 % executive management ro
Slide 25: Remuneration structure for 2023 for executive corporate officers
REMUNERATION STRUCTURE FOR 2023 FOR EXECUTIVE CORPORATE OFFICERS CHAIRMAN & CEO GROUP MANAGING DIRECTOR ( 1 ) 60% 16% 50% 20% Multi-annual Fixed Multi-annual variable Fixed variable remuneration remuneration (LTI) remuneration remuneration (LTI) = 100% of the fixed = 150% of the fixed remuneration f
Slide 26: Remuneration structure mirroring Kering's objectives
REMUNERATION STRUCTURE FOR 2023 FOR EXECUTIVE CORPORATE OFFICERS MIRRORING KERING’S OBJECTIVES CHAIRMAN & CEO GROUP MANAGING DIRECTOR* Voted at the 2022 AGM Voted at the 2023 AGM Voted at the 2022 AGM Voted at the 2023 AGM FIXED €1,200,000 €1,200,000 €1,200,000 €1,200,000 REMUNERATION ▪ 150% of fixe
Slide 27: 2023 annual variable remuneration
2023 ANNUAL VARIABLE REMUNERATION PERFORMANCE CONDITIONS AND OVERALL ACHIEVEMENT PROCESS As a % of fixed remuneration Non-financial targets Chairman and CEO Group Managing Director Financial targets Total annual TARGET BONUS(1) 150% variable remuneration MAXIMUM BONUS(2) 203% Sustainability 10% Achi
Slide 28: Percentage of bonus awarded
2023 ANNUAL VARIABLE REMUNERATION FINANCIAL TARGETS’ ACHIEVEMENT PROCESS Achievement rate of Percentage of bonus 150% financial targets awarded 2% additional payment PERCENTAGE OF BONUS AWARDED for each additional % above the target rate 100% ≤ 75% 0% 4% decrease for each % below the target rate 100
Slide 29: 2023 annual variable remuneration: non-financial targets
2023 ANNUAL VARIABLE REMUNERATION NON-FINANCIAL TARGETS SET FOR 2023 (QUALITATIVE) Chairman & CEO / Group Managing Director • Establish in 2023 a quantified medium-term commitment to reduce in absolute terms the carbon footprint of the Group’s supply chain (Scope 3 of the GHG Protocol) SUSTAINABILIT
Slide 30: 2023 multi-annual variable remuneration (LTI)
2023 MULTI-ANNUAL VARIABLE REMUNERATION (LTI) HOW PERFORMANCE SHARES WORK 2023 2024 2025 2026 VESTING PERIOD (3 years) Final vesting Grant of performance shares subject to conditions Chairman & CEO Performance conditions 150% of fixed remuneration year Y See slide 31 + annual variable remuneration d
Slide 31: LTI performance conditions
2023 MULTI-ANNUAL VARIABLE REMUNERATION (LTI) PERFORMANCE CONDITIONS: DEMANDING FINANCIAL CRITERIA AND STRENGTHENED NON-FINANCIAL CRITERIA Relative Criterion Performance assessment method weighting Increase observed between the average amount over the 3-year vesting period and the amount shown for t
Slide 32: Remuneration for members of the Board of Directors for 2023
REMUNERATION FOR MEMBERS OF THE BOARD OF DIRECTORS FOR 2023 TOTAL REMUNERATION Unchanged vs. 2022: €1,400,000 ALLOCATED TO DIRECTORS 40% FIXED 60% VARIABLE Minus special portions for: COMPONENTS • the remuneration of the Chairs of the Audit, Based on the actual attendance of Remuneration, Appointmen
Slide 33: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE 33
Slide 34: Tomorrow's Luxury
AMBITIOUS IMPLEMENTING & COMMITMENTS & MONITORING TA R G E T S PROGRESS CRAFTING TOMORROW’S LUXURY IMPULSING COLLECTIVE EFFORT 34
Slide 35: Materiality map: targeting our main priorities
AMBITIOUS IMPLEMENTING TARGETS & MONITORING MATERIALITY MAP: TARGETING OUR MAIN PRIORITIES IMPULSING COLLECTIVE EFFORT OUR CONTRIBUTION TO THE UN SDGs • 2025 Sustainability Strategy dashboard identifies the contribution of our actions and targets to the UN SDGs, with a focus on 13 of them Sour c e:
Slide 36: A set of operational standards to implement our global strategy
AMBITIOUS IMPLEMENTING TARGETS & MONITORING A SET OF OPERATIONAL STANDARDS TO IMPLEMENT OUR GLOBAL STRATEGY IMPULSING COLLECTIVE EFFORT Access the latest Access the latest Access the latest Access the latest version version version version Access the latest Access the latest Access the latest Access
Slide 37: Our sustainable roadmap and commitments
AMBITIOUS IMPLEMENTING TARGETS & MONITORING OUR SUSTAINABLE ROADMAP & COMMITMENTS IMPULSING COLLECTIVE EFFORT about our impact on the planet, on climate change, on natural resources by: • Achieving a 40% reduction of our GHG emissions in absolute terms across our supply chain by 2035 (scopes 1, 2 an
Slide 38: Climate: our targets based on science
AMBITIOUS IMPLEMENTING TARGETS & MONITORING CLIMATE: OUR TARGETS BASED ON SCIENCE IMPULSING COLLECTIVE EFFORT SBTi 1.5°C BY 2030 -40% GHG SCOPE 1, 2 & 3 BY 2035 NET-ZERO BY 2050 1 2 3 In 2021, the Group revised its 2016 The Group committed to reduce its The Group committed to minimize its Science-ba
Slide 39: Biodiversity: acting towards protection and restoration
AMBITIOUS IMPLEMENTING TARGETS & MONITORING B I O D I V E R S I T Y: AC T I N G TO WAR D S P R O T E C T I O N & R E S TO R AT I O N IMPULSING COLLECTIVE EFFORT OUR COMMITMENT Becoming a nature positive company by 2025 by regenerating and protecting an area about six times our total land footprint a
Slide 40: Circularity ambition: Coming Full Circle (1/2)
AMBITIOUS IMPLEMENTING TARGETS & MONITORING C I R C U L AR I T Y AM B I T I O N : " C O M I N G F U L L C I R C L E " ( 1 / 2 ) IMPULSING COLLECTIVE EFFORT LUXURY THAT LASTS Increasing the longevity of our products: durability by design, culture of repair and reuse Supporting new business models des
Slide 41: Circularity ambition: Coming Full Circle (2/2)
AMBITIOUS IMPLEMENTING TARGETS & MONITORING CIRCULARITY AMBITION: "COMING FULL CIRCLE" (2/2) IMPULSING COLLECTIVE EFFORT Ambition published in May 2021 and based on… 3 central pillars Key commitments No unsold 100% 1 Luxury that lasts product renewable Zero destruction single-use energy in worldwide
Slide 42: Supply chain: ensuring sustainable sourcing and promoting human rights
AMBITIOUS IMPLEMENTING TARGETS & MONITORING SUPPLY CHAIN: ENSURING SUSTAINABLE SOURCING & PROMOTING HUMAN RI GHTS IMPULSING COLLECTIVE EFFORT Our standards, a set of environmental and social clauses part of each contract SUSTAINABLE SOURCING: TRACEABILITY • 100% of key raw materials to be traceable
Slide 43: Our sustainability governance
AMBITIOUS IMPLEMENTING TARGETS & MONITORING OUR SUSTAINABILITY GOVERNANCE IMPULSING COLLECTIVE EFFORT BOARD OF DIRECTORS 100 people dedicated to sustainability open to all employees, Houses and direct suppliers on all topics including environment FRANÇOIS-HENRI PINAULT, Chairman and Chief Executive
Slide 44: The EP&L, cornerstone of our environmental approach
AMBITIOUS IMPLEMENTING TARGETS & MONITORING T H E E P & L , C O R N E R S TO N E O F O U R E N V I R O N M E N TAL AP P R O AC H IMPULSING COLLECTIVE EFFORT CHANGE IN GROUP EP&L INTENSITY 2015 TO 2022 (€EP&L/€ thousand in revenue, as reported in 2021 for 2015 to 2021) PROGRESS TOWARDS 2025 GOALS 50%
Slide 45: Scope covered by our EP&L approach
AMBITIOUS IMPLEMENTING TARGETS & MONITORING S C O P E C O V E R E D B Y O U R E P & L AP P R O AC H IMPULSING COLLECTIVE EFFORT Since 2021: EP&L approach reviewed on a voluntary basis by one of Kering’s Statutory Auditors 45
Slide 46: How is our EP&L calculated?
AMBITIOUS IMPLEMENTING TARGETS & MONITORING H O W I S O U R E P & L C AL C U L AT E D ? IMPULSING COLLECTIVE EFFORT Environmental Footprint X Impact Valuation = EP&L 46
Slide 47: Supply chains: audits and traceability
AMBITIOUS IMPLEMENTING TARGETS & MONITORING SUPPLY CHAINS: AUDITS & TRACEABILITY IMPULSING COLLECTIVE EFFORT OUR SUPPLY CHAIN STRUCTURE 2022 Total Almost 92% suppliers in Europe, predominantly in Italy → strong government presence, comprehensive and mature 95% traceability labor law, highly develope
Slide 48: Sustainable innovation in our actions (1/4)
AMBITIOUS IMPLEMENTING TARGETS & MONITORING SUSTAINABLE INNOVATION IN OUR ACTIONS (1/4) IMPULSING COLLECTIVE EFFORT IN OUR VALUE CHAIN Scaling up innovative processes and developing raw material pilot projects in our Houses Supporting our Houses’ sustainable sourcing through the Material Innovation
Slide 49: Sustainable innovation in our actions (2/4)
AMBITIOUS IMPLEMENTING TARGETS & MONITORING SUSTAINABLE INNOVATION IN OUR ACTIONS (2/4) IMPULSING COLLECTIVE EFFORT Examples of programs in the supply chain Clean by Design Material Innovation Lab Kering Generation Award Suppliers’ energy performance Sourcing of responsible suppliers Accelerating su
Slide 50: Sustainable innovation in our actions (3/4)
AMBITIOUS IMPLEMENTING TARGETS & MONITORING SUSTAINABLE INNOVATION IN OUR ACTIONS (3/4) IMPULSING COLLECTIVE EFFORT Alternative materials VITROLABS INC. COFALIT PEELSPHERE ▪ A biotech company focused on ▪ Boucheron unveiled the Jack Ultime collection ▪ A new leather-like lab-grown leather that devel
Slide 51: Sustainable innovation: repair, reuse, recycle (4/4)
AMBITIOUS IMPLEMENTING TARGETS & MONITORING SUSTAINABLE INNOVATION IN OUR ACTIONS: REPAIR, REUSE, RECYCLE (4/4) IMPULSING COLLECTIVE EFFORT REPAIR • In November 2022, Bottega Veneta introduced its Certificate of Craft: a lifetime warranty program for its most iconic bags (Jodie, Cassette and Pouch)
Slide 52: Progressing on our sustainability commitments
AMBITIOUS IMPLEMENTING TARGETS & MONITORING PROGRESSING ON OUR SUSTAINABILITY COMMITMENTS IMPULSING COLLECTIVE EFFORT • 50% reduction in our environmental footprint (EP&L intensity 2015 -22) • Alignment of our Climate strategy with the SBT 1.5°C scenario • CDP 2022 Climate A List CARE • 95% traceabi
Slide 53: Launching initiatives with peers, impulsing collective effort
IMPLEMENTING LAUNCHING INITIATIVES WITH PEERS, IMPULSING COLLECTIVE EFFORT… AMBITIOUS TARGETS & MONITORING IMPULSING COLLECTIVE EFFORT • 65 members in 2023 representing >1/3 of the fashion industry’s • A CEO-led initiative launched in 2021 in partnership with Cartier production volumes • Initiative
Slide 54: Actively engaging in existing leading working groups
IMPLEMENTING …AND ACTIVELY ENGAGING IN EXISTING LEADING WORKING GROUPS AMBITIOUS TARGETS & MONITORING IMPULSING COLLECTIVE EFFORT INDUSTRY ASSOCIATIONS TECHNICAL WORKING GROUPS Fashion related Natural capital Circularity Sustainable Innovation Sustainable sourcing & Nature Environmental excellence C
Slide 55: A brief overview of Kering's journey on nature
IMPLEMENTING A BRIEF OVERVIEW OF KERING’S JOURNEY ON NATURE AMBITIOUS TARGETS & MONITORING IMPULSING COLLECTIVE EFFORT SBTN Corporate Engagement SBTN Initial Target Update biodiversity Programme (2020) Validation Group Strategy with DCF commitment (2023) The Fashion Pact (2019) Biodiversity Strategy
Slide 56: Kering is part of SBTN initial target validation group
AMBITIOUS IMPLEMENTING TARGETS & MONITORING GOING FORWARD: KERING IS PART OF SBTN INITIAL TARGET VALIDATION GROUP IMPULSING COLLECTIVE EFFORT Kering has been selected by SBTN to be part of a small group of companies representing high-impact sectors to the validation process for SBTN Land and Freshwa
Slide 57: Acting for the green transition of our industry
AMBITIOUS IMPLEMENTING TARGETS & MONITORING AC T I N G F O R T H E G R E E N T R AN S I T I O N O F O U R I N D U S T RY IMPULSING COLLECTIVE EFFORT THE REGENERATIVE FUND FOR NATURE THE CLIMATE FUND FOR NATURE • Launched in January 2021 by Kering in partnership with • Launched in December 2022 by Ke
Slide 58: Regenerative Fund for Nature projects
AMBITIOUS IMPLEMENTING TARGETS & MONITORING R E G E N E R AT I V E F U N D F O R N AT U R E P R O J E C T S IMPULSING COLLECTIVE EFFORT 7 projects in 6 countries, supporting over 840,000 hectares transitioning to regenerative approaches and benefiting 60,000 people Epiterre Foundation Organic Cotton
Slide 59: External recognition of our ESG performance
AMBITIOUS IMPLEMENTING TARGETS & MONITORING EXTERNAL RECOGNITION OF OUR ESG PERFORMANCE IMPULSING COLLECTIVE EFFORT Kering is the only Luxury company systematically included in all main ESG ratings and rankings 2022 2023 2022 84/100 / 3rd CDP Climate A Included in DJSI World & Europe CDP Water A- si
Slide 60: Summary
SUMMARY 1. GROUP PRESENTATION & STRATEGY 2. GOVERNANCE 3. SUSTAINABILITY 4. PEOPLE 60
Slide 61: Kering people
KERING PEOPLE 47,227 PEOPLE 37% 21% Men Offices WORK ALL PLACE 63% 22% 57% Women Production Retail 13% 54% 33% 43% 11% 1% Men Generation Z Baby Americas EMEA APAC (>1995) Boomers (1945-1960) MANAGERS AGE 61% 27% Generation Y Generation X (1981-1995) (1961-1980) 57% 13,375 9,610 Women hires departure
Slide 62: Our people vision
OUR PEOPLE VISION BE THE PREFERRED EMPLOYER BUILD A “LOVED” AND RESPECTED MULTI- IN LUXURY BRAND COMPANY for responsible, ambitious individuals who want joining strong Houses together with a shared culture and sense to make a difference in an open and diverse environment of purpose, which everyone u
Slide 63: Our responsibility to our 47,000 people
OUR RESPONSIBILITY TO OUR 47,000 PEOPLE 1 2 3 4 Creating Advancing equality Developing Talent: investing Engaging diverse leadership in the workplace: in professional development in a global dialogue with our in all Houses: aiming to achieve and continuous learning 47,000 employees: in terms of geog
Slide 64: Creating diverse leadership in all houses
1. CREATING DIVERSE LEADERSHIP IN ALL HOUSES OUR FOUNDATION: A GENUINE AND COMPREHENSIVE COMMITMENT TO INCLUSION ACROSS THE DIMENSIONS OF DIVERSITY OUR COMMITMENT FOR 2025 Increase diversity in key management positions, in terms of gender and geography, to better reflect our business footprint Gende
Slide 65: Creating diverse leadership: development actions in place
1. CREATING DIVERSE LEADERSHIP IN ALL HOUSES DEVELOPMENT ACTIONS IN PLACE WHERE WE ARE Women at Kering account for: Recruitment: • Gender parity embedded in our recruitment process for key positions • All HRDs trained on unconscious bias and inclusive recruitment Learning: 50% 57% • Following pilot
Slide 66: Creating diverse leadership: communication at group level
1. CREATING DIVERSE LEADERSHIP IN ALL HOUSES COMMUNICATION AT GROUP LEVEL 66
Slide 67: Advancing workplace equity
2. ADVANCING WORKPLACE EQUITY OUR COMMITMENT FOR 2025 • Gender parity at all levels • Pay equity at all levels DEVELOPMENT ACTIONS IN PLACE FRANCE Kering Group Recruitment: Equal Pay Index • Recruiters and hiring managers trained on inclusive recruitment (incl. how to balance our pipeline and use in
Slide 68: Advancing workplace equity: rankings
2. ADVANCING WORKPLACE EQUITY Kering ranked 2nd in Kering is leading on Kering achieved a 100% Refinitiv Global Diversity & parental leave in Equileap score in equal pay & Inclusion Index in 2022 European gender equality gender pay parity in the index Bloomberg Gender Equality Index 68
Slide 69: Developing talent
3. DEVELOPING TALENT TALENT DEVELOPMENT • Kering Keys Graduate Programs in EMEA SKILL-BASED LEARNING • Kering Keys Retail in France (Pilot) • Kering Learning: multi-language • Kering Keys Management in France platform with tailored offer based on (Pilot) individual skill assessment • Kering Keys Ope
Slide 70: Developing talent: first Global Learning Day
3. DEVELOPING TALENT FIRST GLOBAL LEARNING DAY WHAT IS IT Annual event that gathers the entire Kering Group around the world to support our employees to develop their skills High-end event, extremely well prepared (renowned speakers, public speaking training, video content creation…) WHY WE WANT IT
Slide 71: 2023 Kering global employee survey
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES 2023 KERING GLOBAL EMPLOYEE SURVEY • Strong response: 83% response rate • Engagement at 73% • 31 engagement, well-being, talent and I&D questions • Optional question on self-identification as minorities to better calibrate our I&D approa
Slide 72: Engaging with our 47,000 employees: touch points
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES Parental policy Ethics Well-being and A RANGE OF health at work TOUCH POINTS TO ENSURE ENGAGEMENT Sense of belonging and purpose Shared value with all New ways of working, supported by best-in-class technology 72
Slide 73: New agreement with employee representatives on well-being
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES NEW AGREEMENT WITH EMPLOYEE REPRESENTATIVES ON WELL-BEING Purpose • Formalizing our commitment in well-being through a global agreement signed with employee representatives: agreement, signed in June 2023 with European Working Council •
Slide 74: Parental policy: 14 weeks for all parents
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES PARENTAL POLICY: 14 WEEKS FOR ALL PARENTS We are not just supporting men and same-sex partners by making it easier for them to take time away from work at this important moment in family life. We believe this is a transformative change f
Slide 75: Sharing value with our employees
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES SHARING VALUE WITH OUR EMPLOYEES LAUNCH OF THE FIRST EMPLOYEE SHARES PROGRAM IN 2022 Purpose • Further increasing a strong sense of belonging among Kering employees by allowing them to become shareholders of the Group at preferential con
Slide 76: Developing a strong sense of belonging and purpose
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES DEVELOPING A STRONG SENSE OF BELONGING AND PURPOSE Up to 32 paid working hours per employee per year to support local communities Global program 21 paid working hours per employee per year to support local good causes Scope: France, UK a
Slide 77: For impact, sense of belonging and long-term retention
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES FOR IMPACT, SENSE OF BELONGING AND LONG-TERM RETENTION Live streams January 11th 2023 July 6th 2023 November 9th 2022 February 15th 2023 July 28th 2023 November 22nd 2022 June 29th, 2023 September 6th 2023 77
Slide 78: Transparency and responsibility
4. ENGAGING IN A MEANINGFUL DIALOGUE WITH OUR 47,000 EMPLOYEES TRANSPARENCY AND RESPONSIBILITY A CULTURE OF INTEGRITY: OUR COMPLIANCE AND ETHICS ANNUAL CAMPAIGN 78
Slide 79: Kering houses
Gucci • Saint Laurent • Bottega Veneta • Balenciaga • Alexander McQueen • Brioni Boucheron • Pomellato • Dodo • Qeelin • Ginori 1735 Kering Eyewear • Kering Beauté
Slide 80: Slide 80