PANDORA Annual Report 2017

P A N D O R A A N N U A L R E P O R T 2 0 1 7 G O V E R N A N C E & M A N A G E M E N T 3 5 C O N T E N T S MAK I NG L E ARN I NG ACC E S S I B L E AND R E L E VANT Our new PANDORA LINK digital learning platform makes training eas- ily accessible online to all PANDORA employees around the globe. The online training modules cover everything from media education to crafting skills tests, and employees have the opportunity to learn in a range of ways, from webinars, videos, quizzes, games and online dis- cussions to signing up for face-to-face courses. In a recent survey of PANDORA’s retail employees, 92% said they found the product knowledge learning modules directly relevant to their roles, and 94% found the modules easy to understand. Our digital learning platform, PANDORA LINK, is another essential tool. It enables more than 46,000 users worldwide, including shop asso- ciates in non-PANDORA owned points of sale, to follow a wide range of training modules. This year, PANDORA LINK was made available to all PANDORA employees in our offices and crafting facilities – in addition to people working in retail – making it a truly company-wide system. More than 170,000 PANDORA LINK e-learning mod- ules were completed globally in 2017. SUCC E S S I ON P L ANN I NG We continued working with our HR succession tool in 2017, which helps us identify candidates for leadership and critical positions around the globe and ensures we can create a robust internal pipeline for the future. In addition, we launched a number of initiatives to improve our focus on ensuring stability of succession and bolstering our reputation as an attractive place to work. The continual addition of new talent is essential to our dynamic and growing organisation. To ensure that we can create a pipeline of exter- nal talent for our company – and continue to attract the best people – we initiated a number of projects in 2017 that help us define the ben- efits and opportunities that we offer our people, including comprehensive professional devel- opment and experience in a global company. GENDE R D I V E R S I T Y I N MANAGEMENT We believe that our company benefits from a diverse management team. To ensure this, we have a number of gender diversity objectives. Progress is reviewed once a year. • By 2020, the percentage of women in sen- ior management positions (members of the Management Board, general managers and vice presidents) should be at least 40%. At the end of 2017, 39% of senior management were women, compared with 37% in 2016, 33% in 2015 and 34% in 2014. • The gender composition of the Group’s lead- ership programmes should mirror the gender composition of employees in vice president and director positions. Since we started our leadership programmes in 2012, the gender split has on aggregate been close to 50/50. In 2017, women accounted for 64% of this management group, and made up 60% of the enrolment in our leadership programmes. • By 2018, our objective is that at least 35% of Board members elected at the Annual General Meeting should be women. At the end of 2017, women made up 33% of our Board members (3 out of 9), compared with 30% in 2016 (3 out of 10). This means we are well above the average of 16% for Danish listed companies. The Board will continue to consider gender composition when appointing new members.