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CODEOF ETHICS
In2015, PANDORA launched a new internal Code of
Ethics setting out our ethical aspirations as a company and
our expectationswith respect to responsible staff behaviour.
The code has been distributed to all our peopleworldwide,
andhas been accommodated byGroup-wide training and
amandatory e-learningmodule for office and store staff.
As part of the PANDORACode of Ethics implementation,
we also launched an improved ethics hotline, allowing our
people to raise concerns if they perceive that our standards
are being breached.The ethics hotline is externally
administered and enables our people to raise concerns in
their own language through bothweb and phone.
TRAINING
Themain contact between PANDORA andour consumers
is established and nurturedby themore than 30,000
people passionately engaged in selling our jewellery
inmore than 100 countries around theworld.We are
dedicated tohelping the sales people, in themore than
9,300 PANDORApoints of sales, to develop their skills
and knowledge. Our extensive training programmes span
face-to-face training, coaching, on the job training and
e-learning.The scope is broad and entails training in
PANDORA’s values, CSR, identity andhistory, jewellery and
materials expertise, production processes and professional
sales skills, sales psychology and techniques. Our training
programmes are implemented by 100 trainers, and face-to-
face training is supported by our comprehensive e-learning
programme available in 19 languages. In 2015, more
than 621,000 training sessionswere completed, up from
380,000 in 2014 and 200,000 in2013.
DIVERSITY
At PANDORA, three out of fourmanagers arewomen,
heavily biasedby the highnumber of female store
managers.We are deeply committed to ensure gender
diversity in our seniormanagement positions.The Boardof
Directors has set a number of gender diversity objectives
which it reviews annually:
• By 2020, the gender split in seniormanagement
positions (members of the Executive Board, general
managers and vice presidents) shouldbe 40%-60%,
representedbywomen andmen respectively. At the end
of 2015, 33% of seniormanagement roleswere heldby
women, compared to 34% in2014, 31% in2013 and
26% in2012.
• The gender compositionof theGroup’s leadership
programmes for the years 2012-2015 shouldmirror
the gender composition of staff in vice president and
director positions (on aggregate). In2015, women
accounted for 59%of thismanagement group, and
made up 48%of the enrolment in our leadership
programmes. For thewhole period, women accounted
for 47% of the participants on leadershipprogrammes.
The Boardwill continue to follow the gender
composition of our leadership programmes in the years
to come.
• Finally, it is PANDORA’s objective that, by 2018, at
least 35%of Boardmembers elected at theAnnual
GeneralMeetingmust bewomen. At the end of 2015,
two female Boardmembersmade up 22%of a total
of nine Boardmembers, still well above the 2015
average of 11% for Danish listed companies.The Board
will continue to consider gender compositionwhen
appointing newmembers.
PROVIDING PROPER
WORKINGCONDITIONS
FOROUR PEOPLE
