PANDORA_Ethics_Report_2016

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PANDORA ETHICS REPORT 2016 8
HUMAN AND LABOUR RIGHTS
At PANDORA, we recognise our duty to respect human
rights. To ensure this, PANDORA is certified according to
the Responsible Jewellery Council's Code of practices. The
RJC’s code has been developed in cooperation with peers,
independent experts and non-governmental organisations
(NGOs) to assess, identify and mitigate human rights risks
in the jewellery supply chain. Moreover we regularly assess
potential human rights as well as environmental risks in our
own value chain. These assessments – either carried out
internally or in cooperation with external experts and peers
– tend to reach the same conclusion: that the main human
and labour rights risks are to be found among our suppliers.
By sourcing our core jewellery materials from certified
responsible suppliers, and by enrolling all suppliers in
PANDORA’s Responsible Supplier Programme (described
under PRODUCT), we seek to lower the risks of causing or
becoming complicit in human rights infringements.
The responsible foundation on which our Thai crafting
facilities are built, as well as our Code of Ethics supported
by the internal PANDORA Ethics Programme instruct all of
us to prevent – and when necessary mitigate and remedy –
negative impacts of our activities. An ongoing challenge
during our continued growth has been to always keep the
weekly working hours below ILO standards. Due to
exceptional business circumstances caused by our growth,
weekly working hours in some specialised departments in
Thailand periodically exceeded 60 hours per week.
Overtime at PANDORA is always voluntary, compliant
with Thai law and remunerated at premium rates. In order
to mitigate this and ensure our capacity for future growth,
we hired 1,250 additional employees in 2016, worked to
introduce new crafting techniques, opened a new state-
of-the-art facility in northern Thailand (described under
PLANET) and started the construction of a new crafting
facility in Bangkok.
PANDORA´s Human Rights Policy is published on our
corporate site . It stipulates
our commitment to the United Nations Guiding Principles
on Business and Human Rights, and the core conventions
of the International Labour Organisation (ILO). The policy
further instructs us to advance human rights within our
sphere of influence (described under PARTNERSHIPS).
For our statements on the UK Modern Slavery Act and The
California Transparency in Supply Chains Act, please visit
Male Female
Board 70% 30%
Senior Management (MB, VP + GMs) 63% 37%
Directors and managers 42% 58%
Store managers 8% 92%
Total management 28% 72%
Find more detailed data on people on
TEAM PANDORA
We estimate that more than 35,000 sales associates
acts as PANDORA’s ambassadors on the front line of
retail; fountains of knowledge that consumers can
lean on for advice and inspiration when looking for
a perfect gift or a personal jewellery treat.
Working in sales at PANDORA is both a memory
game and so much more. Sales associates have to
take on an enormous amount of information covering
the entire PANDORA jewellery universe. Therefore,
it is crucial that they receive best-in-class training.
PANDORA’s training resources are designed to
develop each person’s skills and they can be tailored
to make learning personal.
PANDORA’s team in Australia exemplifies this
approach. Along with face-to-face sessions and
interactive PANDORA e-learning modules, several
initiatives have been rolled out in Australia. “We
have a huge focus on consumer experience training
and making sure that our sales associates have the
skills to personalise the experience for each consumer
who walks in their store,” says Penny Bjorkmann,
National Training Manager, Australia. She adds:
“Classroom-style training focusing on experiential
learning, using storytelling as a sales tool, plus a
micro-learning gamification tool for the Christmas
2016 campaign are two recent successes.”
The Australian team also uses a structured mystery
shopping guide, where all team members visit and
rate the customer experience in another retailer –
greatly improving awareness and self-reflection. For
the Autumn/Winter 2016 campaign, which featured
PANDORA Rose jewellery, the team embraced the
idea of bringing optimism to any customer scenario.
Everyone received a pair of rose-coloured glasses as
a reminder that a positive attitude is always possible.
The personal approach is certainly working.
Revenue at the Pitt Street store in Sydney (one of the
busiest PANDORA stores in the world), rose 500%
from 2012 to 2016.
GENDER SPL IT, MANAGEMENT AGE SPL IT, GROUP
<18
18-25
26-35
36-45
46+
38
6941
12050
1881
963
Headcount
December 31st 21873
Elizabeth is one of our colleagues from
the succesfull Pitt Street store in Australia