8-9 / 36
PANDORA ETHICS REPORT 2016
6
7
That is more than one
every minute of every hour
3.3%
EMPLOYEE TURNOVER
IN THAILAND
E-LEARNING SESSIONS
COMPLETED
600,000
IN BRIEF
Thai colleagues including their family
members went to a local fun park at
the yearly company outing
19,000
in the employee library in Bangkok.
Most popular books: Percy Jackson
series and English proficiency
5,000
BOOKS AVAILABLE
PANDORA PEOPLE
of class room training given to every
crafting colleague on average
HOURS
14.2
at our Thai crafting facilities with
free access to PCs, library services
and training facilities
VISITS TO OUR
EDUTAINMENT CENTRE
+18,000
NEW JOBS AT PANDORA
WORLDWIDE
4,800
SPECIAL
BENEF ITS
FOR PREGNANT
EMPLOYEES
CODE OF ETHICS
In 2015, PANDORA launched a new Code of Ethics,
stipulating our ethical aspirations as a company and our
ethical expectations to the behavior of our people.
The code covers areas such as human rights, working
conditions, environmental footprint, anti-corruption and
supplier relations. Building on our ethics policies (available
on
www.pandoragroup.com/csr), the code offers our
employees one common point of reference for ethical
dilemmas backed by training modules spanning hiring
procedures, workplace ethics and anti-harassment to fraud,
gift giving and misuse of company assets. In 2016, we
continued the implementation of our Code of Ethics to all
staff and directors, and initiated a major review process to
ensure that the Code of Ethics remains relevant vis-á-vis the
development of the company and the world around us.
A new code and training program is expected to be rolled
out in 2017.
To support the Code of Ethics, our employees are encouraged
to raise ethical concerns or ideas for ethical improvements
with local management, HR, Legal or Ethics departments.
Should employees perceive that concerns are not properly
addressed, or if they are not comfortable with raising their
concerns through these channels, they can chose to use
PANDORA’s externally administered multilingual Ethics
Hotline. In 2016, less than 10 cases were raised through the
Ethics Hotline. We see this as a positive indication of our
employee's trust in our internal structures.
TRAINING
The main contact between PANDORA and our consumers
is established and nurtured by over 35,000 people, who are
passionate about selling our jewellery in more than 100
countries around the world. We are dedicated to helping
sales people develop their skills and knowledge, both in our
own stores and the 8,100+ points of sale operated by our
partners. Our extensive training programmes span face-to-
face training, coaching and e-learning.
The scope is broad and entails training in PANDORA’s
values, ethics, identity and history, jewellery and material
expertise, crafting processes, and professional sales skills
and techniques. Face-to-face training is supported by our
comprehensive e-learning programme, which is available in
22 languages. In 2016, the number of online training sessions
completed amounted to more than 600,000. This means
that our people completed one online training session every
minute of every hour in 2016.
DIVERS ITY
Employment and promotions at PANDORA must always be
based on merit. We are deeply committed to working against
any form of discrimination and remain especially committed
to ensuring gender diversity in our management positions.
To this end, we have set a number of management diversity
objectives, and progress is reviewed once a year by our
Executive Management and Board of Directors.
• By 2020, the percentage of women in senior
management positions (members of the Management
Board, general managers and vice presidents) should
be at least 40%. At the end of 2016, 37% of senior
management were women, compared to 33% in 2015,
34% in 2014 and 24% in 2013.
• The gender composition of the Group’s leadership
programmes should mirror the gender composition of
staff 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 2016,
women accounted for 56% of this management group,
and made up 60% of the enrolment in our leadership
programmes.
• By 2018, at least 35% of Board members elected at the
Annual General Meeting must be women. At the end of
2016, women made up 30% of a Board members (3 out
of 10), compared to 22% in 2016 (2 out of 9). As such,
we are well above the average 16% for Danish listed
companies, but still below the 35% target. The Board
will continue to consider gender composition when
appointing new members.
PROVIDING
PROPER WORKING
CONDITIONS FOR
OUR PEOPLE