Human Resources
Kering’s Human Resources strategy focuses on two main objectives: creating a work environment that fosters individual and collective performance, professional development, and personal well-being and fulfillment, as well as advancing inclusion and diversity.
We Care
In response to the expectations voiced in the 2023 opinion survey conducted with more than 43,000 employees, Kering strengthened its actions to support well-being within the company:
The Group enlarged and harmonized its employee support policies, stepped up its internal communications and organized local focus groups to better respond to employee feedback on well-being. Well-being at work has also been added to manager training.
In addition, Kering signed an agreement with the European Works Council (EWC) which defines four dimensions of well-being at work: the professional sphere; the social and personal sphere; the health sphere; and the societal and environmental sphere, including the Giving Back and Gucci Changemakers volunteering programs.
Finally, as part of the EWC agreement, the Group commits to putting social dialogue and listening to employees at the heart of its approach.
Kering also took action to provide meaningful development opportunities for all employees, as evidenced by its first-ever Global Learning Day. Combining local, in-person events at House level as well as masterclass sessions and online conferences at a global level, the event gathered over 17,000 learning connections. The success of this first Global Learning Day demonstrates the importance the Group places on a learning culture.
The Group enlarged and harmonized its employee support policies, stepped up its internal communications and organized local focus groups to better respond to employee feedback on well-being. Well-being at work has also been added to manager training.
In addition, Kering signed an agreement with the European Works Council (EWC) which defines four dimensions of well-being at work: the professional sphere; the social and personal sphere; the health sphere; and the societal and environmental sphere, including the Giving Back and Gucci Changemakers volunteering programs.
Finally, as part of the EWC agreement, the Group commits to putting social dialogue and listening to employees at the heart of its approach.
Kering also took action to provide meaningful development opportunities for all employees, as evidenced by its first-ever Global Learning Day. Combining local, in-person events at House level as well as masterclass sessions and online conferences at a global level, the event gathered over 17,000 learning connections. The success of this first Global Learning Day demonstrates the importance the Group places on a learning culture.
We Dare
Diversity and inclusion play a central role in the Group’s strategy, enhancing creativity, innovation and performance. In 2023, Kering organized Kering Perspectives, an inclusive leadership training seminar for all members of its Houses’ Executive Committees and Heads of Departments.
The seminar focuses on making executives aware of how bias works, with concrete examples of bias in the workplace and tools to mitigate it in daily activities. This seminar serves to promote a culture of inclusivity, following the initial seminar held for Executive Committee members in 2022.
Kering also launched its inaugural Kering Keys graduate programs in France. Designed for students with two years or more in higher education, the programs combine tailored learning with hands-on experience in management or retail, thereby offering students the chance to immerse themselves in the Group’s businesses and culture.
Kering continued its pioneering efforts to champion gender equality. After establishing the Women in Luxury network in France in 2022, similar networks were set up in mainland China, Hong Kong, the United States, Mexico, Singapore, Japan, South Korea and Italy. Together, they aim to promote gender equality and empower all employees — especially women — to bolster their professional network within the company.
Furthermore, the Group deepened its analysis of the gender pay gap by undertaking research both globally and at House level. The initiative sought to determine the extent of unjustified pay gaps, if any. At the end of this first study, the Group and its Houses were awarded Level 1 certification by Fair Pay Innovation Lab.
The seminar focuses on making executives aware of how bias works, with concrete examples of bias in the workplace and tools to mitigate it in daily activities. This seminar serves to promote a culture of inclusivity, following the initial seminar held for Executive Committee members in 2022.
Kering also launched its inaugural Kering Keys graduate programs in France. Designed for students with two years or more in higher education, the programs combine tailored learning with hands-on experience in management or retail, thereby offering students the chance to immerse themselves in the Group’s businesses and culture.
Kering continued its pioneering efforts to champion gender equality. After establishing the Women in Luxury network in France in 2022, similar networks were set up in mainland China, Hong Kong, the United States, Mexico, Singapore, Japan, South Korea and Italy. Together, they aim to promote gender equality and empower all employees — especially women — to bolster their professional network within the company.
Furthermore, the Group deepened its analysis of the gender pay gap by undertaking research both globally and at House level. The initiative sought to determine the extent of unjustified pay gaps, if any. At the end of this first study, the Group and its Houses were awarded Level 1 certification by Fair Pay Innovation Lab.
“Operational excellence — a pillar of our transformation — is our priority. Our ambition is to transform the Group into a talent-first organization, where all levers serve the acquisition of new skills — technological, analytical, organizational and interpersonal — creating greater opportunities for individual and collective professional development.”
