About Kering

Kering – empowering imagination


Kering stands for Imagination!
Watch our new Manifesto video, featuring Kering brand and corporate employees. 


Who we are

Kering is a growing Group of 20 high-profile, profitable brands that create apparel and accessories for the luxury and sport & lifestyle markets. 

  • Luxury: Gucci, Bottega Veneta, Saint Laurent, Alexander McQueen, Balenciaga, Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Boucheron, Dodo, Girard-Perregaux, JeanRichard, Pomellato, Qeelin and Ulysse Nardin.
  • Sport & Lifestyle: Puma, Volcom and Cobra.

Our mission is vast, but it’s simple. We exist to help our customers look and feel good while making a positive contribution to people and the planet.

Kering stella mccartney

We empower imagination 

Imagination – the ability to conceive something that does not yet exist – keeps us going and growing at Kering. It fuels the creativity of our brands. It makes us more resourcefulness as a business. It invigorates our people and keeps us moving forward. That’s why we do all we can to empower imagination within − and outside − the Group.  

Our approach to empowering imagination takes many forms. It means providing back-end services to our brands, so that they are free to focus on product design and innovation. It means nurturing the next generation of design talent and raising the bar for sustainable industry practices. It also means combating violence against women in the Americas, Europe and Asia.

Imagination is the beginning of a better tomorrow, for our business and the world. And empowering imagination is what Kering is all about.

Kering Boucheron

We believe sustainable business is smart business

At Kering, sustainability is more than a buzzword; it’s a serious approach to business. Sustainability stimulates innovation, creates competitive advantage and often reduces costs. It’s an opportunity to grow while helping to protect and preserve our planet. 

While others give lip-service to sustainability, Kering has taken bold action, including:

  • the development of a pioneering Group Environmental Profit & Loss account (EP&L), to monetise and monitor the environmental impact of 100% of the Group’s operations and supply chain
  • the creation of a Materials Innovation Lab that identifies and inventories sustainable materials for use by Kering brands
  • a five-year partnership with London College of Fashion-Centre for Sustainable Fashion, including a series of educational talks given by Kering’s own leaders. 

We empower women

Advancing gender equality is a priority for Kering. Women account for 60% of our employees, 80% of our clients and 51% of the world’s population. They represent a powerful source of economic growth and social stability. Yet, around the world, women continue to suffer from inequality, injustice and indignity. 

Appalled by the code of silence around this problem, Kering’s CEO, François-Henri Pinault, encouraged a group-wide focus on women’s rights and dignity. Our HR policy aims to make Kering the best place to work for women; our Kering Foundation combats violence against women; and our brands’ philanthropic activities are aligned to women’s causes. Through a variety of annual campaigns, we raise awareness for women’s issues and urge active involvement by employees and customers alike.

Beginning in 2015, as the new Official Partner of the Cannes International Film Festival, Kering extended its support to women in cinema. We use the Cannes platform to highlight and support women’s contribution to the film industry − particularly behind the camera − and to promote films that challenge female stereotypes. 

We support talent, everywhere

People are the lifeblood of our Group. That’s why Kering is keen to attract, develop and retain the best talent in all aspects of our operation. We empower our people to learn and to lead. We also nurture young talent by offering professional internships through partnerships with organisations like Vogue Italia, Parsons The New School for Design and the Royal College of Art.

Across the Group we invest in the preservation of traditional craftsmanship through our brands’ training programmes and technical schools. Teaching young talent these age-old techniques not only ensures that traditional know-how is passed from generation to generation, it also helps guarantee their future employment.

Outside the Group, we encourage creativity in a variety of ways, including the Kering Education Fund for the Arts at Tsinghua University (Beijing) and the annual ANDAM (Association Nationale pour le Développement des Arts de la Mode) Fashion Award.

Kering christopher kane

We unleash potential

Our primary strategy is to release the organic growth potential of our current brands so they can: expand into new markets; reinforce their presence in mature markets; develop their distribution networks and create a robust omni-channel experience for their customers – whilst retaining their individuality. Our strategy also includes the acquisition of small- to medium-sized companies that complement our existing portfolio and offer strong potential for growth. 

We create leaders

A Kering we believe that with the right vision, motivation and level of engagement, everyone can be a leader. Our Kering Leadership Model is based on those themes: create with a vision; drive and deliver; engage with all; and build from heritage to legacy. By encouraging our people to balance   these concepts in their daily work life, we awaken the leaders within and empower them to deliver Kering’s strategy. 

Digital leadership

Having made digital a strategic, CEO-level priority, we have created an e-business unit at Group level to share best digital practice, speed up our brands’ e-business projects and increase their digital presence.

To develop the e-commerce of a number of its brands, Kering has teamed up with Yoox, a leading online luxury business. The joint-venture, E_lite, is improving existing e-commerce sites, accelerating global e-commerce development and offering an exclusive online shopping experience.

In 2011, Kering launched the Digital Academy to instil a digital culture within the Group, to develop innovation, support our e-business and digital ambitions, strengthen digital awareness and expertise, and create an international digital community.

Eyewear expertise

In 2014, Kering has initiated a strategic move aiming at building in-house eyewear expertise for its Luxury and Sport & Lifestyle brands, with a dedicated entity specialized in luxury, high-end and sport Eyewear managed by a skilled team of experienced professionals under the direction of Roberto Vedovotto, CEO, Kering Eyewear.

Through this new business model, Kering, together with its brands, will fully control the Eyewear value chain, from design to product development and supply chain, and from branding and marketing to sales.

Through this project, Kering is putting in place an innovative way of managing its Eyewear operations, which will in turn enable the Group to fully capture the sheer growth potential of its brands in this category. It will also lead to significant value-creation opportunities, notably through the implementation of both revenue and distribution synergies.

Key figures

  • Group revenues of more than €11.5 billion, operating income of €1.6 billion in 2015.
  • Kering brands are distributed in more than 120 countries.
  • More than 38,000 employees at the end of 2015.