Jochen Zeitz
Jochen Zeitz
Born on April 6, 1963 in Mannheim, Germany, Jochen Zeitz is the Director and Chairman of the board’s sustainable development committee of Kering after having been the CEO of the Sport & Lifestyle division and Chief Sustainability Officerof Kering since 2010. Prior to this, Zeitz served 18 years as Chairman and CEO at Puma...
NationalityGerman
ProfessionBusinessman
Date of Birth6 April 1963
CountryGermany
country hold host maybe olympics shown south
I think South Africa has shown it can host such a big event as the World Cup, so why not hold the Olympics at some point in Africa? Maybe not just in one country but in a host of countries.
believe business creates footprint force good impact leave negative society
I believe in 'business has a force for good.' You know, business has an impact on society. Of course, it creates jobs. It creates prosperity, but on the other hand, we also leave a negative footprint behind.
believe god greater human
I believe in metaphysics. I don't believe in God because I think that is a human simplification of the things we can't explain. But I believe in a greater universe.
accelerate opportunity practices
Governments have a unique opportunity to incentivise corporations so that they can accelerate their evolution to a more sustainable economy through more sustainable practices and products.
bought country rich saw
I could have bought a pristine part of Tanzania. But I saw a beautiful mountain, game that could come back, and country that could be rich again.
antiquated call companies compared continuing duties environmental goods higher instead materials placed principle regardless supporting synthetic
I call upon governments to start supporting companies to use more sustainable materials in their products instead of continuing with antiquated incentives, such as import duties on synthetic materials that are in principle much higher compared with those placed on leather goods regardless of the environmental footprint.
imagine move
I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.
brand close company high perceived ready
The company was ready to close its doors; there was real financial distress. But on the other side, there was high brand awareness, but that was negative because Puma was perceived as low-priced. It had lost its cachet. It was a well-known brand without a presence.