In 2006 we have several times asked you to support the Hermosa workers, whose factory closed in may 2005 following an attempt to organize a union. A determined group of 63 workers has since been campaigning to receive their legally owed severance and other payments, and to end the blacklisting that prevents them from getting new jobs in the Maquila.
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Puma's corporate strategy is to 'become the most desirable Sportlifestyle company' (Puma 2005).

Puma's three World Cat sourcing organisations for Europe, the USA, and the Far East place orders directly with suppliers, located mainly in East and South-East Asia: 90 per cent of footwear and 60 per cent of apparel is sourced from China, Thailand, Malaysia, Vietnam, and Cambodia; further production is based in Romania, Bulgaria, Turkey, Portugal, Italy, Paraguay, and the USA.

Puma includes a comprehensive Code of Conduct on labour standards in its production contracts with suppliers. Implementation is managed by the Social Accountability and Fundamental Environmental Standards (SAFE) team, who check and approve all new suppliers and inspect current ones. In 2004, there were 337 audits conducted, according to the Company's sustainability report 2004 (Puma 2005).
The company has continued worker-education programmes with local organisations in Central America.

Puma joined the Fair Labour Association in January 2004. Although the company has taken encouraging steps to demonstrate its commitment to decent labour standards, it needs to increase its efforts to address the significant abuses of labour rights that are reported by workers and to address outstanding recommendations of the Programme of Work.