The new logo was less elegant, more uniform with bolder lines.
The biggest jewellery company in the world is Pandora. We provide our clients high-end products at competitive costs in more than 100 nations. In addition, customers can gather Pandora jewellery to symbolise who they are and what’s important to them thanks to the superior materials we utilise and the limitless customization options. Also, our brand is a celebration of our planet, friendship, love of art, and other values.
The first version of the Pandora logo was composed in sans-serif uppercase characters. There was a little symbol of a crown above the letter “O”.
2014
Bangkok Thailand
2005
Copenhagen Denmark
1982
On the Danish shopping area Nrrebrogade, Per Enevoldsen and his wife Winnie Liljeborg established a modest goldsmith business called Populair Smykker.
Bangkok Thailand
1989
First fully owned crafting facility
2000
Changing name to Pandora
The invention of the well-known charm bracelet, which allowed users to customise their bracelets with charms that represented their unique personalities.
Lamphun Thailand
2017
Launching the cuttingedge, environmentally friendly, and LEED Goldcertified crafts facility
Hamburg Germany
2006
The first concept store
Developing a strategic partnership with The Walt Disney Company for five years
2020
Utilising renewable energy in all crafting establishments
Establishing a target year of 2025 to achieve carbon neutrality in our own operations
2021
To attract new clients and fulfill our ecological objectives, Pandora is introducing jewellery featuring lab-created diamonds.
Pandora brings lab-created diamonds to North America.
We debuted our widely anticipated Diamonds by Pandora line in the US and Canada in August. The collection includes lab-grown diamonds with a 5% lower carbon footprint than mined diamonds because they are produced entirely with renewable energy. Moreover, it is the first Pandora line to be made entirely of recycled silver and gold.
Pandora stops business with Russia and Belarus. 1M USD Donation
Pandora made the decision to cancel all commerce with Belarus and Russia on the day that Moscow invaded Ukraine. Also, we let our suppliers and business partners know that Pandora won’t take any raw materials, finished goods, or services that are directly or indirectly imported from Belarus or Russia.
One million dollars were contributed by Pandora to UNICEF’s humanitarian aid efforts in Ukraine.
In 2021, Pandora launched the Phoenix plan. It’s a plan created to take advantage of our major resources, including our high brand recognition, extensive worldwide distribution network, and unmatched manufacturing capabilities.
With more than 32,000 employees from more than 125 different countries working in fields like office work, retail, and distribution, Pandora is a truly international company.
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Advanced analytics and data innovative IT solutions, Pandora currently unifies its technological and data platforms. Investing in a new Enterprise Resource Planning (ERP) system, supply chain, and the back-end technology at manufacturing plants to further strengthen our digital foundation.
High-quality jewellery made with consideration for the environment, people, and resources. We aspire to develop into a low-carbon, circular company that has a beneficial effect on every link in our supply chain and is also inclusive, varied, and fair.
We will keep enhancing our operational excellence, growing and utilising our successful retail network, and reinforcing a value approach.
In order to take advantage of our capacity as the biggest jewellery producer in the world, Pandora will keep expanding this area of our business. We began the process of building a new factory in Vietnam in 2022. We consequently made the decision to reorganise the legal framework and combine our crafting operations into a distinct manufacturing sub-group.
We concentrate on raising brand desirability in order to make sure that Pandora keeps thrilling customers and winning the hearts of the younger generations. We can develop more engaging, authentic, and culturally appropriate brand experiences across all touchpoints, including products, marketing, stores, the selling ceremony, online, and more, by using behavioural science, data analytics, and social listening to understand our consumers.
Operate the core (Moments)
Boost the brand via other platforms
Create specialised support systems for each platform
To expand gradually, we added additional product platforms to our lineup that are intended to cater to particular consumer groups. Since new platforms are built on existing infrastructure and assets, they are regarded as low-risk business prospects. We roll out new platforms in stages to the market in order to test, learn from, and make adjustments before perhaps ramping up.
When compared to 2021, sales of Pandora ME and Diamonds by Pandora increased by 40%.
The 0.15 carat lab-created diamond ring was the most popular item among our consumers, and Diamonds by Pandora had sell-out growth of 130% and concluded the year with DKK 213 million in revenue.
The Marvel partnership was effectively introduced with the intention of raising brand recognition and creating further shared universes. Two Marvel collections that were released in 2022 contributed 2.4% of our overall income.
Both a retail network and online touchpoints were run by Pandora. By this relationship, Pandora can give a better and more individualised service throughout the consumer journey based on information about past purchases, website visits, emails, and paid advertising.
To serve as the hub for these initiatives, we introduced the Personalisation Centre of Excellence in 2022. The team divides into cross-functional pods based on a variety of disciplines, including marketing, data science, and technology, to analyse different customer groups, such as repeat customers, gifters, or the number of times a gifter purchases Pandora. We introduced the loyalty programme My Pandora in France with the goal of enhancing personalisation by providing members with special advantages and collecting user information. In France, Pandora has more than 520,000 users, and it will soon be available in additional regions.
1st
The highest potential for growth
2nd
Potential to drive revenue growth through higher brand awareness
3rd
Potential to drive revenue growth through low brand awareness
4th
Growth opportunities outside our key markets
Millie Bobby Brown, Coco & Breezy, the Pandora
Muses—Nathalie Emmanuel, Halima Aden, Georgia
May Jagger, Larsen Thompson, Tasya Van Ree, and Margaret Zhang—and Coco & Breezy have all been brought together by Pandora in a new vibrant virtual environment at a time when community is more important than ever.
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One Lovely Day campaign is a reminder of the value of coming together over the Christmas season, whether in person, online, or even through animation.
We have increased our focus in this area because partnerships with other businesses help Pandora reach more customers globally. Over the previous five years, collaboration-related sales have tripled.
Collaborate with the late street artist and activist Keith Haring, who was a key figure in the renowned 1980s New York art movement. The collection includes pieces by Haring that are bright and significant, such as the angel baby, the barking dog, and his distinctive bold lines.
Long-term partnership with UNICEF
Children all throughout the world are supported by Pandora in obtaining the education they need and access to a better future. Between September 29th, 2022, and January 2nd, 2023, UNICEF’s efforts for children and young people, including education, gender equality, rights awareness, personal empowerment, and civic participation programmes, will receive €15 of the price of each charm sold as part of the Pandora for UNICEF campaign.
The blooming flower design of the UNICEF limited edition charm, which features a stone placed in the shape of a star in the centre to represent reaching for the future, celebrates the potential of every young person.
By 2025, we set the goal of becoming carbon neutral in our own operations.
To attract new clients and keep our ecological objectives, we are introducing jewellery featuring lab-created diamonds.
Tiny seeds of high-quality lab-created diamonds
Heat up the seed in the vacuum chamber
Chamber filled with carbonrich gas
Using renewable energy (microwave) heats the gases for breaking molecules apart
The seeds grow one layer at a time as a result of carbon atoms bonding to them.
Using renewable energy, the lab-created diamonds are cut and polished.
Selects labgrown diamonds with high grade grading
Jewelry made from 100% recycled silver and gold is set with lab-grown diamonds.
Non-executive functions
Chair of Royal Unibrew A/S and member of the Boards of Axfood AB, Aspelin Ramm Gruppen AS and AKA AS.
Skills and experience
Extensive operational knowledge of brand and retail optimisation at the executive level, as well as the implementation and transformation of strategies. He also adds experience from previous Board positions and knowledge of the capital markets.
Member since 2010
Professional position
Executive Chair of Axcel Management A/S
Non-executive functions
Deputy Chair of PostNord and Axcel Advisory Board; member of the Boards of Frigast A/S, Nissens A/S, Danmarks Eksport- og
Year of birth 1951
Skills and experience
Chair Member since 2019
Year of birth 1964
Professional position
Non-executive Board member
General management, capital markets, consumer sales and retail execution
Investeringsfond, and CBS Executive Fonden; adjunct professor at Copenhagen Business School. Chair of Active Owners Denmark, EKF Danmarks Eksportkredit, and Eksport Kredit
Finansiering A/S and Danmarks Skibskredit Holding A/S.
Heine Dalsgaard
Professional position
Chief Financial Officer of IVC Evidensia Ltd.
Non-executive functions
Member of the Board of Novozymes A/S
Skills and experience
Member since 2021
Year of birth
1971
Marianne Kirkegaard
Professional position
Member since 2020
Year of birth
1968
Executive chairman in Baker & Baker UK Ltd.
Non-executive functions
Member of the Boards of Faerch Group, Salling Group A/S, BioMar and AKK AB
CEOs and international finance from major multinational corporations
Birgitta Stymne Göransson
Professional position
Non-executive Board member
Non-executive functions
Member since 2016
Year of birth
1957
Skills and experience
Global consumer markets, social sustainability initiatives, and value chains inside huge multinational corporations
Catherine Spindler
Professional position
Deputy Chief Executive Officer of Lacoste
Non-executive functions
Member since 2020
Year of birth
1977
Chair of Industrifonden and Min Doktor AB and member of the Boards of Asker AB, Elekta AB and Bure Equity AB
Skills and experience
Financial analytics, IT, digital, retail execution, consumer products, and capital markets
None
Skills and experience
Beauty and cosmetics, high-growth pureplay internet environments, international brand strategy, and lifestyle fashion retail
Jan Zijderveld
Professional position
Non-executive Board member
Non-executive functions
Member since 2021
Year of birth 1964
Member of the Board of Ahold Delhaize N.V. and Senior Advisor to a number of private equity firms
Skills and experience
Knowledge of the global consumer market, social and environmental sustainability, and exposure to the entire value chain
President and Chief Executive Officer (CEO)
Alexander Lacik has worked for major international consumer products corporations for more than 30 years. He was the CEO of Britax Ltd., a British company that makes childcare goods, before he joined Pandora. In Procter & Gamble, Kasthall Golv & Mattor, and Reckitt Benckiser, where he held a number of positions, including president of Reckitt Benckiser North America, he also served as chief executive officer and senior management.
Member since 2019
Year of birth 1965
Anders Boyer has more than 20 years’ experience in finance, corporate management and turnarounds. Anders worked as the chief financial officer for Hempel and GN Store Nord before joining Pandora. He also served as finance director of ISS before becoming regional director. Anders spent the first ten years of his career at A.P. MollerMaersk. He graduated from Copenhagen Business School in Denmark with an MSc in Finance and Accounting.
Member since 2018
Year of birth 1970
26,463 Revenue
DKK million
25.5% EBIT margin
5,029 Net profit
DKK million
23% Effective tax rate
