Mission Statement, Vision, & Core Values (2026) of Prada S.p.A.

Prada S.p.A., founded in 1913, has evolved from a Milanese atelier into a global luxury powerhouse with over 600 directly operated stores across more than 70 countries and a portfolio that includes Miu Miu, Church's, Car Shoe and Marchesi 1824; listed as 1913.HK, the House pairs a century of artisanal excellence and avant-garde design with an explicit sustainability and social-responsibility mandate-declaring itself DRIVERS OF CHANGE for Planet, People and Culture-and pursues a vision of anticipating customer desires (including targeted expansion in the maritime sector) through quality, innovation, and the unique talents driving its research-led, boundary-crossing creative ethos

Prada S.p.A. (1913.HK) - Intro

• Direct retail network: over 600 directly operated stores in more than 70 countries (global retail, flagship and boutique formats).
• Portfolio brands: Prada, Miu Miu, Church's, Car Shoe, Marchesi 1824 - spanning ready-to-wear, leather goods, footwear, accessories and food retail (Marchesi).
• Design ethos: intellectualism, rational elegance, experimental materials and trend-setting collections under creative direction and ateliers in Italy.

• Preserve and renew artisanal Italian luxury through design-led innovation and impeccable craftsmanship.
• Create timeless yet experimental products that combine function, cultural commentary and refined aesthetics.
• Deliver sustainable value to stakeholders via responsible sourcing, reduced environmental impact and long-term profitable growth.

• Be a global leader in luxury that balances heritage and forward-looking creativity across lifestyle categories.
• Scale responsibly while deepening direct relationships with clients via experiential retail and digital platforms.
• Set new standards in sustainable luxury, from materials and production to circular services and transparency.

• Craftsmanship - relentless focus on quality, made-in-Italy savoir-faire and atelier excellence.
• Intellectual curiosity - design as a cultural, conceptual practice challenging fashion norms.
• Integrity & responsibility - commitment to ethical supply chains, worker wellbeing and environmental stewardship.
• Client-centricity - personalized service across boutiques, e-commerce and clienteling initiatives.
• Long-termism - investments in brand equity, creative talent and sustainable operations for enduring relevance.

• Material innovation: increasing percentage of recycled, bio-based and certified materials across leather goods and textiles.
• Supply-chain traceability: expanding supplier audits and traceability programs to cover tier‑1 and select upstream tiers.
• Carbon & energy: targets to reduce Scope 1/2 emissions with energy-efficiency upgrades in production and retail.
• Waste & circularity: initiatives in repair, refurbishment and take-back to extend product life.

• Revenue mix: majority derived from leather goods and footwear, with growing contributions from ready-to-wear and direct retail channels.
• Retail & wholesale: emphasis on directly operated stores (DOS) for margin control, brand experience and client data capture.
• Investments: continued capex in flagship stores, IT/digital (omnichannel), and creative initiatives to sustain brand desirability.

Prada S.p.A. (1913.HK) - Overview

• PLANET: reduce environmental footprint across raw materials, manufacturing, logistics and retail.
• PEOPLE: uphold fair labour practices, supplier due diligence, diversity & inclusion, and community investment.
• CULTURE: shape creative leadership via collaborations, exhibitions, and heritage-led innovation (e.g., Re-Nylon, Prada Mode).

• Carbon & energy: targets to reduce GHG intensity significantly by 2030 (pathway to net-zero by mid-century), with operational focus on energy efficiency and renewable procurement.
• Materials: scale of recycled/renewable inputs (e.g., Re-Nylon, regenerated textiles), lowering virgin feedstock; target percentages tied to product categories and timelines.
• Supply chain transparency: supplier audits, traceability programs for leather and strategic raw materials, and remediation plans for labour/environmental risks.
• Social investment: workforce training, diversity targets, workplace safety metrics, and community grants supporting creative education.
• Cultural engagement: exhibitions, artist collaborations, and brand-funded cultural platforms to amplify creative influence and brand equity.

• Top-line: sustainability-driven product lines (e.g., Re-Nylon, sustainable leather alternatives) contribute to premium pricing and new customer cohorts.
• Cost base & margins: energy and material efficiency programs target cost reductions over medium term while increasing gross margin resilience.
• Risk mitigation: traceability and supplier audits reduce exposure to reputational and regulatory shocks, protecting shareholder value.
• Capital allocation: a portion of operating cash flow and strategic investments is directed to technology, circularity initiatives, and cultural projects that build intangible brand capital.

• GHG intensity trend: multi-year reductions in scope 1-2 emissions per unit of revenue driven by renewables and efficiency investments.
• Material substitution: notable increase in recycled nylon share across core collections since Re-Nylon launch.
• Supplier oversight: expansion of audited supplier coverage and remediation actions within strategic tiers.
• Consumer engagement: growth in sustainable product penetration and targeted collaborations that drive earned media and footfall.

• Annual sustainability report with quantified targets and progress metrics.
• Board-level oversight of ESG strategy and cross-functional steering committees (procurement, design, operations).
• Third-party certifications and partnerships (material standards, audit programs) to validate claims.

Prada S.p.A. (1913.HK) - Mission Statement

• Anticipate customer desires through research-driven product development and trend forecasting.
• Deliver uncompromising quality and craftsmanship across leather goods, apparel, accessories, and lifestyle products tailored to maritime use and coastal luxury living.
• Expand presence in maritime channels (yachting, coastal resorts, marine retail) while preserving brand heritage and sustainability commitments.
• Leverage integrated retail, digital, and experiential strategies to create seamless customer journeys for nautical customers worldwide.

• Strategic priorities tied to the maritime focus:
  • Product lines: water-resistant leather treatments, nautical-ready apparel, marine accessories.
  • Channels: luxury marinas, yachting events, co-branded marine hospitality pop-ups.
  • Partnerships: collaborations with marine designers, equipment suppliers, and coastal resorts.
• Operational levers to realize the vision:
  • Supply-chain traceability and material innovation to maintain quality and sustainability.
  • Data-driven customer insights to preempt shifts in maritime luxury demand.
  • Selective retail footprint optimization focused on coastal and travel hubs.

Prada S.p.A. (1913.HK) - Vision Statement

• Innovative Tradition - preserving a century-plus legacy while institutionalizing research, material science, and craft innovation.
• Re-think the Rules - fostering creative autonomy across Miu Miu, Prada and related houses to redefine codes of luxury.
• Spirit of Excellence - continuous refinement across product quality, retail experience, supply chain and corporate governance.
• Uniqueness of Talents - hiring and developing individuals with passion, curiosity and technical mastery.
• Beyond Boundaries - bridging fashion with art, cinema and philosophy to generate cultural impact.
• Sustainable Paths - integrating circularity, emissions reduction and social engagement into core strategy.

• Design & Product R&D: investment in material innovation (e.g., Re-Nylon, alternative leathers) and craft training programs for ateliers.
• Brand & Cultural Programming: collaborations, exhibitions and commissions that raise brand cultural capital and global relevance.
• Retail & Experience: flagship refurbishments, digital hubs, and clienteling to boost average transaction value and lifetime customer value.
• Supply Chain & Sustainability: supplier auditing, traceability systems, and commitments to reduce Scope 1-3 emissions with interim targets.
• People & Talent: structured upskilling, diversity initiatives, and talent retention tied to creative and operational excellence.

• Revenue growth by channel and region, ASP and sell-through rates.
• Product margin improvement and cost-of-goods-sold trends.
• E-commerce conversion, online share of sales, and digital engagement metrics.
• Number of certified sustainable materials used and percentage of products with verified traceability.
• Reduction in GHG emissions (Scope 1-3) vs baseline and progress toward interim targets.
• Employee retention, creative hires, and internal training hours per employee.