Reebok 2007 Annual Report Download - page 73

069
ANNUAL REPORT 2007 --- adidas Group
02
DIVERSITY A KEY SUCCESS FACTOR Diversity is one of our
Group’s strengths and core values.  see Inside Cover We believe
that the diversity of our workforce helps us to sustain a com-
petitive advantage. Therefore, we are committed to under-
standing, valuing and incorporating the growing diversity of
our global marketplace into the corporate culture of the adidas
Group. As part of our training and development program, for
example, we offer specifi c modules on diversity management.
This helps us to ensure organizational success and stability.
The high degree of diversity is also refl ected in our workforce
that comprises men and women of various nationalities,
cultures, religions and races, who encompass a wide range
of experience, skills and mentalities. At our corporate head-
quarters, for example, we have employees from around
50 countries.
THREE-PILLAR HUMAN RESOURCES STRATEGY Our Human
Resources activities focus on the implementation and execu-
tion of our Group’s Human Resources strategy, which is based
on three pillars:
- Creating a working environment that stimulates team spirit,
passion, engagement and achievement
- Expanding our performance culture based upon strong
leadership
- Being an “Employer of Choice”
As a result, Human Resources closely interacts with our oper-
ational teams on a Group, brand, regional and divisional level.
In 2007, focus areas included the harmonization of policies and
standards across the Group and the further integration of
Reebok. Human Resources held, for example, two “collabora-
tion workshops” in Asia and designed specifi c cross-brand
leadership programs to promote respect and support between
employees of our different brands. We also established a new
Group-wide competency model that defi nes the required
competencies for executive, management and professional
employees.
LEARNING ORGANIZATION ENGAGES EMPLOYEES A key
concept that drives our Human Resources management is
employee engagement. To be a successful company, employee
engagement is paramount as we believe that only engaged
employees are satisfi ed and committed. We regularly conduct
engagement surveys, to offer our employees the opportunity to
give feedback to Group and brand management. Via our global
intranet, we offer our employees the opportunity to exchange
ideas directly with senior management and raise questions
(through our “Ask the Manage ment” application). Furthermore,
we regularly hold all-employee meetings at our locations
around the world, where our staff have the opportunity to
openly share their views with senior management. In this
sense, employee engagement helps us broaden the knowledge
base across our organization and supports our pursuit of con-
tinuous improvement in a timely and cost-effi cient way. In 2008,
we plan to implement a new online platform for employees to
raise suggestions on how to improve internal processes and
contribute their ideas for innovative technologies, designs or
product concepts. To further promote employee participation,
we will run competitions for the top ideas that are imple mented,
including awards for those employees who come up with the
most benefi cial suggestions.
200
7 2006
Total
3
1,
3
4
4
26,376
O
wn r
e
t
a
il
4
1
Sales 14
Logistics
15
Marketing 9
Central functions and administration 9
Production 6
IT 3
Research and develo
p
ment
3
29
3
4
21
16
10
10
7
EMPLOYEES BY FUNCTION
i
n
%