Reebok 2008 Annual Report Download - page 77

adidas Group Annual Report 2008 073
2008 key employee statistics
adidas Reebok
TaylorMade-
adidas Golf
Group
functions Total
Total employees
(in %)
Male 50 53 53 45 51
Female 50 47 47 55 49
Management
positions (in %)
Male 71 73 73 73 72
Female 29 27 27 27 28
Average age
of employees
(in years) 1) 28 26 38 37 29
Average length of
service (in years) 3.3 4.1 5.6 6.2 3.9
Annual training
hours by employee 13.6 5.6 6.2 8.5 10.8
1) At year-end.
Employer of choice: creating an attractive work environment
To become and remain an “Employer of Choice”, we strive to
consistently enhance our employer branding. Our attractive-
ness as an employer is clearly shown by our representation in
several external rankings such as Vault, Trendence or Potential
Park. But as much as our organisation is result-driven, we
also know that top performance can only be achieved in a
work environment that recognises the individual needs of our
employees.
Diversity: As a truly global company, diversity is one of our
Group’s core values. We believe that the diversity of our work-
force helps us to sustain a competitive advantage. As part of
our training and development programme, for example, we
offer specifi c modules on diversity management. This helps us
to ensure our company’s success and stability. The high degree
of diversity is also refl ected in our workforce. At our corporate
headquarters, for example, we have employees from more than
50 countries. In 2008, we signed the Diversity Charta (Charta
der Vielfalt) in Germany, an initiative that facilitates best prac-
tice exchange and embraces diversity as an active contributor
to business success.
Work-Life Balance: We aim to harmonise the commercial
interests of the adidas Group with the private and family needs
of our employees, thereby assuring the mutual benefi t of both.
The programme includes family-oriented services, fl exible
work time and place, people development and leadership com-
petence related to work-life balance.
In addition, we offer our employees a wide range of sports
activities at our major sites. Employees in Herzogenaurach,
Portland and Canton and other subsidiaries have access to
a company gym. Our Company Sports department in Herzo-
genaurach also organises several sports activities such as
mountain biking, kayaking or ski tours. Special events such as
a one-week sports camp for employees’ children, trans-alpine
mountain bike tours and the yearly Berlin Marathon weekend
(with a suitable training programme prior to the event) are also
available. In 2008, the Company Sports department in Germany
offered about 130 courses and more than 30 events which were
attended by more than 2,800 participants.
Future challenges
The adidas Group faces increasing competition for highly
qualifi ed personnel in the international labour market. In this
respect, we constantly strive to improve our Human Resources
service and delivery model, adapting it to evolving business
needs and benchmarks. Through integrated Human Resources
solutions, we proactively approach these challenges, focusing
on relevant performance-related Human Resources tools and
processes. Our “Team Line Up” helps us to identify employees
based on their performance and potential to become future
leaders in our organisation. In addition, we are also extend-
ing our targeting programmes to attract external candidates.
Although we benefi t from our excellent reputation, a key tenet
of our strategy is to continuously refi ne our branding as an
employer of choice. For example, in 2008 we started a “key
university strategy roll-out” where members of the Executive
Board and other senior executives of the Group shared their
business insights at 13 top universities worldwide and engaged
in discussions with students. In addition, we’re also adapting to
new trends in the interaction of employers and employees. This
includes the shift from traditional job board advertisement and
static company information towards a more individual approach
facilitated by the Internet. In 2008, we started a more personal-
ised approach, for example by creating a special community for
potential adidas designers and by using Web 2.0 technologies
and the social networking scene.