Reebok 2010 Annual Report Download - page 119

Group Management Report – Our Group Employees 115
Three-pillar human resources strategy
We strive to have the right team in place by focusing our
activities on the implementation and execution 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
see “Engagement drives performance”, p. 115
see “Internal communication activities to drive employee
engagement”, p. 117
– Expanding our performance culture based upon strong
leadership
see “Enabling employees to reach their personal best”, p. 115
see “Performance-driven remuneration system”, p. 116
see “Creating an attractive work environment”, p. 117
– Being an “employer of choice”
Measures taken in order to implement our strategy are
explained in the text sections referred to above.
Employees
Becoming the global leader in the sporting goods industry depends on the potential, dedication, knowledge and performance
of our employees and the excellence of our leaders. Therefore, we foster a corporate culture of performance, passion, integrity
and diversity as we are convinced this is crucial to stimulate innovation, team spirit and engagement.
Engagement drives performance
We believe that employee satisfaction
drives commitment, commitment drives
engagement, and engagement drives
business performance. Consequently,
we have defined engagement as one of
our Group’s key performance indicators
for measuring our efforts to sustain
a “performance culture”. To capture
employee perceptions, we introduced
formal engagement surveys in 2008.
These enable us to evaluate our position
as the employer of choice for our
employees and also provide a framework
for benchmarking. In 2010, we conducted
the first Group-wide engagement survey.
We achieved an outstanding participation
rate of 90% and an engagement
score which places us close to the top-
performing organisations with respect to
engagement within the consumer goods
industry. Compared to 2008, when we
conducted an employee survey in various
regions, we were able to increase our
engagement score significantly.
This score was underpinned by our
employees’ high level of confidence in
our senior leaders, their perception
of clarity concerning the Group’s
strategic direction as well as an open
and constructive work climate. Areas
for further improvement identified by
employees included career development
and transparency, availability of IT
tools and performance recognition. Our
senior leaders are responsible for and
committed to increasing the engagement
scores. As in previous years, based on
the feedback received, “Results-to-
Action teams” will be established to
drive initiatives to enhance the Group’s
performance in the respective areas of
weakness.
Enabling employees to reach
their personal best
To reach their personal best, our Group’s
employees are offered training to build
on their strengths, improve their skills
and overcome their own challenges. In
this process, joining individual aspira-
tions to our organisational needs is the
highest priority. Our “Competency Model”
defines a set of competencies to ensure
consistent and transparent performance,
talent and succession management. We
focus our efforts on three key success
drivers:
– Performance management
– Talent management
– Succession management
see 01.
Performance management: Our global
PEP (Performance Evaluation and
Planning) tool enables us to measure
all our employees against the required
competencies of their job level and their
performance, but also to set individual
business targets and plan appropriate
training activities as necessary. We
offer targeted training (behavioural and
managerial training) for individuals on
all levels of the organisation. PEP is used
in all business units of the adidas Group
and the online PEP has a coverage of
71%. The target for 2011 is to reach an
online coverage of 97% Group-wide.