Reebok 2011 Annual Report Download - page 65

adidas Group
2011 Annual Report
GROUP MANAGEMENT REPORT – OUR GROUP
61
2011
02.1 Group Strategy
Develop a team grounded in our heritage
Our culture is continuously shaped by influences from the past and the
present as well as our future aspirations. We perpetuate our founder’s
commitment to the athlete/consumer, pride in what we do, quality
and love of sport. We win as a team through open communication,
collaboration and our shared values found in sport SHARED VALUES .
Therefore, we foster a corporate culture of performance, passion,
integrity and diversity by creating a work environment that stimulates
innovation, team spirit and achievement based on strong leadership
and employee engagement SEE EMPLOYEES, P. 101 .
Becoming a sustainable company
Like any global business, the adidas Group must manage wide-ranging
commercial and competitive pressure to deliver increased financial
returns and growth. At the same time, we are accountable for our
employees and have a high degree of responsibility towards the
workers in our suppliers’ factories and also for the environment.
We are committed to striking the balance between shareholder
interests and the needs and concerns of employees and workers, and
the environment, or, in short, to becoming a sustainable company
SEE SUSTAINABILITY, P. 107 . We report publicly on the steps we take to have
a more positive impact on society and the planet on our website at
: WWW.ADIDAS-GROUP.COM/SUSTAINABILITY .
Route 2015 strategic business plan
In November 2010, the Group unveiled its 2015 strategic business plan
named “Route 2015”, which defines strategies and objectives for the
period up to 2015. This plan is the most comprehensive the adidas
Group has ever developed, incorporating all brands, sales channels
and Group functions globally. The key aspirations and targets of this
plan are set out in the section Subsequent Events and Outlook SEE
SUBSEQUENT EVENTS AND OUTLOOK, P. 163
, and also in various other sections of this
Annual Report.
Subsequently, at the beginning of 2011, we launched Driving Route
2015, to act as a key enabler to reach our Route 2015 aspirations. It
addresses solutions for optimising our organisational set-up as, over
the years, it has become too complex and inconsistent. The objectives
of Driving Route 2015 are very clear: speed, consistency and consumer
focus.
– Speed by implementing a leaner organisation that allows faster
decision-making.
– Consistency by establishing a more aligned and efficient organisation
across functions and geographies.
– Consumer focus by reducing internal complexity, enabling us to put
more of our energy into what really matters – the consumer.
We have already taken key decisions in the first phase of Driving
Route 2015, setting up clear roles and responsibilities for our brands,
markets, channels and Group functions.
Shared values
The adidas Group values help us to create brands that our customers believe in,
and they commit us to playing by the rules that society expects of a responsible
company:
– Performance
– Passion
– Integrity
– Diversity
SEE ADIDAS GROUP AT A GLANCE BOOKLET, CORPORATE MISSION STATEMENT, P. 2.
01 adidas Group strategic pillars
Markets/Channels
Focus investment on
the highest-potential
markets and our
distinct channel
approach.
One Team
Develop a team that
is grounded in our
rich heritage and
is committed to
the positive values
found in sport
– performance,
passion, integrity and
diversity – and that
values sustainability.
Supply Chain
Become closest to
every consumer
by building and
managing a supply
chain that quickly
responds to changing
market needs and
supports multiple
distinct business
models.
Sustainable
Company
We strive to be a
sustainable company,
one that recognises
its responsibilities
towards the
environment, our
employees and the
people who make our
products.
Brand Portfolio
Build and manage
a diverse brand
portfolio with
distinctive brands
covering consumers
from sport
performance to sport
lifestyle.
Innovation
Require a culture
of continuous
innovation through
improvements of
products, services
and processes.