Reebok 2012 Annual Report Download - page 133

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adidas Group
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2012 Annual Report
Group Management Report – Our Group
111
2012
Employees
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02.7
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Employees
Becoming the leader in the sporting goods industry depends upon the potential, dedication, knowledge
and performance of our employees and excellence of our leaders. As such, we place considerable
effort into creating a work environment that stimulates innovation, team spirit, engagement and
achievement. By unlocking the talent of our workforce, we bring to life our company’s strategy and
drive business results.
Supporting the achievement of our Route 2015 targets
In 2012, the adidas Group Human Resources department dedicated
considerable time to supporting the strategic business plan Route
2015, facilitating organisational and cultural changes where applicable.
In order to reach our Route 2015 targets and also based on the results
of the global engagement survey, which was carried out in 2010, three
strategic themes were derived and workstreams were formed around
“Leadership”, “People” and “Capabilites”
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DIAGRAM 01. 2013 will
bring further enhancements to existing programmes and concepts,
designed also to bring greater focus to our Route 2015 strategic
targets.
Commitment to leadership excellence
Bringing our corporate mission to life requires commitment. We are
convinced that strong commitment from our workforce is dependent
on strong commitment from our Group’s leadership to drive a highly
motivated and engaged workforce. Therefore, through our leadership
excellence programme, we strive to create a work environment that
encourages and inspires every employee to work at his or her personal
best.
In 2012, we began a major global effort in this area by implementing
a consistent and comprehensive programme for every leadership
team across the adidas Group. Almost 80 leadership teams at our
headquarters and globally are participating in these intensive team
and self-reflection sessions which incorporate 360 degree feedback
and leadership style awareness. Leaders define team and individual
commitments and areas for improvement in order to work more
effectively as leadership teams.
In addition, we continue to support leadership excellence with best-in-
class tools by conducting regular pulse checks and comprehensive
employee engagement surveys to identify, monitor and track our
employees’ opinions on their work environment. This feedback is
reviewed regularly by senior management to develop action plans to
address key issues.
01
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Three strategic themes supporting achievement of our Route 2015 targets
Themes Objectives For more information see:
Leadership Activate and instill leadership excellence. Commitment to leadership excellence
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SEE P. 111
People Systematically promote motivation and accountability
through talent and performance management.
Enabling employees to reach their personal best
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SEE P. 112
Performance-driven remuneration system
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SEE P. 113
Creating an attractive work environment
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SEE P. 114
Employee engagement measured regularly
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SEE P. 115
Capabilities Create the foundation for open, innovative and
collaborative learning solutions.
Online communication platforms to drive employee engagement
and learning
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SEE P. 114