Reebok 2012 Annual Report Download - page 136

adidas Group
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2012 Annual Report
Group Management Report – Our Group
114
2012
Employees
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02.7
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Online communication platforms to drive employee
engagement and learning
We believe that a robust internal communication platform is essential
for driving employee engagement and fostering learning and open
collaboration within our organisation. For example, the Group intranet
is based on blogs and wikis, allowing departments and teams to
quickly build and edit their own internal communication platforms.
We actively encourage employees to share knowledge, collaborate and
discuss current topics. As an example, we have installed an “Ask the
Management” platform on our intranet, enabling employees to openly
address questions to our senior leaders which are then answered
promptly. In 2012, we further rolled out a best-in-class collaboration
platform enabling more dynamic and collaborative global interaction
throughout the adidas Group.
In 2013, we will implement a new Learning Management System in
which our training activities will be integrated. The system will support
our Group’s ambition to implement innovative learning tools and
approaches (e.g. e-learning).
Creating an attractive work environment
We aim to harmonise the commercial interests of the adidas Group
with the private and family needs of our employees. Our Work-Life
Integration Programme includes family-oriented services, flexible work
time and place, people development and leadership competence related
to work-life integration.
Diverse workforce to achieve global goals: As a global company, we
understand that it takes people with different ideas, strengths, interests
and cultural backgrounds to ensure we achieve our goals. A high degree
of diversity is already represented within our workforce. At our Group’s
global headquarters, for example, we have employees from more than
70 nations. Our broad international employee population works in over
40 locations outside their “home” countries. As an employer who truly
believes in building global career opportunities for employees, we see
value in nurturing global perspectives to be more readily able to meet
the needs of our global consumers.
Focusing on mixed leadership talent, diversity and work-life
integration: Diversity is one of the adidas Group’s four core values. We
strongly believe that mixed leadership teams contribute to the strength
of our company, and we are committed to bringing this to life. We have
joined other DAX-30 companies in an effort to increase the proportion
of women in management to between 32% and 35% by 2015 (currently:
28% worldwide). To reach this goal, we have increased the proportion
of women in our leadership development programmes to over 35% in
order to support our female employees to take leadership positions. The
Supervisory Board of adidas AG has committed to increase the degree
of female representation to at least three female members at the next
election in 2014, with at least one to be on the shareholders’ side
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SEE
CORPORATE GOVERNANCE REPORT INCLUDING THE DECLARATION ON CORPORATE
GOVERNANCE, P. 51. In 2012, the adidas Group additionally became an active
member of the “Charta der Vielfalt” (“Diversity Charter”) in Germany
in order to share our best-practice knowledge regarding awareness of
diversity and inclusion in the work environment. Our efforts to develop
mixed leadership talent have become increasingly recognised, having
been awarded the 2012 “SIEgER - Gerechte Chancen in der Arbeitswelt”
(“Fair Opportunities in the World of Work”) by the Bavarian government
in Munich. The prize is given to companies which have shown remarkable
engagement regarding gender balance and work-life integration. The
adidas Group is focusing on programmes which give employees with
children the option to combine their careers with family life, regardless
of gender. In addition to providing flexible working arrangements,
teleworking, sabbaticals for family time and parent/child offices, we
have had a child-care facility at our company premises in Canton,
USA, since 2002, and in 2012 we began the construction of a day-care
centre for 110 children at our global headquarters in Herzogenaurach,
Germany. The centre will go into operation by the end of 2013 and will
offer employees with children the opportunity to benefit from this facility
close to their workplace. It will cater for children as young as three
months until they are of school age.
In addition, we have regular events highlighting diversity as a key
topic, e.g. our Diversity Day 2012 addressing topics such as “Trends
for the future workplace”, “Gender – Measure, Share, Progress” and
“Challenges & opportunities of a multi-generation workforce”.