Reebok 2013 Annual Report Download - page 112

adidas Group
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2013 Annual Report
Group Management Report – Our Group
108
2013
Employees
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02.9
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Online communication platforms to drive employee
engagement, collaboration and learning
We believe that a robust and state-of-the-art 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 an
“Ask the Management” platform on our intranet, enabling employees to
openly address questions to our senior leaders which are then answered
promptly. In 2013, we laid the foundation for a brand-new enterprise
collaboration platform which will be the adidas Group’s new internal
global digital home. It will bring the intranet, online collaboration
platforms and important system applications under one roof. The
solution will be employee-centric and comes with a high degree of
personalisation, empowering and connecting users across departments
and locations and turning the adidas Group into a truly networked
company. It will be rolled out to all headquarter locations in 2014, with
subsequent integration for non-headquarter locations.
In 2013, we also launched a new Learning Management System in
headquarter locations and selected key markets to streamline our
classroom training registration processes and provide access and
reporting around selected training activities. In 2014, the scope will be
expanded to further support our Group’s commitment to implement
innovative learning tools and approaches.
Creating an attractive work environment
We aim to offer our employees an attractive work environment. In this
context, the following aspects play a central role:
Work-life integration: 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 flexible work time
and place, people development and leadership competence related to
work-life integration, as well as family-oriented services. The adidas
Group is therefore focusing on programmes which give employees the
option to combine their careers with private life. In addition to providing
flexible working arrangements, teleworking, sabbaticals and parent/
child offices, we have had a child-care facility at our company premises
in Canton, USA, since 2002, and in 2013 we opened a day-care centre for
110 children at our global headquarters in Herzogenaurach, Germany.
The World of Kids started with fully booked places in September 2013
and focuses on healthy nutrition and movement. It is run bilingually
(English/German) and caters for children as young as three months until
they are of school age.
Diverse sports activities for employees: In addition, we offer our
employees a wide range of sports activities at our major sites, in which
partly also their partners and family members can participate. Employees
in Herzogenaurach, Portland, Canton and at other subsidiaries have
access to a company gym and numerous other sports facilities. Our
Company Sports department in Herzogenaurach also organises various
team and individual sports activities. In 2013, the Company Sports
department in Germany offered 309 courses and 41 events, which were
attended by more than 6,000 participants (2012: > 4,400).
Diverse workforce key to success: 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.
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, we have over-achieved our goal to increase
the proportion of women in our leadership development programmes
to over 35%. 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. 48. Since 2012, the adidas
Group has been 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 in 2013 (for the third time) the Female
Recruiting Award from the Women & Work conference in Bonn, Germany.
In our newly established global internal Women Networking Group,
women can support, coach and advise other women, to encourage them
to go for leadership positions.
In addition, we have regular events highlighting diversity as a key topic,
e.g. on the occasion of our 2013 Diversity Day, addressing topics such as
“Trends for the future workplace”, “Multicultural teams”, “Why inclusion
matters” and “LGBT inclusion@work”. With our participation at the
Sticks & Stones Fair in Berlin, we stepped up our support in 2013 for the
LGBT community. With this initiative, the foundation was laid to build up
an LGBT network in 2014, which will be driven by our employees.