Adidas 2001 Annual Report Download - page 34

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29
Employees
respective departments. Additionally, the planning
unit used in the Group’s staff planning systems was
changed from “Employee” to “Full-time Equivalent”
as part of a conscious effort to promote flexible
working hours models. In order to maintain the
Group’s commitment to offering an attractive work
environment, a “Work-Life Balance” project was
introduced. This ensures that employees can achieve
a sensible balance between leisure and working time.
adidas-Salomon AG has attained the basic certificate
for the “Occupation and Family Audit” awarded
by the non-profit-making Hertie Foundation in
Germany, and the Group is committed to achieving
further recognition in 2002. Other countries will be
integrated into the project in 2002.
Rewarding Performance
adidas-Salomon believes in rewarding employees
for their competence and contribution. The average
six-year length-of-service proves that the Company is
right on track with its efforts to maintain a dynamic
and inspiring working environment that is backed
by longer-term experience within the Company.
Two major elements of this system are the “pay for
performance” bonus program and the management
stock option program (MSOP). The “pay for perfor-
mance” bonus program offers a performance-based
component to the salaries of eligible employees in
all areas within the Company. More than 20% of all
employees now have a variable salary component.
An average of 20% of the remuneration is directly
linked to corporate performance. In addition to this
bonus system, the management stock option program
links the compensation of key executives worldwide
to the development of the adidas-Salomon share
price. This actively enhances shareholder value by
ensuring that management and shareholders have
the same goals.
Employees
Preview New Products
Training for the
Berlin Marathon