Progress against targets

The table shows our progress against the priority targets we set ourselves for 2007 when our focus was on applying the harmonised social and environmental programme across all brands of the adidas Group for the first time. These targets were published in our Question and Answer booklet that we launched in early 2007. You can find this booklet and all our previous reports in the Reporting section of our corporate website.

For the purpose of systematically tracking progress against our published targets, the table excludes additional achievements that were made in other parts of our social and environmental programme in 2007.

Targets 2007 Achievements %
Ensure the consistent roll-out of our new programme standards across the supply chain. Roll-out of major policies to all Group entities including:

  1. adidas Group Workplace Standards and ‘Open Letter’ to workers

  2. Factory Approval Policy

  3. Enforcement Guidelines

  4. Factory Termination Guideline

  5. External Monitoring Procedure

  6. Fair Factories Clearinghouse Data Management Procedure

  7. Product safety and restricted substances standards.

The roll-out included written announcements, briefings, audio-visual materials and both face-to-face and online training sessions. 		75
Finalise supplementary guidance materials and determine how we will train and support our suppliers. The following supplementary guidance materials were largely revised and updated:

  1. Guidelines on Health, Safety and Environment

  2. Country-level policies.

Training to suppliers focused on:

  1. Safety officers’ qualification and registration in selected countries, namely Vietnam and China

  2. Environmental Best Practice/Energy Efficiency training in China and Vietnam

  3. Human Resources Management training to selected factories in China

  4. KPI and KPI tools

  5. Strategic Compliance Plans.

 80
Finalise the Group-wide compliance data management system so we can report on our social and environmental performance.

  1. Migration of the adidas Group’s and Reebok’s compliance data to the Fair Factories Clearinghouse.

  2. Disclosure of the merged adidas Group global supplier list via our corporate website.

 100
Fulfil our obligations as members of the Fair Labor Association. All our obligations were met:

  1. Independent External Monitoring visits

  2. Factory capacity building for FLA 3.0 and other related projects

  3. All FLA-related project work (FLA 3.0, CAmP II, Football Project)

  4. All reporting requirements.

 100
Ensure Sourcing decisions are increasingly informed by the rating the supplier achieved in our Key Performance Indicator (KPI).

  1. KPI was bi-annually captured for core footwear, apparel and accessories partners producing for the international export market, and shared with Global Sourcing.

 75
Become the employer of choice in our industry and our target group by becoming a ’world-class recruiter’ and by extending our ’emerging employee students/graduates’ programmes beyond brands, functions and borders.

  1. adidas Group ranked number 5 in the 2007 Universum’s (employer branding) Professional Survey in Germany in the relevant target group.

  2. Group-wide emerging employees’ programmes established in three regions (cross-brand).

 100
Talent Management/Developing our people: Bring sustainability to our Group-wide programmes and monitor success, for example by conducting employee engagement surveys. Establish the adidas Group as a leader in talent management internally and externally.

  1. Successfully ran Group talent development programmes for management and also 160 participants at the executive level.

  2. Sustainability achieved through Group-wide application of performance and talent succession management tools, which were implemented as online solutions.

 100