- Review the current Group strategy on climate change and carbon emissions and publish the results on the corporate website in 2009.
- Communicate and support across all adidas Group brands a harmonised definition and direction for environmentally optimised product materials. Develop associated internal guidelines to support decisions on the selection of materials.
- Incorporate the findings from the NGO review of our environmental material selection into our internal tools and guidelines.
- Continue to critically review our efforts to internalise the environmental metrics of core footwear suppliers and test mechanisms to drive improvements.
- Redesign training concepts based on a critical review of our 2008 training initiatives for energy efficiency.
- Review industry best practices for the management of water, energy and carbon emissions. Identify key partnership organisations that are providing leadership in these areas.
- Complete environmental site assessments and industry profiles for all Better Place suppliers and selected suppliers producing products licensed by the London 2012 Organising Committee of the Olympic Games (LOCOG).
- Launch internal Green Company initiative to drive and promote environmental engagements and awareness among the adidas Group workforce.
- Use results from environmental assessments conducted at adidas Group core sites for setting Group-wide environmental targets.
- Review and update the in-house 'Think Green Guide' and support online resources to drive energy and environmental improvements across all adidas Group offices.
- Establish/align environmental management systems at brands' Headquarters and obtain ISO 14001 certification by end of 2010 for each.
Systems and guidelines
- Enhance our participation in the FFC Compliance Data Sharing Platform and continue to critically review the integrity of the data available from the FFC database system.
- Strengthen the application of SEA's supplier key performance indicator through an upgrade of worker-management communication and management systems units of measure.
- Replace our sustainable compliance monitoring methodology with a commonly used sustainable compliance leadership audit tool developed in collaboration with other brands.
- Launch and roll out the revised and updated Guidelines on Employment Standards and Guidelines on Health, Safety and Environment.
- Publish our internal supplier termination policy online.
Direct sourcing model
- Revisit our risk assessments for factory monitoring coverage and reprioritise the annual auditing work plans.
- Identify and close gaps in KPI assessments and strategic compliance plans for factories that will manufacture products licensed by LOCOG.
- Support global apparel sourcing in developing compliance benchmarks for order allocation as part of the Global Apparel Strategic Alliance scheme.
Indirect sourcing model
- Extend the range of external monitors compliance services beyond initial assessments, to include action plan development, KPI assessment and scoring.
- Ensure that all SEA policies, practices and monitoring requirements are being extended and applied to the supply chains managed by sourcing agents and licensees.
Business entities relationships
- Internally verify ongoing disclosure of the supply chain in the FFC.
- Drive direct accountability for compliance management by developing compliance report cards for adidas Group business entities (business units, subsidiaries, agents, licensees). Issue report card for 13 business entities.
- Drive greater consistency in the application of the Group-wide restricted substances and product safety policy.
Global economic crisis
- Prioritise monitoring activities that track worker issues related to factory closures and layoffs as a consequence of the global economic crisis.
- Offer guidance to all suppliers on ways to handle worker redundancies and layoffs in a fair and transparent way.
- Review the inclusion of Better Cotton in the adidas Group material sourcing strategy together with marketing and sourcing departments.
- Continue to engage with government and civil society to influence positive change in the regulatory environment and in particular, track and understand the implications of government policy changes on labour law and enforcement practices as a result of the global economic crisis.
- Constructively engage with and participate in a workshop run by the Play Fair Alliance in Indonesia.
- Continue to collaborate with other brands in the development and launch of an innovative harmonised audit tool methodology (Sustainable Compliance Leadership) and the FFC Compliance Data Sharing Platform.
- Explore the strategic value of industry leadership initiatives and engage with scientific organisations to evaluate carbon management and labelling schemes.
- Host a stakeholder dialogue on environmental sustainability with selected Asian suppliers and report on their feedback.
Talent management and succession planning
- Implement the global succession management process in all regions, functions and brands by end of 2010.
- Extend e-recruiting to Russia in 2009.
Employer of choice
- Conduct the next global employee engagement survey by end 2010.
- To rank as a Top 10 employer in our key markets.
Within this report