Celebrating impact at adidas: The story of the United Voices Employee Resource Group 

This quote resonates deeply within our organization when we consider the recent success of archive-led products like Samba and Gazelle, and it also holds true for our culture.  

Back in 2020, many race-related crimes, especially the murder of George Floyd, had a profound effect on me and so many of my colleagues. Although these events occurred in the U.S., the ripple effects were felt worldwide, including at our adidas headquarters in Herzogenaurach, Germany. Our employees needed a safe space to express their feelings and share their experiences. This triggered us to create a dedicated Employee Resource Group (ERG) here at our HQ: the “United Voices” was born. Today, I’d like to reflect on our journey so far. 

Let me explain some basics first: ERGs at adidas build communities around shared experiences, diverse identities, and common goals, creating a supportive environment where all voices are heard and valued. They act as champions of inclusivity, advocating for the unique needs of our diverse workforce. These groups are initiated and led by passionate employees who volunteer their time and energy to foster inclusion and drive positive change within the organization. At adidas, we are proud to have more than 30 ERGs focusing on seven diversity dimensions globally, supported by regional Diversity, Equity & Inclusion Committees. 

Our ERGs flourished once we gave our volunteers guidance 

In 2023, adidas built a governance model – the ERG Framework - to establish how the development, the recognition and the working hours of volunteers like me will be regulated. From that moment, we were officially empowered to dedicate 5% of our working time to our ERG work. This was important to provide guidance on how we can balance ERG activities with our primary job responsibilities. As we approach the first anniversary of this new framework, I wanted to reflect on how far we have come in fostering a more inclusive culture and enhancing the sense of belonging—especially for our community of Black, Indigenous, and other People of Color (BIPOC), and other underrepresented groups.  

As one of the current leads of United Voices, I’ve seen firsthand how our ERG has provided a platform for addressing the unique challenges faced by BIPOC employees while facilitating their professional growth and development. Especially since the implementation of the new ERG framework a year ago, we have achieved significant milestones. From monthly community lunches at one of our on-campus canteens called Stripes to impactful events like the Black History Month panel discussion with some of our most senior leaders, a summer BBQ at Halftime, our other canteen on-site in Herzogenaurach, and our info booth at the annual Global Week of Inclusion.  

Alongside our other ERGs, United Voices has provided numerous opportunities for connection and celebration. These gatherings have allowed us to build a sense of togetherness, and more importantly, they’ve opened direct lines of communication with leadership. Our leaders have shown a genuine willingness to engage with employees, helping to break down the notion that our company operates solely from a top-down approach. 

The journey for our ERGs continues to take shape 

While we have made incredible strides, we recognize that there is still much work to be done. The United Voices leadership team has over 50 years of combined experience at adidas, and we understand that progress can’t happen overnight. It’s not always easy to align our ERG’s goals with the larger company strategies. 

Myself and my United Voices co-leads, which includes Lindiwe Selele, Director Product Marketing Motorsport, Blessing Malandu, Director Retail Concepts, and Obie Modisane, Director Tech Program Management acknowledge that at times, there is a gap between intention and execution, which sometimes hinders the full potential of the ERG framework. As Lindiwe puts it,  

For example, while we’ve seen some growth in the BIPOC community, there are still limited programs focused on the development and retention of that talent, leading to a lack of BIPOC representation at all levels, especially leadership. It can be incredibly frustrating to make progress in one area only to find that we’re still falling short in others.  

We can’t afford to just open the door; we must also ensure that everyone has the tools and support to walk through and stay. However, these challenges have shown us where we can improve. We see this as an opportunity to strengthen our approach, ensuring that ERGs are aligned with the organization’s overarching goal of growing a diverse workforce to develop the most creative ideas. By focusing on dedicated resources and clear accountability, we can better demonstrate the positive impact we’re making in creating a more inclusive culture at adidas.  

We are not alone in these efforts 

Our counterparts in the U.S., like the Progressive Soles ERG, have been instrumental in driving cultural change within the company. Established before 2017, Progressive Soles has been a steward of cultural change in the workplace, community, and beyond. Their mission to support and promote Black and Brown heritage and increase opportunities across business, leadership, and philanthropy aligns with our goals at United Voices. They too are focused on ensuring that their programming and events receive the same level of engagement and support as other company initiatives. 

One of the significant successes of Progressive Soles was the launch of the #ItsGivingFlowers Juneteenth celebration in 2023, which recognized Black and Brown employees for their contributions to the brand and beyond. This event highlighted the importance of visibility and recognition, two critical factors that we must continue to prioritize across all ERGs. 

What’s essential as we move forward? 

It’s essential to ensure that ERG leaders have a voice in key decision-making processes. At the same time, it’s also key for senior leadership to actively champion DEI initiatives and support ERGs. This is crucial for driving our initiatives forward. By setting measurable goals and regularly assessing our progress, we can more effectively track the impact of our ERGs, identify opportunities for growth, and foster meaningful, sustainable change within adidas.  

In conclusion, while challenges may arise, we are resilient and dedicated to turning these challenges into opportunities for meaningful and lasting change. The steps we’ve taken through our ERGs, DEI team, and adidas senior leadership demonstrate our commitment to building a brighter, more inclusive future at adidas, by fostering a culture of openness, education, and allyship. 

This journey toward a more supportive workplace is ongoing, and it demands our collective and persistent effort to break down barriers, promote genuine equity, and create an environment where everyone can thrive. As Maya Angelou wisely said,