Environment PDF - adidas Group

managing our environmental impacts has been a key
focus for us in 2010. We have reviewed the life cycle
of our products to understand what impacts occur
where in our business processes. We have looked
01 ABOUT OUR pROgRAmme
17 eNVIRONmeNT
41 SUppLIeRS
57 empLOYeeS
64 COmmUNITY
72 peRfORmANCe
102 gRI INdex
all along the value chain where our products are
designed, created, manufactured, transported and
sold. The illustration shows a simplified picture of
the adidas group’s value chain.
INNOVATION DESIGN MARKETING DEVELOPMENT SOURCING OWN OPERATIONS SALES USE & END OF LIFE
MANAGEMENT PROCESS
Where do the environmental impacts occur? In short, all AN INTegRATed AppROACH
along the value chain crude oil Best is used Practice to manufacture Process Management “Our approach and Coordination is to manage environmental issues as an
polyester, water is needed to grow cotton and chemicals are integral part of our daily operations, positively contributing
used BUSINESS for dyeing PROCESS and finishing fabrics or for tanning leather. to the adidas group’s overall business performance,” says
Once the products have been made, there are emissions Karin ekberg, Head of environmental Services, adidas
associated with transporting them to where they are sold,
Sustainability through product excellence group. Sustainability “With this mindset through the environmental process excellence Strategy
and at the end of their useful life they become waste.
targets are interrelated with business targets and also
To reduce our environmental footprint we need to manage require support from more than one single business function
SUPPORT PROCESS
all these issues at the most relevant stage in the process. to achieve them. This is the beauty and the challenge in
So we aim to deliver guidelines and tools to the people within the approach: it is possible to drive the Strategy from
Corporate communication: Sustainability through spreading
the specific business operations who can actually influence different
the message
parts of the business, depending on where the
the Human impacts, resources: even though Sustainability the actual through impact might effective occur training leverage is greatest.”
somewhere else. for example, decisions taken at the design
stage IT: Sustainability have a direct through bearing on innovating impacts further infrastructure along the
value chain.
‘BeTTeR COTTON’ COmmITmeNT ILLUSTRATeS
OUR AppROACH
The decision to have 100% ‘Better Cotton’ in our products
This section is structured around our value chain. So first by 2018 is a good example of this. ‘Better Cotton’ is cotton
we present our environmental Strategy 2015 on page 18 grown to social and environmental standards set by the
which helps us to coordinate and manage our group’s multi-stakeholder Better Cotton Initiative (BCI). So while
environmental initiatives. Then under product creation setting this target supports our ambitions to make our
on page 23, we include the efforts we are making at the products more sustainable, the responsibility for meeting
Innovation, design, marketing and development stages it rests with our global Operations team and their sourcing
of the value chain. This is followed by Sourcing and
strategy. Working together and using the strengths of
manufacturing on page 32 and green Company on page 36, different parts of the business is the best way to meet
which is the name for the environmental programme for our goals.
our own operations, and finally Sales on page 40.
Read more about our commitment to ‘Better Cotton’ on
page 28.
STRATEGY 2015
VISION ANd mISSION
Building on several environmental initiatives over the The adidas group’s environmental vision and mission reflect
past years, in 2010, we have developed a coherent the principles of business integration and operational
environmental Strategy for the whole adidas group. excellence.
The environmental Strategy 2015 aims to reduce our
environmental footprint 15% by 2015 relative to sales.
It follows a clear vision and mission and sets targets to
be reached by 2015 on page 21. These targets cover our
whole value chain from product creation to sourcing and
manufacturing and from our own operations to our stores
and all other sales points.
VISION
Our commitment to improve our environmental footprint
is embedded in all our products, processes and services.
IN THE REAL WORLD PERFORMANCE COUNTS Sustainability Report 2010
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