Strategy 2015

Roadmap and targets

The overall target is to reduce our environmental footprint by at least 15% by 2015 relative to sales. The individual targets for 2015 and milestones for 2011 are grouped by the four focal areas. The overall approach is summarised in our roadmap.

How will we get there - Roadmap

2010-2011 Build on the foundations

  • Guidelines, trainings, tools, KPIs and databases
  • Communication and collaboration

2011-2015 Operational environmental efficiency

  • Consolidation, measurable improvements
  • Alignment throughout the value chain
  • Data reporting

2013-2015 Develop and expand

  • Drive and improve results
  • Benchmarking

2015 Targets and 2011 milestones

Target area 2015 Targets 2011 Milestones
Management processes
  Overall target - develop a management system that ensures a successful strategy implementation as well as an effective management of environmental impacts, risks and opportunities. Develop a format for guidelines and tools.
Business processes
Innovation All future innovation projects to contain some environmental elements. Develop partnerships with suppliers.
Design 50% reduction in used colours within the adidas Sports Performance division (excluding colours required by clubs or otherwise outside the control of Design). Consolidate colours by 20% in apparel and 40% in footwear.
Marketing
  • 100% of footwear and an increasing amount of apparel to have 'more sustainable content' (by 2012), i.e. to be included into the Better Place product range (applicable to the adidas Sports Performance division).
  • Reduce number of ranges as a whole by 20% (adidas Sports Performance division).
  • Virtualisation project to drive reduction in samples.
Revise Better Place Guidelines to ensure alignment with the Eco Index and the Index developed by the Apparel Coalition.
Development
  • 20% reduction in colour-material combinations.
  • Optimise packaging solutions.
  • Establish baseline measurements and KPIs.
  • Increase number of more sustainable materials in toolboxes for apparel and footwear.
  • Review packaging status and define 2015 targets.
Sourcing A detailed Environmental Sourcing Strategy has been developed that builds on the following three steps:
  1. Risk mitigation
  2. Performance improvement
  3. Collaboration
  • 'Better Cotton' ('Sustainable Cotton') use: 40% by 2015, 100% by 2018 of all cotton used.
  • Establish full traceability of more sustainable materials (apparel products) by 2014.
  • Extend environmental assessments to selected supplier groups.
  • Establish an industry-wide recognised audit protocol and certification scheme for dye house facilities in collaboration with other brands and associations.
  • 10-15% cut in energy emissions by product output at core suppliers.
  • Leather tanneries: 100% of non-Europe tanneries to achieve Leather Working Group (LWG) Silver or above rating (based on the LWG audit protocol).
  • Implement Green Design requirements for new buildings at suppliers.
  • Introduce 'Better Cotton' into the adidas Group supply chain.
  • Conduct environmental assessments of high-risk suppliers.
  • Review environmental audit tools in the light of external initiatives.
  • At least 80% of the value of leather sourced from non-Europe tanneries to be from Gold Standard tanneries (based on the LWG audit protocol).
  • Review design and construction reports prior to approval.
Own Operations
  • 20% relative reduction in energy consumption
  • 30% relative reduction in carbon emissions
  • 20% water savings/employee
  • 25% waste reduction/employee.
See a full list of Green Company targets here
  • Strengthen implementation plan to meet annual saving targets.
  • Refine ISO 14001 environmental management system.
  • Strengthen and expand engagement with Green Teams.
  • Certify the adidas Group headquarters site 'World of Sports' to the ISO 14001 standard.
  • Develop a Group 'Green car' policy.
Sales
  • Develop strategic sustainability alliances with key customers in all key markets.
  • Own retail stores: 5-15% savings of resources (applicable to Western Europe market).
  • Pilot partnership with one key account.
  • Develop toolbox of different approaches for strategic partnerships with wholesalers.
  • Develop global saving targets for retail outlets.
  • Develop new lighting concepts for retail stores.
  • Pilot greener energy sources.
  • Pilot paper-saving options.
Support processes
Communication Create awareness and engage employees by driving messaging through internal communication channels.
Human Resources Integrate environmental sustainability into global HR programmes:
  • Drive awareness and activation of Environmental Strategy.
  • Develop ambassadors for environmentally responsible behaviour.
  • Drive Group-wide awareness and top management involvement.
  • Develop training and e-Learning courses.
  • Set HR-relevant targets for environmental achievements by management functions.
  • Run employee events supported by senior management.
IT Reduce the environmental footprint of IT infrastructure 20% through the following initiatives:
  • 80% of all PCs to have 'green' power management options.
  • 30% less energy consumption of PCs.
  • 100% of requests for proposals to evaluate 'green' performance of possible vendors.
  • Virtualisation of servers/data centre consolidation.
  • Decommission more than 40 physical systems and/or virtualise them.
  • Improve the physical-to-virtual ratio by at least 11%.
  • Focus on energy efficient infrastructure solutions.

Read more about Eco Index, Apparel Coalition, Better Cotton and the Environmental Sourcing Strategy.

Challenges

The Environmental Strategy 2015 takes a holistic and ambitious approach, incorporating all Group-wide business functions and brands into one Strategy. The execution of the Strategy is not without its challenges, for the following reasons:

  • Being a global organisation with several business functions, there are overlaps and shared responsibility for specific targets, which demands effective coordination.
  • The major environmental impact of our operations occurs in the manufacturing of our products and the downstream supply chain. We only have a limited influence in this area as we have outsourced most production. Therefore, collaboration with other organisations in our industry is critical to build a consensus and the critical mass to develop effective solutions. Given the complexity and dynamics of our supply chain, setting targets and making progress depends on the commitment of industry players in supporting collaborative approaches.

However, we truly believe that our ambition to strive for a value chain approach that is fully aligned with the adidas Group business strategy will drive stronger results in the long term.

Reading this report

Performance counts and reporting is about making performance clear to readers.

So in this year's report each page identifies which Global Reporting Initiative (GRI) indicators it addresses, complementing the GRI Index.