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{{Infobox Company
| company_name = adidas Group AG
| company_logo =
| company_type = Public
| genre = Marketing of apparel, footwear & athletic equipment
| foundation = 1949
| founder = Adolf Dassler
| dissolved =
| location = Germany
| locations =
| area_served =
| key_people = Herbert Hainer (CEO)
| industry =
| products =
| services =
| revenue = EUR 10,084,000,000 (net sales 2006) [http://www.adidas-group.com/en/investor/key_financial_data/default.asp]
| operating_income =
| company_slogan =
| net_income = EUR 483,000,000 (2006) [http://www.adidas-group.com/en/investor/key_financial_data/default.asp]
| assets =
| num_employees = 226,376 (2006) [http://www.adidas-group.com/en/investor/key_financial_data/default.asp]
| parent =
| equity =
| owner =
| divisions =
| subsid =
| homepage = http://www.adidas-group.com
| footnotes =
}}
adidas Group AG is a global marketer of apparel, footwear, and athletic equipment. Once approaching bankruptcy, the company recovered by shifting production to Asia and investing in marketing. The #2 maker of sporting goods worldwide, behind [[Nike]], the company sponsors football, basketball, and basball athletes, as well as the 2008 Olympic Games in Beijing. adidas bought Reebok in 2006 for some $3.8 billion. [http://www.hoovers.com/adidas/--ID__92632--/free-co-profile.xhtml]
[[Category:Tobacco documents organizations]]
==Basic InformationCompany History==adidas was registered as a company in 1949, named after its founder: 'Adi' from Adolf and 'Das' from Dassler. After [[Adi Dassler]]'s death, Adi's wife Käthe, his son Horst, and his daughters carry on the business in the 1980s. During the 1990s, adidas moves from being a manufacturing and sales-based company to a marketing company. The company goes public in 1995 on the Frankfurt and Paris Stock Exchanges. adidas AG acquires the Salomon Group with the brands Salomon, TaylorMade, Mavic and Bonfire in December 1997. The new company is named adidas-Salomon AG. The [[Salomon Group]] (including [[Salomon]], [[Mavic]], [[Bonfire]], [[Cliché]] and [[Arc’Teryx]]) is sold to [[Amer Sports]] in October 2005. The new adidas Group is focusing even more on its core strength in the athletic footwear and apparel market as well as the growing golf category. The legal name of the company changed to “adidas AG” in May/June 2006. On January 31, 2006 the adidas Group acquires [[Reebok]]. [http://www.adidas-group.com/en/overview/history/default.asp] ===HQ Contact informationHistorical Financial Information===Adi[http://www.adidas-Dassler-Straße 1 <br group.com/en/>91074 Herzogenaurach<br investor/>Germany <br key_financial_data/>default.asp Five Year Overview]Tel: <br />===Business Strategy==="Our multi-brand strategy has revolutionized how our Group can reach the consumer. This flexibility allows us to seize our opportunities from multiple approaches, as both a mass and niche player, covering more consumer needs, functionality, styles and price points. Across all brands, we focus on increasing awareness and visibility, providing clear and consistent messaging and supporting each product at point-of-sale. In addition, achieving our commercial goals also depends on leveraging the scale of our organization and operational excellence. For us, this includes consistent on-time retail delivery, quality assurance and the commitment and ability to “go the extra mile” for the customer. The integration of Reebok has given us additional insights to best-in-class techniques and processes across our entire organization. We are particularly focused on ensuring best-practice social and environmental standards, continuously optimizing our sales and distribution processes and improving our customer service efforts. Within the Group, we are always striving to improve internal processes and reduce complexity." [http://www.adidas-group.com <br />en/investor/strategy/default.asp] ==Political and Public Influence==Paragraph information===Country of incorporationPolitical Contributions===Germany===Ownership statusLobbying===Public===Primary industry sector=Corporate Accountability==Footwear, Apparel, Athletic equipmentParagraph===Primary industry rankingLabor===Policy: * 2001: adidas-Solomon joins [[Fair Labor Association]], allowing FLA-accredited monitoring of suppliers* [http://www.adidas-group.com/en/sustainability/suppliers_and_workers/code_of_conduct/default.asp adidas supply chain code of conduct]* 2002: working hours survey of adidas' Asian footwear factories finds that many workers exceed adidas maximum of 60 hours/week * 2004: introduced ‘strategic monitoring’ to assess compliance risks and identify root causes of non-compliance. Auditors do more preparatory work and then check performance against a risk list customised for each factory that is monitored. Previously suppliers 'waited' for audits by SEA field staff that identified non-compliances before taking any remedial action. This approach means deeper monitoring of fewer suppliers, where factories may be visited two or three times more often than before. [http://www.adidas-group.com/en/sustainability/suppliers_and_workers/monitoring_compliance/default.asp]* 2004: [[Fair Labor Association]] accredits [[Reebok]]'s compliance program* 2005: [[Fair Labor Association]] accredits [[adidas]]'s compliance program* 2005: adidas joins Joint Initiative on Corporate Accountability and Workers Rights ([[Jo-In]]) Turkey Project, which seeks to develop a streamlined approach to codes of conduct and monitoring [http://www.jo-in.org/turkeyproject.htm]. Other participants include [[Gap Inc.]], [[Hess Natur]], [[Marks and Spencer]], [[Nike]], [[Patagonia]] and [[Puma]]. Campaigns against company:* 1999: [[Labour Behind the Label]] urged consumers send 80,000 postcards demanding commitment to a living wage to 12 companies operating in the United Kingdom: adidas, [[Arcadia]], [[Benetton]], [[C&A]], [[Etam]], [[Gap Inc.]], [[French Connection]], [[Nike]], [[Reebok]], [[River Island]], [[Storehouse]] and [[Virgin Clothing]]. [www.labourbehindthelabel.org/ publications/wearing_thin2.htm]* 2000: workers at [[Thai Iryo Garment]] in Thailand are denied severance pay after factory closes down. Factory produces for adidas, as well as [[Nike]], [[Fila]], [[London Fog]], [[Bacharach]], [[Philips Van Heusen]], [[Timberland]], among others. After pressure on the Thai government and clients, company signs agreement with union to pay remaining compensation to 1,236 workers. [http://www.cleanclothes.org/urgent/00-09-15.htm]* 2001: union organizers are arrested and fired from [[PT Panarub]], a sports shoe factory in Indonesia producing exclusively for adidas. In spite of extensive pressure on company to intervene and a factory assessment by the [[Workers Rights Consortium]] in 2004, adidas chooses not to push for reinstatement of workers. [http://www.cleanclothes.org/companies/adidas06-07-06.htm]* 2001: [[Workers Rights Campaign]] investigates abuses at [[PT Dada]] in Indonesia, revealing solitary confinement and physical abuse. Adidas agreed to support the WRC’s urgent recommendations and ask the factory to act. After a strike at the factory to protest rights violations, interventions by monitors from Adidas and other buyers, and communications from the WRC, PT Dada management began to remedy some of the working conditions that violate University and WRC Codes of Conduct. [http://www.workersrights.org/pr_PTDada.asp]* 2002: The [[Thai Labour Campaign]] requests support in a campaign to help workers at the Thai [[Bed & Bath]] factory (producing for such brands as [[Nike]], [[Levi Strauss & Co.]], [[adidas]], and [[Reebok]]) get the back pay and severance pay they are owed. In 2003 workers receive compensation and establish a cooperative to run factory. [http://www.cleanclothes.org/urgent/02-12-04.htm]* 2004: German [[Clean Clothes Campaign]]brings OECD Complaint Case against adidas for labor rights violation in two Indonesian supplier factories. [http://www.cleanclothes.org/legal/04-09-15.htm]* 2007: collective severance agreement is reached between workers and [[BJ&B]] management in Dominican Republic. Factory, which produced for adidas and [[Nike]], was site of important union victory in 2003, but has since been shut down. <ref> Gonzalez, David. April 4, 2003. "Latin Sweatshops Pressed by U.S. Campus Power" New York Times </ref> Severance agreement reached after American universities participating in the [[Workers Rights Consortium]] asked [[Nike]] and adidas to pressure factory management. [www.workersrights.org/Freports/BJBUpdate_05-30-07.pdf] Major reports: </br>[http://www.adidas-group.com/en/sustainability/reporting/reports_to_download/default.asp adidas social and environmental reports] </br>[http://www.cleanclothes.org/ftp/04-09-16-HKCIC-EPZ-Research.pdf Hong Kong Christian Industrial Committee. 2004. "Conditions of Women Workers in Special Economic Zones and Labour Standards in Supplier Factories of German Garment Retailer Companies and Brands in China"]
===Human Rights=Total sales==== EUR 10,084,000,000 (net sales 2006) [http://www.adidas-group.com/en/investor/key_financial_data/default.asp]====Net income====EUR 483,000,000 (2006) [http://www.adidas-group.com/en/investor/key_financial_data/default.asp]
==Detailed Information=====Company historyEnvironment ===* "In 2007 we began to keep a systematic record of the environmental impact of the production sites that were added to the adidas was registered as a company Group following the acquisition of Reebok. This will allow us to comprehensively report about our environmental performance in 1949, named after its founderearly 2008. " [http: 'Adi' from Adolf and 'Das' from Dassler//www.adidas-group.com/en/sustainability/environment/managing_environmental_impacts/adidas_production_sites/default. After [[Adi Dasslerasp]]'s death, Adi's wife Käthe, his son Horst, and his daughters carry on * "Our core suppliers must implement environmental management systems. Many of our Asian footwear factories led the business way in the 1980sestablishing these systems. During the 1990s, adidas moves from being a manufacturing And increasingly apparel and sales-based company to a marketing company. The company goes public in 1995 on the Frankfurt accessories and Paris Stock Exchangesgear factories are following their lead. adidas AG acquires the Salomon Group with the brands SalomonIn 2006, TaylorMade, Mavic 21 footwear factories were certified according to ISO 14001 and Bonfire in December 1997/or OHSAS 18000. " [http://www. The new company is named adidas-Salomon AGgroup. The [[Salomon Group]com/en/sustainability/environment/managing_environmental_impacts/our_suppliers_sites/default.asp] * "Since 2000, we have been committed to reducing emissions of volatile organic compounds (including [[Salomon]], [[Mavic]], [[Bonfire]], [[Cliché]] and [[Arc’Teryx]]VOCs) in footwear factories in Asia. Our target is sold average VOC emissions of 20 grams/pair of shoes. Our footwear suppliers have reduced VOC emissions from 140 grams/pair in 2000 to [[Amer Sports]] 19.3 grams/pair in October 2005. The 2006, which includes nearly all new adidas Group is focusing even more on its core strength footwear factories... We regularly measure actual exposure in the athletic footwear and apparel market as well as workplace by asking workers to wear monitors during their working day. Emissions measured are far below the growing golf categorythreshold limit value. The legal name These results suggest workers are not being exposed to dangerous levels of the company changed VOCs but nonetheless we remain committed to “adidas AG” in May/June 2006. On January 31, 2006 the adidas Group acquires [[Reebok]]further reductions. " [http://www.adidas-group.com/en/overviewsustainability/environment/tackling_pollution/historyreducing_voc_emissions/default.asp]====Historical financial results====* [http://www.adidas-group.com/en/investorsustainability/environment/key_financial_dataimproving_materials/default.asp Five Year OverviewPrograms for improving materials]
===Business strategyConsumer Protection and Product Safety==="Our multi-brand strategy has revolutionized how our Group can reach the consumer. This flexibility allows us to seize our opportunities from multiple approaches, as both a mass and niche player, covering more consumer needs, functionality, styles and price points. Across all brands, we focus on increasing awareness and visibility, providing clear and consistent messaging and supporting each product at point-of-sale. In addition, achieving our commercial goals also depends on leveraging the scale of our organization and operational excellence. For us, this includes consistent on-time retail delivery, quality assurance and the commitment and ability to “go the extra mile” for the customer. The integration of Reebok has given us additional insights to best-in-class techniques and processes across our entire organization. We are particularly focused on ensuring best-practice social and environmental standards, continuously optimizing our sales and distribution processes and improving our customer service efforts. Within the Group, we are always striving to improve internal processes and reduce complexity." [http://www.adidas-group.com/en/investor/strategy/default.asp]
===Business scope=======Lines of business=Anti-Trust and Tax Practices===
====Units/subsidiaries=Social Responsibility Initiatives===
==Business Scope==
====Brands====
* adidas
* [[Rossignol]]
[http://www.hoovers.com/adidas/--ID__92632--/free-co-profile.xhtml]
<table border===Geographic scope==="1"><tr><th>Customers</th><th>Suppliers</th><th>Creditors</th><th>Competitors</th></tr><tr><td>Customer 1</td><td>Supplier 1</td><td>Creditor 1</td><td>Competitor 1</td></tr><tr><td>Customer 2</td><td>Supplier 2</td><td>Creditor 2</td><td>Competitor 2</td></tr><tr><td>Customer 3</td><td>Supplier 3</td><td>Creditor 3</td><td>Competitor 3</td></tr><tr><td>Customer 4</td><td>Supplier 4</td><td>Creditor 4</td><td>Competitor 4</td></tr></table> ====Countries Financial Information (as of operationDATE)===Ticker Symbol: ADSG.DE <br>Main Exchanges: XETRA (Frankfurt) <br>Investor Website: http://www.adidas-group.com/en/investor/welcome.asp <br> <table border="1"><tr><th>Shareholder</th><th>% Total Shares held</th></tr><tr><td>Shareholder 1</td><td>% Held 1</td></tr><tr><td>Shareholder 2</td><td>% Held 2</td></tr><tr><td>Shareholder 3</td><td>% Held 3</td></tr><tr><td>Shareholder 4</td><td>% Held 4</td></tr></table><b>Largest Shareholders</b>
Production in Argentina, Brazil, Canada, China, Germany, India, Indonesia, Italy, Thailand, U.S.A., Vietnam. [http://www.adidas-group.com/en/sustainability/performance_data/environment.asp#certification]
<table border====Breakdown of revenues===="1"><tr><th>Country</th><th>Revenue</th><th>Profits</th><th>Assets</th><th>Employees</th></tr><tr><td>Country 1</td><td>Revenue 1</td><td>Profit 1</td><td>Assets 1</td><td>Employees 1</td></tr><tr><td>Country 2</td><td>Revenue 2</td><td>Profit 2</td><td>Assets 2</td><td>Employees 2</td></tr><tr><td>Country 3</td><td>Revenue 3</td><td>Profit 3</td><td>Assets 3</td><td>Employees 3</td></tr><tr><td>Country 4</td><td>Revenue 4</td><td>Profit 4</td><td>Assets 4</td><td>Employees 4</td>====Breakdown of profits====</tr>====Breakdown of assets====</table>====Breakdown of employees=======Governance===
====Executives====
# [[Herbert Hainer]], CEO
* [[Christian Tourres]] (former adidas AG executive)
* [[Klaus Weiß]] (trade union official [[IG BCE Trade Union]], boardmember [[Wohnungsbaugesellschaft mbH Glück Auf Brambauer]])
====Executive/director compensation====
====Date & venue of next AGM====
May 8, 2008 in Fürth, Germany
==Contact Information==Global====Policy: * 2001: adidasAdi-Solomon joins [[Fair Labor Association]], allowing FLADassler-accredited monitoring of suppliersStraße 1 <br />* [http:91074 Herzogenaurach<br />Germany <br /www.adidas-group.com/en/sustainability/suppliers_and_workers/code_of_conduct/default.asp adidas supply chain code of conduct]>* 2002Tel: working hours survey of adidas' Asian footwear factories finds that many workers exceed adidas maximum of 60 hours<br /week >* 2004: introduced ‘strategic monitoring’ to assess compliance risks and identify root causes of non-compliance. Auditors do more preparatory work and then check performance against a risk list customised for each factory that is monitored. Previously suppliers 'waited' for audits by SEA field staff that identified non-compliances before taking any remedial action. This approach means deeper monitoring of fewer suppliers, where factories may be visited two or three times more often than before. [http://www.adidas-group.com<br /en/sustainability/suppliers_and_workers/monitoring_compliance/default.asp]* 2004: [[Fair Labor Association]] accredits [[Reebok]]'s compliance program* 2005: [[Fair Labor Association]] accredits [[adidas]]'s compliance program* 2005: adidas joins Joint Initiative on Corporate Accountability and Workers Rights ([[Jo-In]]) Turkey Project, which seeks to develop a streamlined approach to codes of conduct and monitoring [http://www.jo-in.org/turkeyproject.htm]. Other participants include [[Gap Inc.]], [[Hess Natur]], [[Marks and Spencer]], [[Nike]], [[Patagonia]] and [[Puma]].>
==Articles and Resources==
===Books on the Company===
Smit, Barbara. 2006. ''Pitch invasion: three stripes, two brothers, one feud: Adidas, Puma and the making of modern sport.'' London: Allen Lane.
===Environment & product safety===* "In 2007 we began to keep a systematic record of the environmental impact of the production sites that were added to the adidas Group following the acquisition of Reebok. This will allow us to comprehensively report about our environmental performance in early 2008. " [http://www.adidas-group.com/en/sustainability/environment/managing_environmental_impacts/adidas_production_sites/default.asp]* "Our core suppliers must implement environmental management systems. Many of our Asian footwear factories led the way in establishing these systems. And increasingly apparel and accessories and gear factories are following their lead. In 2006, 21 footwear factories were certified according to ISO 14001 and/or OHSAS 18000. " [http://www.adidas-group.com/en/sustainability/environment/managing_environmental_impacts/our_suppliers_sites/default.asp] * "Since 2000, we have been committed to reducing emissions of volatile organic compounds (VOCs) in footwear factories in Asia. Our target is average VOC emissions of 20 grams/pair of shoes. Our footwear suppliers have reduced VOC emissions from 140 grams/pair in 2000 to 19.3 grams/pair in 2006, which includes nearly all new adidas Group footwear factories... We regularly measure actual exposure in the workplace by asking workers to wear monitors during their working day. Emissions measured are far below the threshold limit value. These results suggest workers are not being exposed to dangerous levels of VOCs but nonetheless we remain committed to further reductions." [http://www.adidas-group.com/en/sustainability/environment/tackling_pollution/reducing_voc_emissions/default.asp]* [http://www.adidas-group.com/en/sustainability/environment/improving_materials/default.asp Programs for improving materials] ===Human rightsExternal Resources===
===Anti-trust, consumer protection, tax practices======Political & public influence===* ===Social responsibility initiatives=== ==External Articles and Resources=====Related SourceWatch articles======Sources===<references/>===External resources======External articles===
[[Category: Corporations]]
[[Category: Apparel]]