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ed in the US and is now getting global. Our diversity strategy
supports the networking groups and we meet regularly with
them. We work closely together. Every year we have a global
diversity day where the networking groups play an important
role and have an active part.
PERSONALquarterly:
Do you also support refugees in Germany? Do
you have programs for them?
Karen Parkin:
Social engagement and support for those in need
are key components of our corporate culture. We follow a holistic
concept based on three pillars: humanitarian help, enable and
support, and employment integration. In Germany we support
local community activities. Together with the Adidas Fund and
external partners such as Bayern Munich we have helped a large
number of refugees, giving them a change from their everyday
life through sports activities and language tuition and offering
them a positive external outlook. In 2016 we focused on em
ployment integration and training. As a result, we were able to
offer 60 refugees the opportunity to do an internship. We want
to encourage young refugees to learn through our internship
programs. Since this year we have also opened our apprentice
program for refugees. Right now we have four refugees on our
apprentice program and we’ve employed three people full-time.
PERSONALquarterly:
Is there a connection between the diversity
activities and digital leadership?
Karen Parkin:
Digital transformation is changing the way our
consumers live and shop. It offers unprecedented opportunities
but also presents challenges for our brand and for our digital
work environment. Digital is a key strategic pillar of our Cre
ating the New strategy. Our Digital Brand Commerce depart
ment is the fastest-growing department within Adidas. A clear
business focus for the future of the brand, our team oversees
most of the core digital touchpoints and experiences across
our Brand, Sales and IT departments to create an industry-
leading and holistic digital experience clearly centered on our
consumers. That means that we have to recruit the best digital
talents. We have about 150 positions to be filled in the digital
field. Currently we are also recruiting a new global Senior Vice
President of Digital.
Digitalization is also important for how we collaborate. We
need to be able to work together in an efficient way with quality
and speed. With the latest technology and video tools I don’t
have to be in the headquarters in Germany all the time. No
matter where you are in the world, you can be available and
join the discussions as they are taking place.
We have a very mobile attitude. We use an enterprise col
laboration platform called ‘a-Live’, which encourages emplo
yees to share knowledge, collaborate and discuss current
topics. Our CEO is very active on that platform, communicating
openly about where he is and what he is doing. Via a-Live we
also offer all employees access to the Adidas ‘Learning Campus’
that provides opportunities for both e-learning and knowledge
sharing. Employees are able to access content 24/7 in a virtual
environment. On top of that it is very important to offer mobile
tools so the employees can choose where they want to interact
with us. All the new tools we create such as the engagement
survey tool where we send out questions every month or our
new performance management tool are accessible via mobile
phones as well.
„We have to recruit the best digital talents. And digi
talization is also important for how we collaborate in
an efficient way with quality and speed.“
Karen Parkin
