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To reach their personal best, our Group employees are offered a wide variety of learning opportunities, building on their strengths, improving their skills and overcoming their own challenges. Our highest priority is to match individual employee aspirations with our organisational

01 / Three strategic workstreams supporting achievement of our Route 2015 targets

Workstreams Objectives For more information:

Leadership Activate and instill leadership excellence. Commitment to leadership excellence / SEE P. 105

People Systematically promote motivation and accountability _{through talent and performance management.}

Enabling employees to reach their personal best / SEE P. 105

Performance-driven remuneration system / SEE P. 107

Creating an attractive work environment / SEE P. 108

Employee engagement measured regularly / SEE P. 109

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Employees / 02.9 /

02 / Success drivers for our performance culture

Talent and succession management Actual performance Performance Learning management management

Performance culture

needs. As such, we continue to build our integrated talent management process, incorporating performance, succession, development and learning opportunities to enable our employees to reach their potential at every stage of their career / DIAGRAM 02.

Talent management: The quality of current and future leadership within the adidas Group is key to our success. With specifically designed talent management tools, we identify employees at all management levels of our Group who have the potential to become future leaders within the organisation. In order to prepare them for more complex future roles, they participate in targeted development programmes / DIAGRAM 03. These comprise:

/ Executive Development Programme (EDP): a global, cross-functional programme for employees who show potential for the executive level. The programme is centrally managed and executed. In 2013, we had 49 participants in this programme (2012: 49).

/ Management Development Programme (MDP): a global programme which is executed regionally. This programme is tailored to employees from different functional areas and brands who show potential for director positions. In 2013, we had 89 employees participating in this programme (2012: 74).

/ People Manager Development Programme (PDP): a global

programme which is executed locally. The programme targets employees at a professional level who show potential to become team leads or senior managers. In 2013, 114 employees participated in this programme (2012: 121).

In addition, we offer tailored graduate programmes. The Business Management Programme (BMP), a 24-month international, cross- functional and cross-brand programme, is aimed at attracting professionals with MBA degrees and three to five years of work experience. The goal of this programme is to prepare them for future management positions within our Group. At year-end 2013, six employees were participating in the BMP globally (2012: 12).

The Functional Trainee Programme (FTP) is an 18-month programme providing graduates with an international background and excellent educational credentials the opportunity to start a functional career within the adidas Group. The programme comprises six three-month assignments in various departments. At least one of these assignments takes place abroad. At year-end 2013, we employed 57 participants in our global FTP (2012: 62).

03 / Development and training framework

Talent Development

Fit for Tomorrow

Executive Executive Development Programme (EDP)

Manager Management Development Programme (MDP)

Professional

People Manager Development Programme (PDP) /

Business Management Programme (BMP) /

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Our development programmes are complemented by apprenticeship and internship programmes. The adidas Group apprenticeship offers young people who want to join our Group directly out of school the opportunity to gain business experience in a three-year rotation programme. The programme includes vocational training in retail, industrial management and IT, as well as integrated study programmes. At the end of 2013, we employed 59 apprentices in Germany (2012: 56) and 62 integrated study programme students (2012: 48). Our global internship programme offers students three to six months of work experience within the adidas Group. It plays a key role in our recruiting strategy. At the end of 2013, we employed 532 interns in Germany (2012: 492).

Performance management: To further drive a high-performance culture within the adidas Group, in 2013 we rolled out our new performance management approach: The Score. The Score is our overarching concept to bring target setting, employee development and performance appraisal under one common process. While continuing to build on our key values of performance management, The Score also brings more focus, simplicity and alignment in setting team and individual targets and provides clarity for both teams and individuals about how to successfully achieve them. Each employee is evaluated and receives feedback at least twice a year, and employee development planning is further supported by the new process and system solution.

Succession management: The adidas Group succession management approach aims to ensure stability and certainty in business continuity. We achieve this through a globally consistent succession plan which covers successors for director level positions and above, including the Board positions of the Group. These positions and the respective potential successors are regularly discussed by senior management and our global HR leadership teams. The succession reviews create a clear picture of the successor readiness and outlines the necessary development actions. Based upon this information, we ensure individual development plans are in place to prepare successors for their potential next steps. We also use the successor information to create dynamic talent pools and hence have a clear understanding of the areas that need immediate or strategic action. All information is consolidated in a succession management risk analysis.

The succession management process is supported by a system solution which is applied in 91% of the adidas Group’s business units and is becoming part of our Integrated Talent Management Process and System through a step-by-step implementation approach.