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1.

Columbia
1. Sustainability, production and consumption
1.1 Eco-efficiency
Columbia has used their eco-friendly philosophy in doing innovative products that can help the
environment. For example, in the spring of 2017, Columbia will launch an outdry extreme eco jacket in
which there are no PFCS internationally used, uses dye-free fabric that saves 49liters of water compared
to standard dye jacket and last, the labels, toggles, zipper pulls, thread and eyelets are made from 100%
recycled content.

1.2Environment and the financial sector


Columbia has stated that their objective is to measure, track and improve the energy, waste, water and
chemical impacts associated with manufacturing their products.

2. Communication transparency
2.1 Stakeholder engagement
Regarding stakeholder, Columbia is trying to engage the communities in which their partners operate.
For example, HERproject is a long-term project that focuses on workers well-being. To be more specific,
HERproject works to change women’s lives through workplace programs that provide access to women’s
health education.

3. Evolutionary business model


3.1 Supply chain management
Beginning with the 2016’s Columbia’s global product line, Columbia is using 100% Responsible Down
Standard certified natural down based on Textile Exchange’s Responsible Down Standard. With this
solution, Columbia ensures that the down they use in their products does not come from animals who
were unnecessarily harmed.

3.2 Financial and social solutions


From 15-29 October 2015, more than 200 employees of Columbia Sportswear Company from around
the world participated in EcoChallange 2015. This annual event makes participants commit to at least
one new behavior for two weeks to reduce their environmental impact.

3.3 R&D(Research and Development)


The R&D department has been very busy in improving the products of the company. They have tried to
make easily accessible environmental performance data for materials, they have tried to substitute the
lack of green chemistry alternatives for high-performance products, they have tried to substitute the
lack of existing infrastructure for end-of-life textile collection and recycling.

3.4 Local engagement


Much information has not been given by Columbia in their report but they have stated that an
investment of 1.82 million dollars in the communities has been made.
4. Human capital
4.1 Employee community and engagement
Again, Columbia did not offer in their report a lot of information about the activities done, but they have
stated that 3,427 hours have been volunteered by the employees in selected causes.

4.2 Science in schools


In the Hong-Kong office of Columbia, an initiative to encourage employees to take individual
responsibility for conserving natural resources took place. The so-called “Do My Part” kicked off with an
employee challenge to design stickers to be placed strategically around the office as a reminder to
employees to turn off the lights, air conditioning and computer monitors.

5. Integrated workplace
5.1 Diversity
Columbia did not mention anything in their report regarding their employees so their policy towards
different racials is unknown. However, considering the fact that the company is present worldwide it
may be interpreted that they don’t have a negative approach towards this subject.

5.2 Management of foreign employees


As mentioned before, nothing is mentioned in their report about this matter but their presence
worldwide made Columbia have enough experience with foreign employees.

5.3 Well-being at work


In order to minimize construction waste, most of the buildings have been renovated to LEED Silver
standards in order to make a better work environment. (Columbia, 2015)
2. Adidas
1. Sustainability, production and consumption
1.1 Eco efficiency
Adidas has made use of the ecological aspects in their products. For example, materials such as a better-
quality cotton and recycled polyester along with other materials such as EcoOrthoLite have been used to
create eco-friendly footwear for children. Another example can be the use of recycled nylon in the
swimwear collection.

1.2 Environmental sector


Regarding the environmental factor, Adidas has focused a lot on changing the quality of the cotton in
what they call better cotton. Their objectives is to make the whole range of products with better cotton
instead of the normal, but for now, the goal reached 43%.

2.Communication transparency
2.1Stakeholder engagement
Adidas stated in their business report that for creating any new strategy , they have made a
collaborative effort engaging closely with their stakeholders along the process.

3. Evolution business model


3.1Supply chain management
In order to rate direct suppliers Adidas uses Key Performance Indicator(C-KPI). Directly incorporated in
the supply chain management, the KPI helps suppliers to understand the importance of delivering fair,
healthy and environmentally sound workplace conditions. This has helped them improve their system.
However, a more in depth analyses of KPI will be presented in chapter 6.

3.2Financial and social inclusions


Adidas has acknowledged that the sport is the only constant element for people and for business and
that is why they have decided to support and motivate their activities. In this matter, the Adidas Fund
enables employees and people to create changes in society and BOKS is getting kids world-wide to be
more active while the Adidas partnership with Parley for the Oceans raises awareness of the
environmental cause.

Adidas also teams up with athletes to act as role model for young creators. In this way, they are
motivating and inspiring children all over the world.

3.3R&D(Research and Development)


The R&D department is very much occupied with a project called Sport Infinity being founded by the
European Commission and focuses on sporting goods that can be fully recycled. The project’s main aim
is to identify and develop innovative recyclable materials which will enable the production of easily
customizable sporting goods.
3.4Local engagement
An interesting programme that Adidas has taken place in Pakistan is the empowerment of female
workers in Pakistan. Adidas is improving the knowledge and skills of the redundant female workers to
earn income and find employment. To do this, Adidas has partnered with a local partner, the NGO
Baidarie, and the main aim is to improve the lives of 1000 female workers in the Sialkot area.

Adidas also encourages and support employees to volunteer and create changes in the communities
they work, live or operate in.

4. Human capital
4.1Demographic change
People are starting to care more and more about the environment and that is why Adidas is striving to
make eco-friendly products as well as creating an eco-environment for their employees.

4.2Employee community and engagement


Adidas desires to create social change extends to their employees as well. In this matter, they
proactively persuaded a portfolio of internal and external activities including the signing of the
Declaration against Homophobia in Sport or their active membership in “Diversity Charter”.

4.3Science in schools
Due to the desire of systematically promote motivation and accountability through talent and
performance management, Adidas started to move its focus on individual development of the
employees. With this goal in mind, Adidas has decided to organize a “Talent Carousel”, a new talent
program for globally mobile talents.

5.Integrated workplace
5.1Diversity
Adidas has stated the fact that sport knows no borders, skin colors or beliefs which means that their
employees act in a multicultural environment.

5.2Management of foreign employees


Adidas does not specify anything specifically about the management of foreign employees due to the
fact that all are considered equal. However, Adidas mentions how they help their employees in their
cross-functional and cross-cultural careers and also create experience for their employees.

5.3Well-being at work
Adidas creates a collaborative working environment for more than 55,000 employees as well as safe and
fair working conditions for more than one million workers employed in their supply chain. (Adidas)
3. Li-Ning
1. Sustainability, production and consumption
1.1Eco efficiency
Regarding eco efficiency, no information could be found on Li-Ning's report or on the CSR report.

1.2Environment and financial sector


Regarding environmental sector, Li-Ning is supporting the Zero Discharge of Hazardous Chemicals (ZDH).
Li-Ning is one of the six founding brands of ZDHC. Not only that, but Li-Ning participates regularly at
meetings with the participating brands to support environmental protection in the textile and footwear
industry. The biggest achievement regarding environmental issues during this year is the release of
Manufacturing Restricted Substances List (MRSL) in which Li-Ning was very much involved in formulating
of the MRSL list. This list is meant to make huge savings and it contains leather as a restricted item for
the first time.

2.Communication transparency
2.1Stakeholder engagement
Regarding stakeholders, the brand is striving to actively respond to and participate in open dialogues
with active social groups and civil organizations with the main aim of establishing stable, long term
communication channels. During the last year, Li-Ning has established a mechanism to interact with
licensed brands in terms of environmental protection and social responsibility, regularly communicating
with each other on the Group’s policies, standards, requirements and promotional projects.

3.Evolution business model


3.1Supply chain management
In the past year, Li-Ning has decided to make major changes in the supply chain management due to
their strive to be an environmental friendly company. The first thing they did was to issue MRSL list in
which they also took part. Also, they signed a compliance statement with its suppliers in order to notice
and restrict the items mentioned on the list. In this way, they have managed to improve their
environmental friendly reputation.

Another change that occurred for Li-Ning was implanting the quarterly reporting/assessment system
with their suppliers, things that require the suppliers to evaluate and improve their CSR performance on
a regular basis.

3.2Financial and social inclusions


Although there is no financial information on which we can relate to, due to not been given, there are
some social inclusions mentioned. One of the most important activities in which Li-Ning was involved, is
the “Give New Year Warmth- Donation to Sunvillage” in which 2,256 pieces of clothes were donated to
the children
3.3R&D(Research and Development)
Their research development department was highly active in the past years giving the fact that they
were directly implied in developing the MSLR list. Although not many information are given, it can be
deducted the fact that most of the focus of the R&D department went into the MSLR list.

3.4Local engagement
The biggest engagement that can be seen is the support for Chinese employees since the company has
established with them in mind. Now, since no information about diversity can be found in the Li-Ning’s
CSR Report, it can be deducted that there are only Chinese employees, at least at the department in
Beijing which has been mentioned several times across the report.

4. Human capital
4.1 Demographic change
People are starting to care more and more about the environment and that is why Li-Ning is trying to
make eco-friendly products as well as creating an eco-environment for their employees.

4.2Employee community and engagement


As a company specialized in the sport industry, Li-Ning cares a lot of the physical and psychological well-
being of its employees. Employees are encouraged to participate in different activities to promote
sportsmanship, diligence and the spirit of striving for excellence. The most important aspect is that
sporting activities also provide valuable opportunities for team interaction and bonding and enhance
their understanding about the corporate mission of the Li-Ning group

4.3Science in schools
The Group provided targeted training courses, internal or external, for staff of various positions across
different business units, including courses on protection of consumer rights, reasonable and lawful sales
promotion techniques, regulations on rebates of distributors, product knowledge training, new
employee orientation program and assessment center for shop managers, in order to support the team
building and development of our business units.

5. Integrated workplace
5.1Diversity
About the diversity there is no information offered in their report but since Li-Ning has mentioned that
they are employee oriented, it is assumed that Li-Ning does not do any discriminations.

5.2Management of foreign employees


Li-Ning is to treat each staff member equally and select its employees based on their capability rather
than taking in account race, religion, nationality, gender, color, age or physical or mental disability.

5.3Well-being at work
Li-Ning provides supplementary commercial medical influence to all employees and their family
members and arranges free medical check-ups for its staff each year. Offices are well furnished with
various green plants and environment-friendly facilities to create an elegant and smoothing work space
and ensure a comfortable and healthy working environment. (Li-Ning)

4. Nike
1. Sustainability, production and consumption
1.1 Eco-efficiency
Nike uses carbon as leading indicator to assess their sustainability, but they acknowledge that
sustainability goes beyond carbon.

1.2Environment and the financial sector


Because they are using a lot of carbon, Nike is committed to reducing their carbon emissions to a level
that supports the global carbon budget agreed by 195 countries in December 2015 at COP21. Because of
this, they have invested more in low impact materials, transforming waste, new business models and
renewable energy.

2. Communication transparency
2.1 Stakeholder engagement
Nike seeks to improve quality and transparency in their performance management and reporting. In
order to do this, Nike continues to review the issue with company management, their Internal Audit
team and other external stakeholders. They have collected feedback from their stakeholders especially
on FY14/15 Report.

3. Evolutionary business model


3.1 Supply chain management
Nike recognizes in their report their ability to influence their supply chain. This is why they sourced
based on the assessment of both their production needs and factory performance. Their Manufacturing
Index(MI), introduced in 2012, scores factories on sustainability, including labor prices, on a par with
traditional metrics of cost, quality and on time delivery. They assess the sustainability component
through their SMSI and focus on bringing all factories to a bronze rating.

3.2 Financial and social solutions


Nike’s employees volunteered nearly 48,000 hours made cash contributions to that. This happened
because for every hour an employee volunteers, Nike donates 10$ directly to the cause of their choice.

3.3 R&D(Research and Development)


Nike’s R&D is focused on the common goal of minimizing environmental footprint by 2020 targets. This
means, that the researchers have to find a way to deliver maximum performance with minimum impact
for their products, increase the use of more sustainable materials, try to reach 100% renewable energy,
innovate and adopt new approaches to reduce water use in their supply chain and enable zero discharge
of hazardous chemicals.

3.4 Local engagement


Nike thinks that all the sports are connected to a place, like a player on a particular field in a particular
neighborhood. For example, Nike has introduced the “Active Schools Guide” in which they want to make
sport an option before and after school.

4. Human capital
4.1 Employee community and engagement
By making employees increase their volunteer hours, Nike also supports communication between their
employees. By doing so, they create bonds between employees which leads to a better work
environment.

4.2 Science in schools


Nike offers programs and resources to support their workforce in fulfilling their potential. For example,
through their online training platform established in FY12, they offer a variety of internal, web-based
and instructor-led courses designed for various functions within the company.

5. Integrated workplace
5.1 Diversity
Nike has been a strong advocate of workplace non-discrimination legislation for lesbian, gay, bisexual
and transgendered employees in the territories they have a significant employees base.

5.2 Management of foreign employees


Regarding this matter, Nike hasn’t specified anything but considering their open mind and care for the
employees, Nike should treat all their employees equally.

5.3 Well-being at work


Nike has incorporated new program enhancements for ergonomics in offices and distribution centers
around the world to reduce repetitive motion and material-handling injuring.

5. Conclusion
In conclusion, all four companies are striving to become a competitive eco-friendly company who put
their focus also on the employees. However, one performs better than the other and companies like Li-
Ning and Columbia struggle to keep pace with Nike and Adidas. Li-Ning has mentioned very little in their
annual report but they scored 55 on the CSR toolbox, higher than Columbia who has managed to score
only 48 as seen in the appendix. On the CSR toolbox, a disclaimer is shown mentioning that Columbia
has huge environmental issues. However, Columbia has mentioned only positives regarding
environment in their annual report. Adidas is however the better performing company as shown by the
CSR toolbox, having marginally better score than its main competitor Nike. Adidas has dealt better with
the environment aspect changing the quality of the cotton as well as using recyclable polyester for their
products.

6. Appendix
1. Columbia CSR

2. Adidas CSR

3.Li-Ning CSR
4.Nike CSR

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