Background of CSR of employments in Adidas, Nike and Rebook
Different companies have incorporated different corporate social responsibility initiatives in their strategic plans. Although the three companies namely, Adidas, Nike and Rebook are in the sports products and apparel industry, they all have different CSR initiatives.
In its sustainability plan which is part of Adidas’ CSR program, the company states that it would like to be a world class recruiter through the inclusion of aspects like ranking, speed, cost and quality (Huang 2011). In addition, the company would like to be among the ten top employers in the market by embracing diversity in the workplace.
Currently, Adidas has ensured workforce diversity through the inclusion of employees from different ethnic background. A report by CSR adds that Adidas plans to ensure its leadership succession plan is well placed whereby 80% of the senior management positions will be held by internal employees (Huang 2011).
According to Adidas Group (2007), part of the company’s CSR ensures that discrimination is not practiced during recruitment and employment processes.
Nike is an international company which does not allow discrimination in the workplace by embracing diversification. Part of the CSR process as Adidas involves ensuring that its human management practices are improved, in addition to ensuring freedom of expression (Nike Inc. n.d). In addition, it seeks to reduce the number of hours that its employees work overtime in a bid to ensure employee satisfaction.
According to Dutton (2008), Nike Inc. has been developing an employment related CSR that incorporates education and leading as an example model in the shoe industry. The implication made is that Nike has been putting into place better working conditions and education on its suppliers to incorporate CSR that caters for employment part.
Nike 2006 CSR report on employment indicated that there was need to train and recruit employees equally and reduce the hours allocated for overtime in the company. In addition, it collaborates with its suppliers to develop worker training programs and offering human resource practices like better pay and working conditions (Dutton 2008),
On the other hand, Reebok on its CSR of employment has put into place policy which ensures that it incorporates diverse employees and encourage their workers to practice the same. In addition, it has put into place initiatives that ensure that employees shall not work for more than 60 hours in a week inclusive of overtime (Reebok 2008).
This human resource management practice has also ensured that employees work for at least 6 days a week and afford a single day for a rest. In aspect of hiring and employment, Reebok CSR advocates for non-discrimination on issues like salary, hiring, benefits, retirement, termination, discipline, advancement, assignments, and training opportunities (Reebok 2008).
Non-retaliation policy is part of Reebok CSR which ensures that employees can express their concerns freely without coercion by the management. Reebok seeks to ensure safe and healthy environment for its employees.
Positive and negative aspects of CSR of employers in Adidas, Nike, Reebok and Puma
The shared positive aspects of CSR initiative among Adidas, Nike, and Reebok include the principles of eliminating forced labour and abolishing child labour. None of these companies engages in the aforementioned labour practices which are against international labour laws. Employers have to ensure that the better working conditions and employees training initiatives are put into places as part of employers CSR.
For instance, Adidas Group has been able to get CSR certification, recognition and rewards from NGOs because of the same (Huang 2011).
With regard to negative aspects, Adidas has been on the forefront in ensuring that it instills CSR in Asia and other parts such as employee training, better working conditions, and employees engagement in decision making. Such efforts mean that the company has to incur financial costs, and this is a negative aspect of CSR (Adidas Group 2007, p.5).
Nike employers have been working with suppliers to implement worker training programs which would lead to better performance and increase in production (Dutton 2008). For instance, through CSR that target better working conditions among Nike’s suppliers it is possible to increase productivity. Cost has always been a negative aspect of CSR.
For example, Nike in 2008 carried a root cause analysis audit on its suppliers and its company to determine the challenges it faces which is a cost to the organization (Dutton 2008). In addition, Nike involves its stakeholders such as employees in seminars (Nike Inc. n.d). Moreover, feedback reports on CSR have been developed through stakeholders’ engagement process which in one way is a negative aspect.
Furthermore, Nike has been initiating employment initiatives in Thailand and Indonesia where locals are employed despite their low levels of education (Frank n.d). This may in return lead to low levels of productions and effectiveness among the employees.
One of the positive aspects of Reebok CSR of employers is paying the employees above, minimum wage and offering the employees safety and better working conditions (Economist 2002). As a result, performance and productivity are improved. A negative aspect of Reebok’s CSR of employers is the cost incurred in training its employees in the short run.
Reference List
Adidas Group 2007, Striving to improve performance: Corporate responsibility report 2007. Web.
Dutton, G 2008, ‘How Nike is changing the world, one factory at a time’, Ethisphere.
Frank, W n.d, Successful partnership for CSR activities in Thailand: The Nike village development project. Web.
Huang, A S 2011, Adidas corporate responsibility. Web.
Nike Inc. n.d, Stakeholder accountability and report reviews. Web.
Reebok 2008, Supporting sustainable business in China: Reebok human rights production standards. Web.
The Economist, 2008, ‘Reebok ethically unemployed: Corporate social responsibility’, Economist.