Annual Report 2022


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Building Role-Model Leadership


Our development offerings focus on developing the leadership behaviors and essential skills needed to ensure our continued success. Our ambition is to inspire and nurture talented and diverse leaders who exemplify our leadership behaviors. We undertake different initiatives to elevate and enhance our leadership pipeline:

  • Leadership development experiences: Our portfolio of leadership development experiences is designed for every level of management across all markets and functions. They include our ‘People Leader Experience’ (‘PLE’), ‘Manager Development Experience’ (‘MDE’), ‘Director Development Experience’ (‘DDE’), and ‘Executive Development Experience’ (‘EDE’). These interactive learning experiences support the development of leadership skills that are directly linked to the participants’ current roles and responsibilities as well as being aligned to our values. In 2022, 1,026 employees enrolled in ‘MDE’ or ‘DDE,’ and of those 743 employees graduated the programs through a virtual experience. Additionally, 3,087 people leaders and/or those who aspire to lead people enrolled in ‘PLE,’ with 2,570 completing the program through a virtual, collaborative experience. In 2022, our ‘People Leader Experience’ won the ‘Brandon Hall Group HCM Excellence Award’ for ‘Best Advance in Competencies and Skill Development,’ while our ‘Director Development Experience’ won the ‘Brandon Hall Group HCM Excellence Award’ for ‘Best Unique or Innovative Leadership Program.’
  • Succession management: Our succession management approach aims to ensure stability and certainty in business continuity through the development of strong internal talent pipelines for critical leadership positions. We achieve this through a globally consistent succession process that identifies these critical leadership positions and matches our top talent as successors to these roles. We also drive the succession process through achievable development plans that prepare the identified successors for their next steps. Our leadership groups and top talent pool serve as the succession pipeline for the executive roles in our organization.
  • Leadership groups: Our leadership groups consist of the ‘Core Leadership Group’ (‘CLG’) and the ‘Extended Leadership Group’ (‘ELG’). The ‘CLG’ partners with the Executive Board, leading the execution of our business strategy while the ‘ELG’ collaborates across markets and functions, leading the execution of our strategic initiatives. Furthermore, the ‘ELG’ drives continuous improvement and consistency throughout the organization.
  • High-potential programs: We invest in selected high-performing and high-potential employees through three dedicated programs: ‘Global High Potential Group’ (‘GHIPO’), ‘Local High Potential Group’ (‘LHIPO’), and ‘Future High Potential Group’ (‘FHIPO’) program. Our ‘GHIPO’ and ‘LHIPO’ programs enable us to identify and develop global and local high-potential leaders who have the ability to take on more complex and demanding responsibilities at a higher leadership level. The programs are designed to build peer relationships and to give participants cross-functional and cross-cultural exposure. The ‘FHIPO’ program enables us to identify and develop selected high-potential employees at an early stage in their careers. The program is designed to build on participants’ skills, further evolve their capabilities, strengthen their behaviors, and expand their business perspective. Through continuous investment into the development and growth of our ‘HIPOs,’ we are strengthening our global, regional, local, and functional succession pipelines at different levels. Until the end of 2022, a total of 93% of the ‘GHIPO,’ 74% of the ‘LHIPO,’ and 37% of the ‘FHIPO’ participants successfully made positive career steps through upward, lateral, cross-cultural, or cross-functional moves.

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This Group Management Report is a combined management report. It contains the Group Management Report of the adidas Group and the Management Report of adidas AG.
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Declaration on Corporate Governance