Impact, Risk and Opportunity Management

S1-1 – Policies related to own workforce

At adidas, our policies serve as a foundational framework to guide ethical behavior, ensure compliance, and foster a respectful and inclusive workplace. We take a principles-based approach, aligning our policies with global standards, local regulations, and adidas’ core values. As a diverse company where 180 (2024:175) nationalities bring their uniqueness to work each day, we are united by our values of Courage, Ownership, Innovation, Teamplay, Integrity, and Respect. These values are embedded in our policies, which aim to safeguard employees’ rights, educate our workforce on acting with integrity and non-discrimination, and establish the necessary frameworks for a safe and empowering working environment. Each policy is designed to be clear, accessible, and actionable – articulated in a way that supports understanding across diverse roles and regions, enabling consistent application while allowing for contextual relevance.

Our human rights approach

adidas is committed to respecting human rights in accordance with the United Nations Guiding Principles on Business and Human Rights (UNGPs). We also draw on guidance from the Organisation for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises. adidas’ commitment embraces all internationally recognized human rights, including those contained in:

• the International Bill of Human Rights, consisting of the Universal Declaration of Human Rights, the International Covenant on Civil and Political Rights, and the International Covenant on Economic, Social, and Cultural Rights; and

• the International Labour Organization’s (ILO) Declaration on Fundamental Principles and Rights at Work. They include freedom of association, the right to collective bargaining, and the rights not to be subjected to forced or child labor or discriminated against regarding employment and occupation.

Where there is potential for adverse impacts on vulnerable people or groups, we will also consider other international standards and principles that elaborate on the rights of such individuals or groups, including Indigenous peoples, women, national, ethnic, religious, and linguistic minorities, children, disabled people, migrant workers and their families, and human rights defenders. Our considerations include, for example, the Convention on the Elimination of All Forms of Discrimination Against Women and the Convention on the Rights of the Child.

Our commitment to human rights is supported through an ongoing due diligence process to identify, address, evaluate, and communicate the risks of involvement with adverse human rights impacts. Our Human Rights & Environmental Due Diligence (HREDD) processes are also aligned with the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises. We are committed to providing for or cooperating in the prevention, mitigation, and remediation of adverse human rights we have caused or contributed to, and will seek to promote or cooperate in the mitigation and remediation of adverse impacts where we are linked to these through our business relationships. Moreover, our commitment is supported by key policies, including the adidas Workplace Standards – our supply chain code of conduct outlining our expectations on human rights and employment standards, including those regarding forced labor, child labor, discrimination, wages, benefits and compensation, working hours, freedom of association and collective bargaining, worker health and safety, and environmental practices. More details are provided in the S2 – Workers in the value chain chapter. See ESRS S2-1 – Policies related to value chain workers

Concerning human rights issues, adidas engages with its workforce both directly and through work councils. Details on how we engage with employees and provide open channels for communication and grievances are provided within this chapter. see ESRS S1-2 – Processes for engaging with own workers and workers’ representatives about impacts See ESRS S1-3 – Processes to remediate negative impacts and channels for own workers to raise concerns

As mentioned above, adidas’ human rights policy related to its own workforce includes safeguarding against human trafficking, forced or compulsory labor, and child labor. Further details on how we address these issues, including measures to provide and/or enable remedies for human rights impacts, can be found in this chapter. See ESRS S1-3 – Processes to remediate negative impacts and channels for own workers to raise concerns

S1-2 – Processes for engaging with own workers and workers’ representatives about impacts

adidas strives to engage all employees within our workforce, and we leverage our employees’ valuable feedback to improve our business and management. Through various communication and engagement methods implemented across our global organization and workforce, we seek diverse perspectives to identify, understand, and address any negative, positive, actual, or potential material impacts. adidas engages directly with its own workforce as well as workers' representatives. We incorporate our workforce's perspectives into decision-making and activities seeking to manage material impacts by gathering and integrating employee feedback into our strategic and operational processes. We present insights from various employee surveys to senior leadership and the Board, which inform action plans and shape initiatives to address identified concerns. For example, our employee listening survey outcomes are utilized and influence our strategies aimed at improving employee engagement and retention or feelings of inclusion and belonging.

We also integrate feedback from workers’ representatives and works councils into our management approach and practices. This collaboration ensures that employee concerns are addressed in the negotiation and implementation of company agreements, demonstrating adidas’ commitment to aligning its actions with the interests and needs of its workforce. Additionally, employee perspectives are directly integrated at the highest levels of decision-making through employee and union representatives on adidas' Supervisory Board. This representation ensures that employee interests are formally considered in strategic decisions. Outcomes of decision-making and how they were influenced by our engagement with the workforce are communicated to employees in a timely manner and on an ongoing basis. The forums and channels we use include global or local town hall meetings, our corporate intranet, company-wide email communication, our internal social media tool, leadership- or direct line manager-led communications, and function-specific communication streams led by functions such as HR or Finance.

General engagement with own workforce

All employees and teams at adidas are free to discuss any matter or material impacts and take steps to address areas of concern through relevant communication channels. We have established the following engagement methods to gain perspectives from employees on issues important to them while fostering an environment of respect – all measures are managed by the HR function, and ultimately the Executive Board Member Global Human Resources, People and Culture’s responsibility, except for townhall meetings, which are led by the CEO. The resources associated with the different engagement activities are not centrally measured.

Responsibility for engagement with own employees through workers representatives

In Germany, adidas’ most senior roles with operational responsibility for employee engagement and ensuring that results inform our strategy are the Executive Board Member Global Human Resources, People and Culture, HR Employee Relations, and the Head of Labor Relations.

In the other locations, workers’ representation is locally structured. The most senior role of the responsibilities differs depending on the size of the location in terms of employee count.

Responsibility for direct inclusion of employee representatives in management bodies

• Supervisory Board: Employee, Works Council, and union representatives are part of our Supervisory Board.

• Executive Board: The Executive Board Member Global Human Resources, People and Culture, representing employees and their needs.

S1-3 – Processes to remediate negative impacts and channels for own workers to raise concerns

At adidas, we are deeply committed to supporting our workforce and addressing any potential adverse impacts they may encounter. We maintain a robust framework of communication channels that empower employees to voice concerns safely and confidentially, reinforcing our dedication to transparency, accountability, and continuous improvement.

Channels for own workforce to raise concerns

adidas provides various channels through which its employees can raise concerns. These mechanisms were established by adidas itself (unless stated otherwise) and are available to all employees, regardless of their position or location. These reporting channels are made known to the employees during onboarding and are accessible on the company SharePoint and our corporate website.

Concerns related to material impacts may be raised through several internal resources, including an employee’s Line Manager, a HRBP, the HR Employee Relations team, or the Compliance team. In regions where legally required, Works Councils are also available to support employees. Furthermore, the Fair Play hotline and Fair Play webform offer a secure and anonymous option for reporting concerns.

Fair Play hotline and webform

The most formal way to raise a concern is through the Fair Play hotline or webform. They are provided by a third-party service provider who communicates directly with the reporter. They allow employees to raise concerns under their own name, anonymously, or semi-anonymously (their name is known to the service provider but not adidas). All concerns relating to harassment, discrimination, and retaliation are reviewed by the HR Employee Relations team to determine the most appropriate form of remediation. Within 48 hours of receiving the concern, HR Employee Relations contacts the reporter to schedule an intake call. During this call, the concerns are discussed with the reporter, and the appropriate form of conflict resolution, such as an investigation, is agreed upon.

adidas assesses the effectiveness of the Fair Play hotline and webform through usage metrics such as frequency of use, types of reports, and resolution times. Each year, adidas publishes statistics on Fair Play to help ensure our workforce is aware of and trusts these processes as a way to raise concerns and have them addressed. It also gives employees confidence that if they speak up, it will always be taken seriously and followed up with action.

We also have a non-retaliation policy to protect individuals who raise concerns from retaliation. Our Fair Play Code of Conduct clearly states that any adidas employee who reports a reasonable suspicion of an actual or potential policy violation is protected against any form of retaliation, regardless of whether their suspicion turns out to be valid. Conversely, any employee who retaliates or attempts to retaliate against a fellow employee who has reported or intends to report a suspected violation, including by pressuring or threatening them not to report, may face disciplinary action. Any employee found to have made a report with malicious intent may also be subject to discipline.

General approach for providing or contributing to remedy

We leverage various tools to resolve negative impacts on our workforce, such as concerns of harassment, discrimination, and retaliation. These tools, such as mediation, intervention, and formal investigation, are applied thoughtfully to ensure fair and effective outcomes. All HRBPs globally receive comprehensive training on the use of conflict resolution tools. It is the responsibility of the HR Employee Relations team and the relevant HRBP to ensure that any issues are addressed and resolved effectively, utilizing the most appropriate tools and approaches for each situation.

Once a concern has been reported via the Fair Play platform, it is documented and managed within the Case Management System (CMS). The CMS serves as a centralized repository for all relevant case documentation, enabling consistent tracking and oversight. By monitoring individual cases, adidas is able to identify patterns and proactively address emerging issues. Introduced in December 2023, the CMS began supporting data collection in 2024 to further enhance reporting capabilities and generate actionable insights.

CMS investigation process

• Intake: After an allegation was reported, an investigation plan is developed to define the scope and outline the steps of the investigation. As part of the initial phase, an intake interview is conducted with the reporter to gather relevant information and better understand the nature of the concern.

• Investigation

• Outcome: The investigation report includes a conclusion as to whether the allegation has been confirmed or not, along with a clear recommendation for measures. These measures are then implemented by the business area.

• Documentation

• Aftercare: As part of the resolution process, the reporter and relevant witnesses are contacted, if required, to confirm the outcome of the investigation. The extent of information shared regarding the measures taken is determined by factors such as the nature of the case, the concerns raised, the actions implemented, and the applicable legal framework.

As mentioned earlier, our approach to remedy negative impacts also involves collaboration with ERGs and works councils. This includes regular engagement through dedicated meetings to ensure employee concerns are heard, understood, and appropriately addressed. In Germany, employee complaint cases brought to the knowledge of the Central Works Council are picked up through the HR Relations Lead, HR Employee Relations, or a respective HRBP for further processing. For specific topics, such as performance appraisal escalation processes or off-campus working, company agreements detail the conflict resolution process and procedures. We strive to continuously improve these processes by reviewing our policies and procedures regularly, which also includes incorporating feedback from employees and parties who were negatively impacted.

S1-4 – Taking action on material impacts and approaches to managing material risks and opportunities related to own workforce

adidas is deeply committed to managing the material impacts, risks, and opportunities associated with our workforce and invests significant time and resources into these efforts. These efforts include having dedicated functional Centers of Excellence and a global HRBP network across all locations to support execution and implementation of actions. Functional HR teams who directly contribute to development of actions include HR Compensation and HR Rewards, HR Labor and Employee Relations, HR Transformation & Solutions, HSEE (Health & Safety, Environment, and Energy), and HR Talent with support of other functions.

Working conditions

Secure employment

adidas promotes secure employment by maintaining a low proportion of temporary contracts and prioritizing internal mobility for employees impacted by organizational changes. In cases of business transformation, reorganization, or other structural changes, we strive to safeguard employment by offering affected employees alternative internal opportunities that align with their existing or transferable skill sets.

Working time

adidas provides flexible working models and fosters leadership capabilities that support work-life integration, and family-oriented services. adidas offers both part-time and full-time employment contracts, with working hour adjustments managed in line with local legislation. For parental leave, we provide flexible re-entry programs and unpaid bonding leave, allowing new parents to take up to six months off and gradually reintegrate into work life. In addition to statutory leave entitlements – such as annual, maternity, paternity, and parental leave – we offer further time-off options, including sabbaticals and leave to care for close family members. To support employees during key life events, we also provide additional leave for occasions like marriage, caregiving, and relocation, tailored to local laws and country-specific needs.

Our commitment to flexibility extends to work locations through our Remote Working Concept and Working from Elsewhere Policy. The Remote Working Concept enables corporate employees to work from home for a portion of their time – defined individually by each market – while giving them the flexibility to manage their daily schedules independently. Additionally, the Working from Elsewhere Policy enables corporate employees to work from locations outside their designated office for up to ten days per year.

To ensure continuous improvement and accountability at adidas, we regularly review key people metrics such as employee fluctuation, temporary vs. permanent contracts and full-time vs. part-time work ratios, and others. These indicators are reviewed by senior management and supplemented by targeted analyses to support strategic decision-making.

Adequate wages and compensation approach

Our global rewards compensation programs are designed to ensure all employees are paid competitively for the role they perform. Our compensation management approach comprises various elements that help ensure the following:

• all employees are assigned a job role using a global job architecture based on their job profile, ensuring we can compare jobs on a like-for-like basis

• a salary range, which is assigned to each job role, is created using external market data

• compensation of employees is based on their job role and the associated salary range, independent of gender or any other diversity criteria

• upon hiring or in cases of position changes – such as lateral moves, promotions, or demotions – individual salaries are determined based on the salary ranges for the respective job roles, taking into account the employee’s relevant experience for the job role

• these criteria are also applied during annual salary reviews to ensure consistency and fairness.

We track the impact of our compensation management approach, especially salary reviews, through management reporting tools. They monitor employee positioning within salary ranges, budget allocations, and, if applicable, investments needed for pay equity, while including an annual gender pay snapshot. We work closely with relevant legal/employee representative bodies to analyze overall pay positioning.

Freedom of association, the existence of Works Council and the information, consultation and participation rights of workers

adidas is committed to fostering open and constructive dialogue with employees and their representatives, fully respecting their right to freedom of association and to join representative organizations. Where recognized, these organizations may engage in collective bargaining. In Germany, employee participation is further supported through established works councils and formalized rights to information, consultation, and involvement in decision-making processes. Additionally, consultation with works councils is integrated into our decision-making processes, helping identify and shape required actions.

Collective bargaining

We are committed to an open and constructive dialogue with all people employed by adidas and, where applicable, with their representatives. Our employees are free to join organizations of their choice that represent them consistent with local organizing laws. These organizations may, if recognized as the appropriate agent, engage in collective bargaining according to applicable law. Employees who act as representatives are neither disadvantaged nor favored in any way. In locations where employees have decided not to appoint representatives, we promote direct and open communication between employees and management.

Work-life balance

For parental leave and re-entry, we have programs in place to provide employees with advice early on and options for their return to work, taking into consideration flexible working hours and work locations. In Germany, employees returning from parental leave are entitled to reinstatement in their original positions, which are covered on a temporary basis during their absence. If the original position has ceased to exist, employees are guaranteed placement in an equivalent role. In the US, in addition to the standard paid parental leave for birth-giving mothers (up to 8 weeks at 70% of salary), adidas also offers 14 weeks of paid parental leave at 100% of salary for both birth-giving and non-birth giving parents. Additionally, our parental leave policy allows parents to take up to six months away from work within the first 12 months after their child’s birth or placement. In Latin America, adidas offers an extended parental leave policy, granting mothers 24 weeks of paid leave and fathers or partners 20 paid days, with additional flexibility for mothers to reduce working hours for one month before and after maternity leave. This benefit applies to same-sex couples as well as trans and non-binary people, after signing a declaration stating that they are the main caregiver of the baby. This principle also benefits heterosexual employees that become parents through adoption processes.

Health and Safety

At adidas, we recognize physical, mental, and social well-being as essential to sustainable performance. Our holistic approach focuses on prevention, education, and support, offering inclusive programs tailored to diverse employee needs.

• To prevent risks of work-related injuries, adidas carries out risk assessments across all locations – offices, DCs, own retail stores – every two years or following changes or incidents, including pre-opening checks for buildings and machinery.

• Health and safety trainings are regularly conducted and cover topics such as safe work practices, hazard identification, incident response and general well-being. Our mental health initiatives, include psychosocial risk assessments and a Mental Health Compass – a centralized resource which contains curated content, workshops, and tools for self-care, team support, and leadership awareness.

• Regarding the remediation of existing actual health and safety impacts, all corporate and retail accidents that occur are investigated and findings are shared globally with relevant stakeholders. Additionally, solution recommendations are provided that are in accordance with the adidas H&S Manual to prevent accidents’ reoccurrence.

• adidas provides coverage for work-related injuries and illnesses, which may include workers’ compensation and other medical support. These offerings are available globally, regionally, or locally, and may be statutory or supplemental, depending on market-specific needs and regulations.

• To support a healthy lifestyle and mental well-being, adidas offers a broad range of sports activities, events, and facilities, including corporate gyms at many global locations. Office buildings are equipped with lockers and showers to help employees integrate exercise into their day. In response to hybrid work needs, we provide both local and virtual programs that promote teamwork and wellness, such as hybrid sports classes, medical and psychosocial consultations, digital disconnection tools, and sessions on well-being.

Equal treatment and opportunities for all

Gender equality and equal pay for work of equal value

Our ambition is to identify and monitor pay gaps, and to take concrete measures to close them. We have been analyzing our gender and equity pay gap data on a regular basis for several years.

Our global rewards compensation programs are gender agnostic and unbiased. This has a positive impact on gender pay equity at adidas.

In addition to reporting remuneration metrics in accordance with ESRS, we are preparing for the implementation of the EU Pay Transparency Directive. We will implement it according to country legislation, invest in advanced reporting tools, and align our own internal policies and procedures.

To prepare for the upcoming national legislation on the EU Pay Transparency Directive, we are planning or have already established a number of measures:

• Europe-wide HR working group to monitor national legislations and share best practices

• Participation in external networks

• Implementation of an internal reporting tool to measure metrics set out by the Directive

• Assessment of internal data and structures for readiness

• Where necessary, adaptation of talent acquisition processes and procedures

Training and skills development

At adidas, we offer a variety of training and skill development programs, combining formal and informal learning opportunities. Our wide range of ongoing formal learning initiatives is designed to support the continuous growth of our employees and to strengthen our leadership pipeline.

• Leadership development experiences: Interactive learning sessions designed for every level of management across all markets and functions. They include our People Leader Essentials (PLE), Manager Development Experience (MDE), and Director Development Experience (DDE).

• adidas Functional Academies: To address evolving business needs and avoid skill gaps, adidas offers targeted functional learning, which content is continuously updated in collaboration with internal and external experts to reflect market trends and employee needs. adidas ensures that its employees are equipped to perform and adapt in a fast-changing market through regularly reviewed and updated learning programs.

• Global High Potential (GHIPO) Program: The GHIPO program gives us the opportunity to identify and develop global leaders who are ready to step up their leadership responsibilities. It aims to strengthen the participants’ business acumen skills, build peer relationships, and provide cross-functional and cross-cultural exposure. Through continuous investment in the growth and development of GHIPO participants, adidas strengthens its leadership succession pipelines across global and local levels. This investment in talent development helps employees enhance their performance and career growth, leading to increased loyalty and retention.

• adidas 360°: This tool involves soliciting feedback from multiple sources, including managers, direct reports, and other stakeholders, to gauge how senior leadership’s behavior is perceived. It provides valuable and critical feedback, driving both professional and organizational growth.

Our informal initiatives include a global mentoring program and networking through the adidas Virtual Café. These learning offerings enable employees to connect with others with similar interests and development goals. When participating in our informal learning offerings, over 90% of employees said it made them feel more connected to the people and culture at adidas and would recommend the program to others.

Our global performance development approach, #MYBEST, continued to be a key enabler of our high-performance culture. In 2025, we focused on enhancing our quality performance conversations, enabling our people to set clear performance expectations, engage in continuous feedback, and provide holistic, fact-based, and inclusive assessments.

Employee learning opportunities are aligned with adidas’ strategic objectives and cultural mindset, as identified through learning needs assessments conducted by academies and senior business stakeholders. We also use employee surveys to capture relevant insights. Every year, we conduct interviews and present a summary of findings to senior stakeholders to prioritize additions to our learning portfolio for the year.

Employment and inclusion of persons with disabilities

At adidas, we are committed to fostering an inclusive work environment where every individual is treated with dignity and respect. We actively work to prevent discrimination of any kind, whether based on gender, socio-economic background, beliefs, or other personal characteristics. To address this, adidas has introduced education and upskilling sessions for leaders, equipping them with inclusive leadership competencies. ‘Leading with Inclusion’ program’s impact since beginning of 2025 is reflected in the following results:

• over 160 (2024: 160) executives (S level) successfully completing the Inclusion for Transformation workshops

• over 600 (2024: 300) leaders of our middle management (M1 and M2 level) have also participated in and completed the Managing Inclusion workshops

• adidas introduced self-service options to ensure all employees are aware of the basics of inclusion and belonging through the availability of various learning resources and tools.

Our Executive Council for Inclusion and Belonging comprises a diverse group including all members of the Executive Board and leaders from each market, and it has continued its work since 2024 to increase accountability for global initiatives, address emerging issues impacting our brand, and drive the execution of our inclusion and belonging strategy. Within their individual functions and markets, Council members have committed to providing solutions to inclusion and belonging challenges and identifying and removing cross-functional and market barriers.

adidas has identified the risks of not addressing diversity, which include losing competitiveness in the job market. We are continuing a disability hiring project led by HR Talent that will address these risks. It will allow us to evaluate options, collect and monitor disability related diversity data globally and locally to understand representation, increase disabled representation in a legally compliant manner, and ensure workspaces are inclusive to disabled employees. We consider external benchmarks and developments when setting goals and defining the relevant measures. In addition to complying with local legislation, this project will help create a greater sense of belonging among employees.

Measures against violence and harassment in the workplace

adidas leverages various tools to resolve negative impacts on its workforce relating to violence, harassment, discrimination, and retaliation. These tools include coaching, mediation, intervention, and investigation. Globally, all HRBPs are trained in using these tools on an annual basis. The HR Employee Relations team and relevant HRBPs are responsible for ensuring that any potential situation is remediated using the most appropriate conflict resolution tool. More information is provided in this chapter: See ESRS S1-3 – Processes to remediate negative impacts and channels for own workers to raise concerns

To uphold a safe and inclusive workplace, discrimination and harassment cases are followed up with impacted individuals and tracked. This tracking enables a proactive analysis to help us identify trends and areas for improvement.

Diversity

adidas is committed to fostering a culture of inclusion and belonging to ensure we continually attract, develop, and retain top talents from our diverse markets. Through structured initiatives such as targeted leadership programs, recruiting efforts, and employee-led groups, we create equal opportunities for all employees to thrive.

• ‘ElevateHer’ is a one-year accelerated journey to develop and advocate for the advancement of talented and high-potential women. It offers sponsorship, exposure and connection opportunities, and practical learnings to amplify skillsets and confidence. We launched the program in October 2024 across all our markets and paired each of the 82 participants with a senior leader. ElevateHer opens doors to new opportunities, and advocates for participants’ growth within our organization. The program tracks the participants’ retention and development rates (both vertical and horizontal) compared to the rest of the organization. The first round of the program concluded in October 2025, marking a successful pilot in which 20% of the participants experienced growth or career advancement. Based on this strong outcome, the program will continue in 2026.

• We continued supporting and expanding our ERGs throughout the company by developing a new framework and operating model. ERGs are employee-led networks that give employees with differing backgrounds and perspectives communities of belonging and togetherness. We have 34 ERGs worldwide, as well as diversity ambassador teams focused on diversity dimensions such as ethnicity, gender, LGBTQIA+, experienced generation, faith, disability, and mental health. Participation in these groups is voluntary and open to all employees.

• Since 2022, our HR team has been committed to delivering three ‘cultural moments’ globally, in addition to any relevant local moments. We activate against the following global moments:

  • March – International Women’s History Month

  • June – Pride

  • October – Global Week of Inclusion

  Each of these cultural moments is structured around three consistent components that shape our global storytelling and employee engagement approach: inform (updates on progress and new initiatives), inspire (panel talks, videos, articles, and immersive experiences), and educate (inclusion and belonging training materials for employees).

• Local moments vary by market and by year and include Lunar New Year, Asian American and Pacific Islander Heritage Month, Black History Month (in the United Kingdom, Netherlands, and US), International Day against Homophobia and Transphobia, Juneteenth, Latin Afro-American, Afro-Caribbean, and Diaspora Women’s Day, Amsterdam Pride, Hispanic Heritage Month, World Mental Health Day, Race Day, Transgender Day of Remembrance, and International Day of People with Disabilities. In addition, we acknowledge other cultural moments on an ad-hoc basis through a channel on our internal social media tool.

adidas uses HR management reports to track progress monthly. This data provides insights into the achievement of targets and identifies any emerging issues, such as shifts in female senior leadership representation. We also conduct comprehensive equal pay reviews to monitor gender pay equity.

Processes through which adidas identifies what action is needed and tracks the effectiveness of the actions

adidas regularly reviews key HR KPIs, such as recruitment experience, engagement, women in leadership, and training participation, to guide strategic actions. Senior management evaluates performance trends and initiates targeted measures when needed.

The ELS survey provides team-level feedback on areas managers can directly influence. Results guide local action planning, supported by tailored resources. By analyzing action plans and conducting interviews, we identify trends and gaps, enabling accountability, targeted support, and continuous improvement. With the current change in the company’s operating model, the approach is being redesigned to enable markets to take more tangible actions based on the ELS result. The new approach allows for further flexibility and localization of the survey, insights, and actions. The new approach was piloted in two markets in 2025 to gather additional feedback and tailor it further to local needs before launching it globally to all regions later in 2026.

Enterprise-wide risk management procedures further support decision-making through semi-annual assessments of risks and opportunities across areas like health and safety, diversity, skills development, and inclusion. When current measures fall short, additional actions are implemented. Review outcomes are shared with senior leadership and inform our materiality analysis for the Sustainability Statement, reinforcing adidas’ commitment to transparency, data-driven decisions, and continuous progress. See Risk and Opportunity Report

How adidas ensures that its own practices do not cause or contribute to material negative impacts on its own workforce

The Global Privacy Management Policy states our privacy ambition: adidas is committed to complying with all relevant privacy laws and regulations and will actively work to identify and close privacy gaps.

The following internationally recognized privacy principles are part of our Global Privacy Framework and shall be applied in the light of applicable local privacy law and regulations:

• Accountability: The Global Privacy Framework ensures alignment between business strategy and privacy principles and records how we implement the Executive Board’s privacy commitment.

• Lawfulness and fairness: We are committed to lawful, fair, and transparent processing that ensures individual rights can be effectively exercised.

• Purpose specification and limitation: We will ensure our data collection and use is limited to appropriate and defined purposes.

• Data minimization: Personal information we collect will be limited to meet the purpose of the collection and we will consider pseudonymization, if and where appropriate.

• Use and disclosure: We will establish a culture and practice of respecting privacy in the way we use and share personal information, both within adidas and with third parties.

• Security: We will implement appropriate technical and organizational safeguards to assure the integrity, availability, and confidentiality of personal information we store and process.

• Data management: Our data management capabilities will ensure adequate data quality, avoid excessive data retention, and enable privacy principles from a technical perspective.

Any activity that could or does involve the processing of personal information must complete a Privacy Impact Assessment to identify significant privacy risks in high-risk processing activities, define measures to mitigate these risks, identify further privacy requirements imposed by local laws or regulations, and convert risk-mitigating measures and further requirements or opportunities into comprehensive implementation criteria to be signed-off and implemented by the Privacy Action Owner. The Global Privacy Officer is responsible for taking action in the event of a privacy breach.