Metrics and Targets

S1-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Working conditions

Health and safety

The development of our workforce health and safety targets is guided by our H&S Manual, ISO 45001 (Occupational H&S Management System) certification, and the ESRS. The certification of ISO 45001 is issued by the German accreditation office DAkkS (Deutsche Akkreditierungsstelle), and the compliance with the standard is audited by an external auditor. The 2025 targets were developed in cross-functional and global working groups involving multiple stakeholders. Additional KPIs were formulated within the health and safety network across all markets and global HSEE team and were agreed upon and approved. Every location tracks its own performance. We monitor performance against current data and continuously enhance our insights through the HSEE operations data strategy. 2026 marks the conclusion of our 2025 targets and the launch of our next five-year objectives with targets for 2030. See ESRS S1-14 – Health and safety metrics

Equal treatment and opportunities for all

Women in leadership

adidas is committed to increasing female representation in leadership positions and furthering equal employment opportunities. We have established a policy and set measurable, aspirational targets to help us realize our ambitions for gender balance. We are committed to increasing the global share of women in leadership positions (Director level and above) to achieve a gender balance of 50% by 2033, from a 2023 baseline of 39.6%. SEE ESRS S1-9 – diversity metrics

Data on women in leadership is tracked monthly and on a quarterly basis to understand pipeline issues. Progress toward our women in leadership ambition is shared annually with all employees during Women’s History Month and reviewed quarterly to ensure ongoing monitoring of opportunities and challenges. As part of this ongoing transparency and engagement, the latest results were also shared with all employees in March 2025.

Equal pay

adidas has set a global target of maintaining the equal pay gap level below 5%, which is supported by our Rewards Strategy. Based on our current calculation methodology, our current overall equal pay gap is below 1%, and we are committed to reducing it further. This target is tracked continuously. Equal pay gap is an aggregated like-for-like comparison which considers employees in the same country and on the same grade.

Maintaining close collaboration between involved functions (HR Rewards, HR Talent, and HR Business Partners) as well as investing in a specific internal reporting tool will continue to help us expand our methods and analyses toward more granular population data, calculate investment budgets, and invest in salary adjustments to close existing gaps, where needed. see ESRS s1-16 – reMuNeration metrics

S1-6 – Characteristics of the undertaking’s employees

The total number of employees, reported by headcount and broken down by gender, can be found in the table below.

The total number of employees, reported by headcount and broken down by gender, and limited to countries where adidas has 50 or more employees, which represent at least 10% of the total global workforce, can be found in the table below.

The tables below present the total number of employees by headcount, along with a breakdown by contract type. Additional details on gender and country distribution are also provided.

The numbers are reported in headcount and extracted from the central system. They reflect the actual headcount as of December 31, 2025.

Our part-time employment contracts often include employees who, due to different circumstances, require flexibility around their working time. Part-time work is an effective way to balance professional and family responsibilities as outlined in our Job Security Company Agreement. See ESRS S1-4 – Taking action on material impacts and approaches to managing material risks and opportunities related to own workforce

Employees with non-guaranteed hours are not contractually entitled to a minimum or fixed number of working hours. While they may be expected to remain available for work as needed, the employer is under no obligation to provide consistent scheduling. As shown in the table, this type of employment is not widely practiced at adidas and tends to be more prevalent in specific markets, such as North America and certain emerging regions, due to local employment customs and regulatory frameworks.

During the reporting period, a total of 16,994 (2024: 17,711) employees left adidas, resulting in an employee turnover rate of 27.6% (2024: 30%). This total figure reflects terminations across all four employee groups – Corporate, Distribution Center, Production, and Retail.

Data is sourced from the company’s global HR system as of December 31 of the respective year. The termination date reflects the final day of the contractual employment relationship. Terminations encompass both voluntary (employee-initiated) and involuntary separations, including those initiated by adidas or resulting from the death of an employee. Turnover is calculated across the reporting period by dividing the total number of terminations over the course of a calendar year by the average headcount for a given calendar year.

The following tables provide an overview of adidas’ full- and part-time employees, broken down by gender and region.

S1-8 – Collective bargaining coverage and social dialogue

The percentage of adidas employees covered by collective bargaining agreements is at 22% (2024: 18%).

Data on collective bargaining coverage is collected at a country level. With a status as of November 30, 2025, the number of employees covered by a collective agreement is provided by the designated HR lead within each respective legal entity. The list of adidas legal entities is sourced from the Supervisory Board Office and cross-referenced with the previous year’s data to ensure accuracy and completeness. Oversight of this metric is maintained by an HR team based at headquarters, ensuring global alignment and governance.

Following the ESRS requirement, significant workforce in a specific country is defined as having at least 50 employees by headcount, representing at least 10% of the company’s total number of employees.

Collective bargaining agreements in the European Economic Area (EEA)

adidas has a significant number of employees in only one country within the European Economic Area (EEA) – Germany. Accordingly, collective bargaining coverage aligns with the German context and stands at 57.6% (2024: 53.3%). For the remaining employees subject to the German Co-Determination Act, agreements are in place with local works councils to ensure representation and compliance. Collective bargaining rights apply to all professional and management employees (P- and M-level grades), while executive employees (S-level grades) are governed by individual contractual arrangements and internal policies. adidas decided to change its membership in the employers' association HDS/L to a non-tariff-binding membership, effective September 2025. This change had no direct impact on the employee’s terms of employment and did not affect the collective bargaining coverage rate.

Outside of Germany, procedures are aligned with respective national legislation, ensuring local compliance and consistency in employee representation.

Collective bargaining agreements outside of the European Economic Area (EEA)

China and the USA are non-EEA countries with a significant adidas workforce. The adidas workforce in these countries is not covered by collective bargaining agreements.

S1-9 – Diversity metrics

In 2025, we continued to advance our inclusion and belonging efforts. In line with our global ambition to achieve gender balance in leadership positions by December 31, 2033, we further strengthened the pipeline of female talent for senior roles across all markets. As of December 31, 2025, women held 40.7% of leadership positions at Director level and above globally, with 1,377 (2024: 1,441) women and 2,004 (2024: 2,097) men in these positions. The proportion of female executives (S-level leaders) remained stable in 2025 compared to the previous fiscal year, reflecting a sustained commitment to achieving gender balance at the highest levels of leadership.

The following table provides an overview of the distribution of employees by age group, divided into the categories of under 30 years old, 30-50 years old, and over 50 years old:

The methodology is the same as described above regarding the characteristics of adidas’ workforce.

S1-10 – Adequate wages

All adidas employees are paid an adequate wage.

We mainly used data of our own HR systems and other available data sources.

S1-14 – Health and safety metrics

S1-16 – Remuneration metrics (pay gap and total remuneration)

Pay gap

We are committed to fostering a culture of gender equality and equal pay for equal work. Therefore, we have developed and implemented the various policies, actions, and targets outlined in this report. To measure our progress and ensure we make well-informed decisions, it was first necessary to have clearly defined metrics and an in-depth understanding of the generated data.

Following our commitment to equal pay for equal work, we first calculated the equal pay gap. It provides a like-for-like comparison that considers employees in the same country and on the same grade. Then applying a weighted average to all calculated pay gaps leads to an overall aggregated equal pay gap of below 1.0% (2024: <1.0%). This result highlights our efforts to achieve pay equity and our commitment to addressing any disparities.

However, the pay gap calculation logic as per the ESRS is based on a ‘gender pay gap,’ expressed as per below formula:

The result of this formula reflects the average pay difference between male and female employees, expressed as percentage of the average pay level of male employees across all functions, countries, and grades of our organization. The resulting gender pay gap according to ESRS is 12.4% (2024: 13.3%), mainly influenced by our share of women in leadership positions. If this share grows while we strive to achieve our women in leadership ambition, the gender pay gap according to ESRS is expected to decline, while an equal pay gap may be relatively insensitive to it.

We used our employees’ hourly contractual/target Total Direct Compensation (TDC) data as per the key date of December 31, 2025. All active employees were included.

Total remuneration

To calculate the total remuneration metric, the median compensation of all employees was determined based on their annual contractual/target direct compensation (TDC), i.e., contractual base pay, target short term bonus (STI), and target long term bonus (LTI). We used our employees’ annual contractual/target TDC data as per December 31, 2025, projected to a full time employment. All active employees were included. All remuneration components (including typical benefits in cash/in kind) were then determined for the person with median remuneration. We then compared the total actual remuneration of this person with the total actual remuneration of the highest paid individual in 2025. Per the Disclosure Requirements of ESRS, the following formula is applied for the annual total remuneration ratio:

Based on the above formula, the annual total remuneration ratio of the highest-paid individual to the median annual total remuneration for all employees is 185 (2024: 177). This ratio is heavily influenced by adidas’ global footprint and the high share of retail-related roles within the company. When comparing total actual remuneration to the average among employees in Germany in 2025, as disclosed in our Compensation Report, the ratio is 61 (2024: 63). Due to our workforce in many locations around the world being paid in multiple currencies, the remuneration metrics under S1-16 are also influenced by year-on-year changes in foreign exchange rates. ADIDAS-GROUP.COM/COMPENSATION

S1-17 – Incidents, complaints, and severe human rights impacts

In total there were 1,415 (2024: 1,246) incidents filed (via the Fair Play channels) relating to our own workforce in 2025. Of these, 1,254 (2024: 1,049) incidents (including harassment and discrimination) relate to working conditions or aspects that fall within the scope of ESRS S1-17.

In 2025, 182 (2024: 145) discrimination-related incidents were recorded, including harassment. This total comprises 108 (2024: 86) reports of harassment and 74 (2024: 59) reports of discrimination. Each case was thoroughly investigated in line with internal protocols. Following these investigations, 26 (2024: 22) harassment cases and 21 (2024: 15) discrimination cases were substantiated within adidas’ own operations. Confirmed incidents were addressed in accordance with our Consequence Management Policy, underscoring our commitment to fostering a respectful, inclusive, and safe workplace environment.

In the context of the stated incidents, there were no material fines, penalties, compensation for damages, or sanctions imposed on the company in 2025.

adidas is made aware of any incidents or concerns through our Fair Play channel. This channel can be used by employees and external stakeholders to raise any kind of concerns, including human rights violations. The information on incidents raised, investigations conducted, and their outcomes is maintained in our Case Management System (CMS). The CMS data can be extracted to report on incidents and outcomes. Every year, all market/country legal representatives are asked to confirm any fines, sanctions, or compensations paid in the year under review. This can be compared to CMS data to ensure accuracy and completeness.