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Volhoubaarheid analise oor Adidas Groep
Information Systems 214
Dosent : Mev Liezl Smith
Datum : 16 April 2016
Inhoudsopgawe | Bl.	| | | Inhoudsopgawe	| i	| Lys van figure	| ii	| Afdeling A	| 1	| Afdeling B	| 4	| Verwysingslys	| 6	| i i
Figuur 1 : Adidas groep volhoubaarheid mikpunte (Burger, 2014) Bl. 6
ii ii Afdeling A
Volhoubaarheid is deesdae byna die belangrikste aspek van ‘n besigheid. Dit is die aspek waarna beleggers kyk voordat hulle in jou maatskappy belê. Verbruikers neem dit ook baie ernstig op.
Ek gaan navorsing doen oor verskillende aspekte van volhoubaarheid en dit dan toepas op die Adidas Groep.
Belanghebbendes verskaf bruikbare inligting oor sake wat belangrik is vir hulle, insluitend ekonomiese, omgewingsfaktore en sosiale kwessies wat ook die vermoë van die organisasie om waarde te skep beïnvloed.
In die 25 jaar vandat aandeelhouer teorie begin het om in die besigheid etiek en bestuur literatuur ernstig aandag begin trek het, het sekere punte van twis prominent kop uitgesteek. Die publiek het begin uitvra oor wat presies aandeelhouers is en hoe hulle beskerm word. Daar is wel een onderwerp wat nie tot onlangs die regte hoeveelheid aandag gekry het nie. Hierdie onderwerp is die bestemde aard van betrokkenheid van maatskappye met hul belanghebbendes. Dit lyk of besighede dit vanselfsprekend aanvaar om die aandeelhouers op te saal met die besigheid se verpligtinge. Dit was publiek aanvaar as minimale voldoende morele optrede.
Onlangse skandale in die besigheid omgewing het daartoe gely dat mense meer geneig is om te let op die etiese optrede van besighede en hul werknemers se morele standaarde. Daar is ‘n bekommernis oor wat die presiese aard van die maatskappye en belanghebbendes se verpligtinge en oor die verskil van die krag tussen die belanghebbendes die uitkoms onnodig beïnvloed nie. Dit is dus belangrik dat die regte vrae gevra word en die regte reëls opgestel word om die besigheid en die belanghebbendes in lyn te hou. 1
Verslagdoeningspraktyke Omvattende en periodieke verslae is nie net belangrik vir die inligting wat hulle openbaar nie. Hulle is bewyse van goeie rekeningkundige praktyke en tegniese kapasiteit. (Resource Governance Index: Reporting Practices, 2013) Daar moet gefokus word op materiële kwessies en die verslag moet met die mense praat. Die verslag moet verstaanbaar wees vir alle teikengroepe wees van die maatskappy. Werk doeltreffend saam met jou vennote. Kry die inligting by jou verbruikers deur meer inspirerend te dink as net ‘n volhoubaarheidsverslag. Die verslagdoeningsproses het die mag om nuwe doelwitte te inspireer. Deur die lees van die proses as 'n instrument vir verandering, eerder as 'n jaarlikse las, kan maatskappye die verslagdoeningsproses gebruik om volhoubaarheid denke verder te integreer in die hele organisasie. Die verslagdoeningsproses bied 'n wonderlike geleentheid vir projekbestuurders om beter verhoudings met kollegas te bou op alle organisatoriese vlakke en in alle korporatiewe funksies. In hierdie sin, verslagdoening help diegene, wat die proses bestuur, hul eie ‘persoonlike handelsmerk’ te bevorder met sleutel interne belanghebbendes en versterk die belangrikheid en waarde van die volhoubaarheid funksie binne in die maatskappy.
Korporatiewe Identiteit Korporatiewe identiteit word dikwels gesien as 'n versameling van visuele elemente wat gebruik word in verskeie aansoeke om die beeld van 'n organisasie te bevorder. (Stellenbosch University, n.d.) 2
Meeste maatskappye sukkel om sterk identiteit te ontwikkel omdat die meeste organisasies, in plaas van die beantwoording van die fundamentele vrae oor hoe hulle waarde vir kliënte te skep en wat hul strategiese doelwitte van daar af is, probeer hulle om tred te hou met die mark deur die voortsetting van menigte van die algemene ontkoppelde organisatoriese veranderinge . Die probleem is een van onsamehangendheid: In hul lopie vir groei, vind maatskappye dat hulle dikwels so baie verskillende segmente van die kliënte bedien en so baie verskillende behoeftes met ontkoppelde produkgroepe, vermoëns, en strategieë dat dit onmoontlik is om te bepaal waaroor die maatskappy eintlik gaan. En hoewel sulke maatskappye OK by baie dinge kan wees of kan groot op 'n stadium in hul groei gewees. Hierdie ly tot ‘n gebrek om te fokus om werklik uitstekend te wees op enige iets in die lang termyn.
Organisatoriese praktyke en kultuur
" 'n Patroon van gedeelde basiese aannames dat die groep leer terwyl hulle probleme oplos... wat goed genoeg gewerk het om as geldig in ag geneem te word en dus die korrekte manier om nuwe lede te leer waarneem, te leer dink en te leer voel met betrekking tot hierdie probleme " (Schein, 1992, Organizational Culture and Leadership, Jossey-Bass)
Interne praktyke is die innerlike werking van die organisasie wat werknemer verhoudings, interaksies en prestasies beïnvloed. Omdat hierdie organisatoriese praktyke die naaste aan die kern kultuur is, sal die ‘n aanpassing met betrekking tot die bestendigheid van die organisasie met die kern kultuur 'n groot impak op organisatoriese se sukses hê. Interne praktyke sluit die struktuur van die organisasie se werk titels, hoe werk georganiseer word en die stelsels vir hoe om die werk te doen; werwing en keuring; opleiding en ontwikkeling; prestasiebestuurstelsel; interne kommunikasie en tegnologie in.
Eksterne praktyke bepaal hoe jou organisasie vaar in wisselwerking met buitestaanders - diegene wat nie werknemers is nie. Eksterne praktyke sluit jou kliënte en markte; die produkte en dienste wat jy aanbied; en jou verskaffers, handelaars en vennote in.
Die kern kultuur beginsels is betekenisloos as dit nie geinkorporeer word by hierdie werk praktyke (interne en eksterne) nie en gedemonstreer deur beide werknemers en leiers nie. Wanneer aksies by die beginsels pas, versterk dit die gedrag wat daardie kern kultuur beginsels onderhou.
Adidas Groep is een van die volhoubaarste firmas op die planeet. Vir 2016 vat hulle die 5de plek van al die wêreld se maatskappye op die volhoubaarheidslys (Dill, 2016). Alhoewel hulle meestal volhoubaar is, erken daar dat daar nog baie mikpunte is wat hulle wil behaal. In die volgende figuur (Figuur 1), word daar verwys na Adidas se 4 pilare van volhoubaarheid.
Figuur 1 : Adidas groep volhoubaarheid mikpunte (Burger, 2014)
Adidas het ‘n baie goeie verhouding met hulle werknemers. Daar is in 2012 ‘n SMS sisteem geskep waar werknemers vrae kan vra, voorstelle maak of hulle ontevredenheid kan uitlig. Aan die einde van 2015 het 263 000 werknemers reeds al toegang gehad tot hierdie SMS sisteem. Adidas kan dit nog baie verbeter en baie meer werknemers die toegang gee tot hierdie sisteem of waar dit onmoontlik is kan hulle ander sisteme in plek sit vir die werknemers.
Daar is verskillende projekte begin wat werknemers in kennis stel van die belangrikheid van ‘n gesonde werksomgewing. Baie moeite word gedoen om hul werknemers ingelig en bewus van hul regte te hou.
Aandeelhouers en die maatskappy self doen al twee baie moeite om die besigheid so volhoubaar moontlik te maak.
Die volhoubaarheidsverslag van Adidas word opgestel op ‘n baie praktiese en maklik verstaanbare manier. Dit is baie maklik om dit te bekom en daar word baie inligting deurgegee. In die verslag word weer gegee presies wat hulle beplan om te doen, watter projekte hulle wil aanpak, watter produkte hulle mee besig is, hoe hulle vorder met aangaande projekte, of daar al voldoen word aan die mikpunte wat gestel is en of hulle beplan om nog voort te gaan met sekere projekte.
Daar word gereeld sosiale nakoming en omgewingsfaktore oudits op Adidas se verskaffers uitgevoer. Self 49% van hul verskaffers is in 2015 geoudit. Dit sal ‘n ideaal wees as al hul verskaffers geoudit kan word. Dit is nie een van Adidas se prioriteite om al hulle verskaffers te laat oudit nie. Dit kan beslis verbeter word.
Adidas het ‘n baie goeie volhoubaarheidsplan in werking. Hulle werk elke dag daaraan om hul besigheid te verbeter.
Affiliation, J. N. (2010, March). Stakeholder Engagement, Discourse Ethics and Strategic Management. International Journal of Management Reviews, 39-49.
Burger, A. (2014, May 6). Fair Play’: Adidas Reports Progress Across Four Pillars of Sustainability. Herwin van Triple Pundit: http://www.triplepundit.com/2014/05/fair-play-adidas-reports-progress-across-four-pillars-sustainability/
Dill, K. (2016, January 22). The World's Most Sustainable Companies 2016. Herwin van Forbes: http://www.forbes.com/sites/kathryndill/2016/01/22/the-worlds-most-sustainable-companies-2016/#459b55e1965f
Margolis, J., & Casseres, M. G. (2012, March 6). The 10 best practices for sustainability reporting. Herwin van GreenBiz: http://www.greenbiz.com/blog/2012/03/02/10-best-practices-sustainability-reporting
Resource Governance Index: Reporting Practices. (2013). Herwin van Natural Resource Governance Institute: http://www.resourcegovernance.org/resource-governance-index/report
Stellenbosch University. (s.j.). What is Corporate Identity. Herwin van Stellenbosch University: http://www.sun.ac.za/english/corporate-identity/about/what-is-corporate-identity
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