Visit our Press Room to find our press contacts, reports and publications. On the other hand, I welcome the public debate it has finally brought some progress in this area. manufacturer Henkel. The turnover rate in China is around 25 percent. So they're putting the burden on our side and of course, we're putting a lot of effort into new technologies, new manufacturing, you know, ways to make sure that we over time get the cost down. So how do you deal with that, which is even tougher in some ways? To give another example, in our Laundry & Home Care Business, we have a global consumer-insights program that includes visits to local households by our team. Rrsted said he didnt know when retail operations To learn more, visit https://www.cnbc.com/digital-products/. This is especially important because as much as 70 percent of the ecological footprint of our detergent products is generated during their use phase. At Henkel 30 percent of our managers are already women. To learn more about their needs and wishes, as well as their particular hair structure, our Beauty Care team did a survey in Saudi Arabia, Tunisia, and the United Arab Emirates, and the new hair-care line was developed on the basis of the survey results. I think that that's where you got to be very careful and say you can't come in at every single situation all the time. They visit schools and hold sustainability classes. Egon Zehnder: Where does this liberal-minded approach come from? If you continue, you will be taken to the alternate language home page. We are constantly adapting our structures to become faster and more flexible. Not everybody in Europe, you know, liked the political direction for many years in the U.S. You know, right now there's tension in China. Good to see you. Doesnt the substance play a major role as well? Can you say more about that? Kasper Rrsted has been CEO of Adidas since 2016. and employees first. Kasper Rorsted, head of the global manufacturer since 2008, discusses the companys growth plans, what it takes to hire good people, and how he fosters dialogue with customers and employees. deal with Adidas. So probably what we see right now, with all the volatility, is going to continue. And as soon as I did that, I do believe that we took the appropriate actions. The mylo material is created Kasper Rorsted adidas CEO Rating | Comparably Rorsted: Its how I was raised. So I think there's going to be a great demand for this product. You dont find this very often in the IT business, where I worked before joining Henkel. Kasper Rorsted To Step Down From adidas CEO Position In 2023 Some business students will also have the opportunity to ask Rrsted questions, as well as audience members who submitted questions before . recognized speakers, entrepreneurs, and innovators in business and industry for informal Egon Zehnder: You just said that it was an intellectual challenge that brought you to Henkel. And today we're making pretty much the same margin on this one as on a normal shoe. shoes. Henkel already had a strong value-based culture but up to that point it had been expressed in terms of ten values, the exact content of which was not well known to the majority of our employees around the world. When asked what he sees as his lasting legacy as CEO of Adidas, he said he wants to in the IT and computer industry. Q. team we really want to make sure that that problem is tackled to the utmost.. This enhances our position as an attractive employer. But I do think the most important part is saying do we overall, in the long term align around the same values. He told me, If you do something, do it with your full heart and do it properly. In these markets, a large number of companies are competing for a relatively small, although steadily growing, pool of candidates. recognized speakers, innovators, idea generators, entrepreneurs, philanthropists, Coming out, obviously against hate, and in support of Black Lives Matter. If we do not expect to win in a market in a reasonable period of time, we will exit that market. There are no human winners in this game. But the man who has been setting the course and dictating the tempo here for four years is made of different stuff. And I also think it's important that the leading company takes a position and show the way forward. We are actually one of the most diversified companies in the world if you look upon the share of women, the share of nationalities. By 2016, we expect this number to be 60 percent. Kim Ross, a USF Muma College of Business alumna who sits on the colleges Executive Kasper Rrsted, CEO of Adidas, is the Muma College of Business Thought Rorsted: The most important thing is to clearly map out your path for the long term. We have defined a set of leadership principles and shared them with all our people managers worldwide in a series of workshops. Kasper Rorsted: Thats right. sustainable by 2025. Kanye West Declares Adidas CEO Kasper Rorsted As Dead Adidas CEO Kasper Rorsted will remain at the helm. But social issues come to mind, especially this year. I think that the scrutiny on companies and CEOs are much greater today. And we've taken a very clear stand and I as the CEO have also done that and I think that's the way forward. what they stand for. Another piece of advice that Ive taken to heart: stick to your goals, but be flexible in how you achieve them. When you think about ESG, where do you think it's going? Adidas CEO Kasper Rrsted Talks 'Owning the Game' and Sustainability at the co-founder of Netflix, who spoke in 2019, and Steve Wozniak, the co-founder of We will go deep in the markets where we already have a strong presence, and we will selectively enter new growth markets. Rorsted looks to improve sales and revenues, by doing so, he takes the feedback from employees and customers and changes it. If you take the first recyclable shoe made out of ocean plastic, when we announced this shoe, of course, from a price point, it was not very competitive, you know, because the costs were very high. Rorsted recently shared his views on his tenure at Henkel and the companys plans for the future with McKinseys Klaus Behrenbeck. There are certain things that are nonnegotiable, you know, discrimination, hate crime, a child labor, and discriminatory, you simply can't accept that. Part of the process involved benchmarking against other strong companies and our competitors, analyzing where we stood in terms of performance, size, and internationality. McKinsey: In 2013, Henkel began a global rollout of a new leadership-development program. manager at Hewlett-Packard from 2002 to 2004, and in various management positions Right now we have done a recent survey, 70% of our consumers prefer to buy sustainable products. Thats why I spend around 170 days per year abroad, meeting employeesfrom top executives to young high-potential individualsas well as customers and business partners. in the region with housing, food, clothes, and other basic needs. Rorsted: I personally believe that you can only be successful in the long run if you keep asking yourself what can be done better and where potential is still hidden. All rights reserved. for 32 years and has four kids. We see ourselves as a leader in sustainability. So I do think that it's very important that the industry takes the critique, you know, at heart. I believe one of my strengths is that Ive never sought security. Experience as global CEO and board member in listed international companies in IT, consumer goods and chemicals. always come first. Rrsted, 60, has been described as a highly successful and competent leader who is empathic, calm and a strategic thinker. Kasper Rrsted - Facebook announced that he is not running for re-election and is stepping down from that role And I think it's important that each CEO and company finds a few areas and tackle those with vigor because that way you really make progress, instead of trying to do everything else. Get this delivered to your inbox, and more info about our products and services. Members of the media can receive more information about CNBC and its programming on the NBCUniversal Media Village Web site at http://www.nbcumv.com/programming/cnbc. The management team under the leadership of Kasper Rorsted succeeded in steering Adidas and its employees healthily and safely through this unprecedented crisis. To be very clear: we are concentrating on markets where we hold leading positions or are able to generate sustainable growth. And I think you'll see that also when we bring it out, it's coming out this year going into volume next year. Rrsted explained that the company is helping to end plastic waste with a three-pronged Sign up for free newsletters and get more CNBC delivered to your inbox. tickets, visit: usf.to/adidas. Aug 6, 2020 Germany. It isnt enough to pay well; you have to offer people a career path, including international job rotations and unique opportunities. And I think and I don't mean this disrespectfully, but to European companies, maybe also due to regulation, has tended to be ahead. Kasper Rorsted confirmed as CEO of adidas for more 5 years. He says it was his career's worst setback, and he blames getting fired on his bad attitude and confrontational style of leadership. But of course, you don't change the world overnight. Other companies execute sustainability And that will be a challenge in itself. From 2001 to 2002, Read more Search the third speaker in the University of South Florida Muma College of Business Thought adidas CEO Kasper Rorsted At a Glance The CEO score provides an understanding of how employees feel about the CEO's leadership style and effectiveness at adidas. "Kasper . its laser-sharp focus on expanding the brand across the globe while putting its customers In 2021, women made up 37% of executive leadership roles, an increase of 2 percentage But overall, I do think it's important that we respect different opinions at different times. Kasper Rrsted, Adidas AG: Making Europe Fit for the Future - CorD Egon Zehnder: And how can you be certain that you have made the right decisions? adidas - Supervisory Board extends contract of Kasper Rorsted as CEO of I believe this is the most important challenge. If the internal processes dont align, if we arent offering our young people the right development opportunities regardless of their gender, then a quota wont fix the problem. Their hair is covered for hours every day and as a result needs special care. a controlled lab environment. A January 2020 profile by the German newspaper Bild offered some interesting tidbits into his routine. Our team is truly a global team. And we see that as an integral part of our new strategy for 2025. Rorsted: There can be a number of reasons. He quipped, As long as you buy it, I dont care.. Rorsted: I think it depends on which company you are. It has certainly helped that we stuck to our course from the very beginning. high content of reusable materials and reusable plastic. Egon Zehnder: There is often a large distance to bridge between formulating a set of values and achieving a corporate culture which is an active expression of these values. You won't become the leading player with the old styles of management, says the Runtastic CEO, who is continually reviewing his own leadership qualities with the help of a personal coach and a mentor. We have a results-driven performance culture. 178 nationalities. Within Europe, there's tension between Europe and Russia. We are also stepping up our IT investments in order to standardize and accelerate our global processes. And on certain political stances, we simply don't voice our opinion because if that in a global nature, we could be voicing our opinion globally. Taking care of what you inherited is very important, Before joining Adidas, Rrsted was the CEO at Henkel from 2008 to 2016. Eisen: When we came up with this panel idea, we really wanted to map out a conversation from a leader in sustainability to talk about how you incorporate that into the business plan and the overall strategy. My board-member colleagues and I are also in regular contact with 200 to 300 high-potential employees at Henkel. Eisen: Well, how do you determine what issues to speak up around? Welcome to the official Facebook Page for Kasper Rrsted. Our guiding principle is that we treat everyone fairly, but not everyone the same. Nine out of 10 articles will be sustainable by 2025. We also increasingly recruit cross-border: at international recruitment fairs, we meet highly qualified candidates studying abroad and encourage them to work for Henkel in their home countries. So the workshops were always moderated by the immediate supervisor, who in the end is responsible for implementing the measures. McKinsey: To that end, Henkel recently set up a ShopperLab and a Beauty Care Lighthouse. Kasper Rorsted confirmed as CEO of adidas for more 5 years - World Footwear One of the techniques we use is an eye-tracking system that analyzes eye movement and translates it into heat maps, showing patterns of shopper behavior. How do you equip your employees to hit the mark, or how do you find people who can make the leap effortlessly? McKinsey: It seems you spend a lot of time talking not only with consumers but also with employees. In the meantime even the traditionalists here at the Dsseldorf consumer goods company happily overlook such breaches of protocol. Kasper Rorsted Leadership Style | All Latest News Around The World Kasper Rorsted is 53 years old, Danish-born and has headed up the German DAX company Henkel as CEO since 2008. embrace a culture of diversity. Rorsted: I believe we have made a real breakthrough. On the subject of social justice, Rrsted told Footwear News in June 2021 that he believes its important to acknowledge differing opinions and Dark wood, sandstone, muted light seeping in through the glass ceiling, an almost meditative silence when you enter the reception area of Henkel headquarters in Dsseldorf-Holthausen, you intuitively lower your voice and slow your pace. Based on 419 ratings, Kasper Rorsted ranks right below Callaway Golf's CEO, Oliver Brewer III. Rorsted: Of course at the beginning people had some reservations about the proposed changes. Kasper Rorsted will join the adidas Group as a member of the Executive Board on August 1, 2016 in order to ensure a smooth transition at the helm of the Group together with Herbert Hainer. And as a company that stands for something positive energy, sport, you know, team we really want to make sure that that problem is tackled to the utmost. Kasper Rorsted has been a very driven leader. And then of course, you said yourself, you know, aggressive targets. This was an intensive effort to ensure that each and every one of our people knows where the journey is taking us and what contribution they can make. In 2010 we held almost 5,000 workshops in which I participated personally as often as I could to communicate our vision, values, and targets to all our employees around the globe. This is only the beginning, but the impact plastic has on our global environment is so negative. Since 2018, Rrsted has served on the board of directors at Nestl, but the company Join Facebook to start connecting and con If you look upon this, you know, hoodie I'm wearing today is made out of fully recycled material. The athletic giant announced today Kasper Rorsted, the . I thought working from home would have taught In performance appraisals, leadership conduct is taken into account just as much as the numbers.. Kasper Rorsted. than 800 patents with most innovations inspired by an athletes needs. Most people want to play for the winning team, want to be personally successful, but they also want to have a certain amount of support. Egon Zehnder: After a career devoted solely to IT, at the age of 42 you decided to change industries. But I think it's a very different job today than in 2008. Rorsted has lived in Germany since 1991, is a former junior national handball player, passionate skier, tennis player and soccer fan - conveniently of FC Bayern, the club in which Adidas has held a ten percent stake for 15 years. Kasper Rorsted has been a member of the adidas Executive Board since August 2016, and the company's Chief Executive Officer since October 2016. . Rorsted: Our first step in 2008 was to conduct in-depth benchmarking against our competitors and hold detailed discussions about our goals for the future. Thank you for letting me in. And do we have a successful relationship. An Interview with the CEO of Henkel - McKinsey & Company Adidas CEO Kasper Rorsted. In addition, he is a self-confessed fan of soccer team Bayern Munich. We don't get all things right at the same time, you know, but when we get something wrong, I think we need to recognize we're getting wrong and be fully committed to it. For me, this is one that has such a devastating impact on the entire environment, My personal involvement certainly made clear how serious we are about this. Nevertheless, digital and social media have a great influence on how consumers see our products, so were focusing on using the Internet and social media to engage customers. Kasper Rorsted, who has been Adidas CEO since 2016, will step down sometime next year, and the search for his replacement has begun, the sports footwear and apparel brand said Monday. We also use the ShopperLab to demonstrate to retail clients how they can use this approach in their stores. That said, at Henkel we are also affected by the effects of the recession in Europe, and I expect Europe will continue to face an extremely challenging period over the next few years. On his greatest accomplishment outside of work, he shared that he has been married On the Persil website, for instance, consumers can learn about reducing the water temperature in their washing machines and saving money at the same time, without compromising the superior performance of Persil. Since 2018, Rrsted has served on the board of directors at Nestl, but the company How do these two concepts help generate consumer insights? Where do we want to go as a company? We needed everyone to understand the core messages. When formulating the values, we had to avoid the temptation, whether conscious or unconscious, to leave a back door open. We will continue to strengthen our position in growth markets like China, Russia, and Brazil. For a very long time, Stella McCartney said we're going to make a non-leather Stan Smith shoe. And also being able to build products that are competitive in the way they do. getting wrong and be fully committed to it, Rrsted said. This is In addition, I believe the culture of face time that still prevails in Germany is outdated. That would have diluted their effectiveness from the very start. The Danish businessman has been at the helm of the global sportswear giant since 2016. As an example, we aim to promote responsible use of our products. and making it an integral part of the Adidas business plan. Gschwandtner adopted this . Why do intrinsically good approaches get bogged down so quickly? McKinsey: You mentioned the role of your strong brands. Kasper Rorsted - The value driver - Egon Zehnder We developed it ourselves in recent years, and it creates transparency for all managers. He leads the company forward in good times and in bad, achieving one goal after another.