SUBMITTED BY

M SHOAIB RAIZ 01-120101-017

MILHAN TAHIR 01-120101-010


MBA- (VI)-Y




COURSE TITLE

CURRENT BUSINESS AFFAIRS



SUBMITTED TO

SIR. CAPTAIN MUNAWWAR AHMAD PN





DEPARTMENT OF MANAGEMENT SCIENCES
BAHRIA UNIVERSITY ISLAMABAD, PAKISTAN











ACKNOWLEDGEMENT

In the name of Allah, the most beneficent and merciful who gave us strength and
knowledge to complete this report. This report is a part of our course CURRENT
BUSINESS AFFAIRS. This has proved to be a great experience. We would like to
express our gratitude to our teacher CAPTAIN MUNAWWAR AHMAD; who gave us this
opportunity to fulfill this report.





Table of Contents

HISTORY ...................................................................................................................................................... 1
INTRODUCTION ........................................................................................................................................... 2
HEAD QUARTERS .................................................................................................................................... 2
HIERARCHY: ............................................................................................................................................ 3
MANUFACTURING ................................................................................................................................... 4
EXPANDING THE BRAND NIKE .............................................................................................................. 4
ELITE SPONSORS, ATHLETES IN NIKE SHOES ................................................................................... 4
MISSION.................................................................................................................................................... 4
VISION ....................................................................................................................................................... 5
GOALS OF NIKE ....................................................................................................................................... 5
ORIENTATION IN THE MARKET ............................................................................................................. 5
CURRENT STANDING ................................................................................................................................. 6
PRODUCT RESEARCH AND DEVELOPMENT .......................................................................................... 7
PRODUCT LINE ........................................................................................................................................ 7
FINANCIAL STATEMENT OF NIKE ............................................................................................................. 8
INCOME STATEMENT ............................................................................................................................. 8
SWOT ANLYSIS OF NIKE .......................................................................................................................... 10
STRENGTH: ............................................................................................................................................ 10
WEAKNESS: ........................................................................................................................................... 10
OPPORTUNITY: ...................................................................................................................................... 10
THREATS: ............................................................................................................................................... 11
WHOLLY OWNED SUBSIDIARIES ............................................................................................................ 12
CONTROVERSY OF NIKE ......................................................................................................................... 13
MOVING FACTORIES ............................................................................................................................ 13
INCIDENTS TOOK PALCE IN VIETNAMESE CONTRACT FACTORIES ................................................. 15
HARD TIME FOR NIKE, IN VEITNAME .................................................................................................. 15
CHILD LABOR ......................................................................................................................................... 15
NIKE, NOT JUST DO IT BUT DO IT RIGHT ...................................................................................... 16
ROLE OF JEFF BALLINGER...................................................................................................................... 17
REFORMS ANNOUNCED ...................................................................................................................... 17
GLOBAL REFORMS ............................................................................................................................... 18
CORPORATE SOCIAL RESPONSIBILITY ................................................................................................ 19




1
HISTORY
Nike, originally known as Blue Ribbon Sports (BRS), was founded by University of
Oregon track athlete Philip Knight and his coach Bill Bowerman in January 1964. The
company initially operated as a distributor for Japanese shoe maker Onitsuka
Tiger (now ASICS), making most sales at track meets out of Knight's automobile.
According to Otis Davis, a student athlete whom Bowerman coached at the University of
Oregon, who later went on to win two gold medals at the 1960 Summer Olympics,
Bowerman made the first pair of Nike shoes for him, contradicting a claim that they were
made for Phil Knight.
In 1966, BRS opened its first retail store, located at 3107 Pico Boulevard in Santa Monica,
California. By 1971, the relationship between BRS and Onitsuka Tiger was nearing an end.
BRS prepared to launch its own line of footwear, which would bear the Swoosh newly
designed by Carolyn Davidson who was a graphic design student from Port State
University. She got $35 for her creation. In 1971, Johnson who was the first permanent
salesman of Nike made an incalculable contribution to the company. One night, he
dreamed of Nike, the Greek goddess of victory, and suggested the name to his bosses. The
Swoosh was first used by Nike on June 18, 1971, and was registered with the U.S. Patent
and Trademark Office on January 22, 1974.
In 1976, the company hired John Brown and Partners, based in Seattle, as its first
advertising agency. The following year, the agency created the first "brand ad" for Nike,
called "There is no finish line," in which no Nike product was shown. By 1980, Nike had
attained a 50% market share in the U.S. athletic shoe market, and the company went public
in December of that year. Throughout the 1980s, Nike expanded its product line to
encompass many sports and regions throughout world.






2
INTRODUCTION
NIKE is an American multinational corporation that is engaged in the design, development
and worldwide marketing and selling of footwear, apparel, equipment, accessories and
services. As of 2012, it employed more than 44,000 people worldwide. The brand alone is
valued at $10.7 Billion making it the most valuable brand among sports businesses. Nike
and Precision Cast parts are the only Fortune 500 companies headquartered in the state of
Oregon
Nike markets its products under its own brand, as well as Nike Golf, Nike Pro, Air
Jordan, Nike Skateboarding, and subsidiaries including Cole Haan, Hurley
International, Umbro and Converse. In addition to manufacturing sportswear and
equipment, the company operates retail stores under the Nike town name. Nike sponsors
many high-profile athletes like Michael Jordan and Jerry Rice and many sports teams
around the world, with the highly recognized trademarks of "Just Do It" and
the Swoosh logo.
HEAD QUARTERS
The company is headquartered near Beaverton, Oregon, in the Portland metropolitan area.
Headquarters, having area of 74 acre, with each building named after a famous Nike-
endorsed athlete, such as Mike Schmidt, Michael Jordan etc. It is considered as one of the
largest company of the state and also ranked 1
st
from the state in Fortune 500.



3
HIERARCHY:



4

MANUFACTURING
Nike is considered as the worlds largest virtual organization. Almost 100% of Nikes
product are outsource from different countries of the world. Nike is outsourcing from 46
countries and having 600 contract factories all over the world. Most of the factories are
located in Asia, including Indonesia, China, Taiwan, India, Thailand, Vietnam, Pakistan,
Philippines, and Malaysia. Nike is hesitant to disclose information about the contract
companies it works with. However, due to harsh criticism from some organizations
like CorpWatch, Nike has disclosed information about its contract factories in its Corporate
Governance Report.
EXPANDING THE BRAND NIKE
Looking to expand the line, Bowerman began experimenting with the concept of athletic
shoes with rubber spikes. By pouring a liquid rubber compound into his wife's waffle iron,
Bowerman created an innovative running-shoe sole. The company unveiled Nike "Moon
Shoes" featuring the Waffle sole for athletes competing at the U.S. Olympic Trials in
Eugene, in 1972. A succession of shoes, many based on the waffle outsole, followed. Some
of the most famous are the Waffle Racer, Air force one and Air Max 97.
ELITE SPONSORS, ATHLETES IN NIKE SHOES
A growing number of elite athletes competed in Nike footwear. Runner Mark Covert was
the first athlete to wear Nike shoes across a finish line. Nike shoes got their first
endorsement by a professional athlete when Romanian tennis personality Ilie Nastase
signed on to wear Nikes on the court. In 1977, former aerospace engineer Frank Rudy
teamed with Nike to create the first Air-Sole units, durable bags filled with pressurized gas
that compressed under impact, then sprang back. The result was Nike Air cushioning,
which hit stores in 1979.
The year 1984 saw the signing of basketball megastar Michael Jordan to an endorsement
contract, followed by the 1985 release of his signature shoe, the Air Jordan. Originally, the
NBA banned this new shoe because it didn't match the league's dress code, but the ban
simply served to give the design a higher profile and extensive publicity.
MISSION
TO BRING INSPIRATION AND INNOVATION TO EVERY ATHLETE IN THE
WORLD


5
IF YOU HAVE A BODY, YOU ARE AN ATHLETE.
VISION
TO CARRY ON THE LEGACY OF INNOVATIVE THINKING, WHEATHER TO
DEVELOP PRODUCTS THAT HELP ATHLETES OF EVERY LEVEL OF ABILITY
REACH THEIR POTENTIAL, OR TO CREATE BUSINESS OPPORTUNITY THAT SET
NIKE APART FROM THE COMPETITION AND PROVIDE VALUE FOR OUR
SHAREHOLDERS.

GOALS OF NIKE
Followings are the goals of Nike incorporation;
Provide an environment which develops people to maximize their contribution to
Nike
Identify focused consumer segment opportunities
Provide quality and innovative services and products internally and externally
Establish and nurture relevant emotional ties with consumer segments
Maximize profits
ORIENTATION IN THE MARKET
For years, the company itself thought that they are a production-oriented company,
meaning they put all their emphasis on designing and manufacturing the product. But now
they understand that the most important thing they do is market the product. They have
come around to saying that Nike is a marketing oriented company and the product is their
most important marketing tool.



6
CURRENT STANDING
Nike has a huge existence in United States having large number of retail stores.


NIKE FACTORY STORES


(which carry primarily overstock and close-out merchandise) 140
NIKE stores (including one NIKE Women store) 16
NIKETOWNs (designed to showcase NIKE products) 11
NIKE employee-only stores 3
Cole Haan stores (including factory stores) 111
Converse factory stores 43
Hurley stores (including factory and employee stores) 14
Totals 338




7
PRODUCT RESEARCH AND DEVELOPMENT
Nike believes that their research and development efforts are a key factor in their past and
future success. Technical innovation in the design of footwear, apparel, and athletic
equipment receive continued emphasis as NIKE strives to produce products that help to
reduce injury, enhance athletic performance and maximize comfort. In addition to NIKEs
own staff of specialists in the areas of biomechanics, chemistry, exercise physiology,
engineering, industrial design and related fields, they also utilize research committees and
advisory boards made up of athletes, coaches, trainers, equipment managers, orthopedists,
podiatrists and other experts who consult with them and review designs, materials and
concepts for product improvement. Employee athletes, athletes engaged under sports
marketing contracts and other athletes wear-test and evaluate products during the design
and development process.
PRODUCT LINE
NIKEs athletic footwear products are designed primarily for specific athletic use, although
a large Percentage of the products is worn for casual or leisure purposes. They place
considerable emphasis on high quality construction and innovation in products designed for
men, women and children. Running, training, basketball, soccer, sport-inspired casual
shoes, and kids shoes are currently their top-selling footwear categories and they expect
them to continue to lead in product sales in the near future. They also market footwear
designed for aquatic activities, baseball, cheerleading, football, golf, lacrosse, outdoor
activities, skateboarding, tennis, volleyball, walking, wrestling, and other athletic and
recreational uses. They sell sports apparel and accessories covering most of the above
categories, sports-inspired lifestyle apparels, athletic bags and accessory items. NIKE
apparel and accessories are designed to complement their athletic footwear products,
feature the same trademarks and are sold through the same marketing and distribution
channels. They often market footwear, apparel and accessories in collections of similar
design or for specific purposes. They also market apparel with licensed college and
professional team and league logos.
They sell a line of performance equipment under the NIKE brand name, including bags,
socks, sport balls, eyewear, timepieces, electronic devices, bats, gloves, protective
equipment, golf clubs, and other equipment designed for sports activities. They also sell
small amounts of various plastic products to other manufacturers through their wholly-
owned subsidiary. In addition to the products they sell directly to customers, they have
entered into license agreements that permit unaffiliated parties to manufacture and sell
various apparel, equipment and accessory items, such as swimwear, childrens apparel,
training equipment, eyewear, electronic devices and golf accessories.


8
FINANCIAL STATEMENT OF NIKE
Year over year, Nike Inc. has been able to grow revenues from $20.9B to $24.1B.
Most impressively, the company has been able to reduce the percentage of sales
devoted to selling, general and administrative costs from 32.08% to 30.80%. This
was a driver that led to a bottom line growth from $2.1B to $2.2B.
INCOME STATEMENT
Currency in
Millions of US Dollars
As of:
May 31
2009
Restated
May 31
2010
Restated
May 31
2011
May 31
2012
4 Year
Trend
Revenues 19,176.0 19,014.0 20,862.0 24,128.0

TOTAL REVENUES 19,176.0 19,014.0 20,862.0 24,128.0

Cost Of Goods Sold 10,572.0 10,214.0 11,354.0 13,657.0

GROSS PROFIT 8,604.0 8,800.0 9,508.0 10,471.0

Selling General & Admin Expenses, Total 6,150.0 6,326.0 6,693.0 7,431.0

OTHER OPERATING EXPENSES, TOTAL 6,150.0 6,326.0 6,693.0 7,431.0

OPERATING INCOME 2,454.0 2,474.0 2,815.0 3,040.0

Interest Expense -40.0 -36.0 -34.0 -33.0

Interest And Investment Income 50.0 30.0 30.0 30.0



9
Other Non-Operating Expenses, Total 89.0 49.0 33.0 -30.0

Other Non-Operating Income (Expenses) 104.0 84.0 -- -86.0

Merger & Restructuring Charges -195.0 -- -- -24.0

Impairment Of Goodwill -199.0 -- -- --

Other Unusual Items, Total -202.0 -- -- --

EBT, INCLUDING UNUSUAL ITEMS 1,957.0 2,517.0 2,844.0 2,983.0

Income Tax Expense 470.0 610.0 711.0 760.0

Earnings From Continuing Operations 1,487.0 1,907.0 2,133.0 2,223.0

NET INCOME 1,487.0 1,907.0 2,133.0 2,223.0

NET INCOME TO COMMON INCLUDING EXTRA ITEMS 1,487.0 1,907.0 2,133.0 2,223.0

NET INCOME TO COMMON EXCLUDING EXTRA ITEMS 1,487.0 1,907.0 2,133.0 2,223.0






10
SWOT ANLYSIS OF NIKE
Athletic shoes are the best from Nike. Looking forward to its Swot analysis we will come
to know that being the best suppliers of sportswear they face many problems inside the
market.
STRENGTH:
Nike being a globally known brand has its reputation and goodwill in the market
It is known for being the number one brand around the world for making
sportswear
Nike has a very strong and efficient research and development department which
helps them make the best product for its buyers.
Nike has the brand loyalty as it produces best quality products.
WEAKNESS:
The company does not have diversified range of products; they keep producing
the same products.
They use child labor in their factories which make many people boycott their
products
The prices of their products are very high, not everyone can afford their products
They have been expanding into many markets which sometimes does not suit
their working environment
OPPORTUNITY:
They can promote their brand into sportswear as well as fashion wear
They can diversify their products into different product ranges through wish they
will gain high profits
They can sponsor and sell their products to the Olympic players, soccer players
and basket ball players


11
THREATS:
As Nike is an international brand, it sells products in different countries with
different currencies; their pricing scheme does not remain stable. Nike could face
loss due to this
Their competition is increasing, local and domestic brands which sell their
products at a lower price can become a threat for Nike
Working on an international level demands very competitive and knowhow of every
country, Nike should remain stable in all the aspects



12
WHOLLY OWNED SUBSIDIARIES
Their wholly-owned subsidiary, Cole Haan, headquartered in Yarmouth, Maine, designs
and distributes dress and casual footwear, apparel and accessories for men and women
under the brand names Cole Haan and Bragano.
Their wholly-owned subsidiary, Converse Inc, headquartered in North Andover,
Massachusetts, designs, distributes, and licenses athletic and casual footwear, apparel and
accessories under the Converse, Chuck Taylor, All Star, One Star, and Jack Purcell
trademarks.
Their wholly-owned subsidiary, Hurley International headquartered in Costa Mesa,
California designs and distributes a line of action sports apparel for surfing, skateboarding,
and snowboarding, youth lifestyle apparel, and accessories under the Hurley trademark.
Their wholly-owned subsidiary, Umbro Ltd. Headquartered in Manchester, England,
designs, distributes and licenses athletic and casual footwear, apparel and equipment.



13
CONTROVERSY OF NIKE
Poor working conditions have been present for centuries. Often times little or nothing is
done unless a tragedy occurs to persuade the public to rally for worker rights. This was
definitely the case in the United States during the Industrial Revolution and even late in the
20th Century. These conditions have for most purposes disappeared in the United States,
with the exception of some in the agricultural sector. However, internationally, mainly in
poor third world countries, that is far from the truth. Large corporations from the United
States have moved a large portion of their factories overseas to circumvent the strict
working regulations within the United States. The third world countries such as Vietnam,
China, South Korea, and Taiwan provide access to readily abundant cheap labor. These
corporations could now reap the benefit of the United States consumer market, while
keeping their costs extremely low in offshore production. The media has awakened the
public to this fact and several prominent corporations have come under fire lately for the
malpractices. No corporation has come under as much criticism as the culture icon of Nike.
It was illustrated that conditions were sub-par in several critical areas of Nikes factories
overseas and minimal standards needed to be reached for all employees. The report will
investigate the Nike example and how it has exploited workers in Asia for financial gain.
For several years little was known about Nikes factories simply because there was little
concern. But once news broke, the company was attacked ceaselessly and strict
recommendations were made to improve conditions.
MOVING FACTORIES
Before we look at the problems at the overseas sites, we must first understand why Nike
moved the majority of its production so far away from its headquarters in Beaverton,
Oregon. The untapped markets across the globe presented several benefits. Of course there
was the labor aspect in which cheap labor could produce shoes and other clothing at the
fraction of the price it would cost domestically in the United States. As well, an aspect that
is less often recognized, expanding into China, the worlds most populous country, opened
up a tremendous opportunity as a stepping stone into all of Asia. While Adidas was looking
to grow in Eastern Europe and the Soviet Union, Nike wanted to get a leg up in clothing the
nearly 2 billion people in China alone.
All seemed well in the corporation as stockholders and managers were receiving huge
dividends and the public was receiving great products. However, starting in 1991, Nikes
offshore practices have been consistently criticized in the press.
Labor conditions in Chinese, Vietnamese and Indonesian factories were questioned in some
of the reports, daily wage rate of Asian line workers and famous athletes were compared,


14
and Nike was even blamed for abandoning the American shoe manufacturing industry of
which it was never a significant part.
On May 12, 1998, Nike Chairman and Chief Executive Officer Phil Knight gave a talk on
such allegations and the companys new labor initiatives to combat them. In that discussion
he touched upon Nikes reasons for moving factories out of the United States and into
mainly third world countries in Asia.
It's been said that Nike has single-handedly lowered the human rights standards for the sole
purpose of maximizing profits. And Nike products have become synonymous with slave
wages, forced overtime, and arbitrary abuse.
One columnist said,
"Nike represents not only everything that's wrong with sports but everything that's wrong
with the world."


15
INCIDENTS TOOK PALCE IN VIETNAMESE CONTRACT
FACTORIES
Nike started its commercial venture in Vietnam in 1995 and made a significant contribution
to the countrys economy during the late 1990s. However, violations of the labor code at
Nikes Vietnamese contract factories or sweatshops soon became apparent, as in the case
of the Tae Kwang Vina factory, which employed around 10,000 workers, mostly young
rural women. The toxic solvents and glues used in manufacturing caused dizziness, nausea,
and respiratory ailments among workers.
Accidents were prominent in hazardous sections of the plant. The factory violated
environmental regulations without facing any consequences or strong protests, as the local
community and workers could not mobilize themselves. However, transnational
information networks of NGOs like Vietnam Labor Watch and activists helped raise the
issues around labor conditions in Vietnamese sweatshops globally, which contributed to
holding Nike accountable for the workers plight. Consequently, Nike took proactive
measures and allowed independent auditing of the sweatshops. In 1999, Nike implemented
its own Code of Conduct in Vietnamese factories. During recent years, there has been a
visible improvement in VTs practices, such as safer work conditions and workers
awareness of their rights and entitlements.
HARD TIME FOR NIKE, IN VEITNAME
In 1997, Nguyen Thi Thu Phuong died while making sneakers. As she was trimming
synthetic soles in a Nike contracting factory, a co workers machine broke, spraying metal
parts across the factory floor and into Phuongs heart. The 23 year old Vietnamese woman
died instantly.
CHILD LABOR
When the June, 1996 issue of Life magazine carried an article about child labor in Pakistan,
Nike knew that it was in trouble. The article's lead photograph showed 12-year-old Tariq
surrounded by the pieces of a Nike soccer ball which he would spend most of a day
stitching together for the grand sum of 60 cents. In a matter of weeks, activists all
across Canada and the United States were standing in front of Nike outlets, holding up
Tariq's photo.
And yet, Nike has not done an especially good job of scrutinizing the subcontractors with
which it's working. Nor has it been open about its labor practices in the way public
companies should be expected to be. Cameramen have been pushed out of factory floors.


16
Supervisors at a plant in Vietnam apparently beat workers being paid 20 cents an hour and
refused to allow them to leave their work posts. An Indonesian labor organizer has been put
behind bars. And, most troubling, nearly all the soccer balls made in Pakistan have been
revealed to be made by young children getting paid just cents a day.
Nike chairman Phil Knight also acknowledged that a shipment of soccer balls Nike
purchased in Pakistan in the year 1996 was made by a subcontractor using child labor in
"horrible conditions." Although 1996 was the first year in which real public attention was
focused on Nike's labor practices abroad, it's important to recognize that manufacturing
shoes in low-wage countries was, from the start, a crucial part of Phil Knight's plan for his
company. In other words, American jobs have not been shipped abroad. On the contrary,
Nike has never made shoes in the United States. Its first factories, built in the 1960s, were
in Japan, when that country was still a part of the Third World. And since thirty years Nike
have migrating from nation to nation, arriving as countries install the necessary
mechanisms for orderly business operations and leaving as living standards become too
high to make manufacturing profitable.
NIKE, NOT JUST DO IT BUT DO IT RIGHT
This was the first time that Nike had to face real questions about its labor practices abroad,
the first time that it has felt a public-relations impact. At this point, that impact did not
seem at all devastating. While in the short run Americans were generally horrified by the
issue of child labor and had expressed concern over the working conditions in foreign
factories, Nike should have take immediate actions in order to provide remedy to all the
activism it faces, otherwise it may proved devastating for the company's image in the long
run.
The basic truth about Nike is that its only real strength is its good name. Nike rules
because of all the good things people associate with the company: sharp ads, Michael
Jordan, Tiger Woods, little Penny, and Michael Jordan again. If "beaten workers" and
"child labor" get added to that list, then Nike's greatest asset will be lost.
Now the burden is on the company both to do a better job of implementing company-wide
global standards of conduct and also to improve its openness to the media. The more you
hide, after all, the more people think you have something to hide. Every hand that goes up
hurts Nike in the public.



17
ROLE OF JEFF BALLINGER
A labor activist since high school, Ballinger felt passionately that any company had a
significant obligation towards even its lowliest workers. He was particularly concerned
about the stubborn gap between wage rate in developed and developing countries. About
the opportunity this gap created for rich western companies to exploit low wage rate,
politically repressed labor pools. In 1988, Ballinger was assigned to run the AAFLI office
in Indonesia, and was charged with investigating labor conditions in Indonesians plants and
studying minimum wage compliance by overseas American companies. In the course of his
research, Ballinger interviewed workers at hundreds of factories and documented
widespread worker dissatisfaction with labor conditions.
Conducted the research, in this regard
Exploitation of third world factory workers by rich U.S companies. It was a true
participation with sharing the grief of helpless workers of third world countries.
REFORMS ANNOUNCED
They have focused their efforts in each area:
Bringing about systemic change for footwear, apparel and equipment manufacturing
workers remains their primary focus. Through integration with their lean manufacturing
business strategy, they believe they can achieve significant positive change for workers.
We aim to:
Eliminate excessive overtime in contract factories one of the most serious
ongoing compliance issues factories face.
Implement tailored human resources management systems in contract factories,
which will include management training on workers rights, womens rights, and
freedom of association and collective bargaining.
Encourage other brands to join us in partnering. Our aim is that by FY11, 30
percent of our supply chain be monitored in partnership with other brands and
through multi stakeholder collaboration.
Transit about 90 percent of our footwear lines to lean manufacturing processes.



18
GLOBAL REFORMS
Globally, Nike focuses on five major areas where contract factory noncompliance with
their standards occurs within the apparel, equipment and footwear industries:
Absence of freedom of association and collective bargaining
Harassment and abuse of workers
Excessive overtime work hours
Inaccurate payment or nonpayment of wages
Environment, health and safety issues



19
CORPORATE SOCIAL RESPONSIBILITY

This part covers a crucial period, and not just for Nike. Specifically, we saw heightened
attention worldwide on corporate responsibility and the key challenges of climate change,
poverty and equity. Simultaneously, they began to transform their vision their role in
contributing to positive change in communities around the world. The opportunity is
greater than ever for corporate responsibility principles and practices to deliver business
returns and become a driver of growth, to build deeper consumer and community
connections, and to create positive social and environmental impact in the world.
Nike has made tremendous progress over the past decade in more deeply integrating
corporate responsibility into their business model. They see corporate responsibility as a
catalyst for growth and innovation, an integral part of how they can use the power of their
brand, the energy and passion of their people, and the scale of their business to create
meaningful change. This expanded mindset evolved from an intense review of how
corporate responsibility operated at Nike, its leadership, teams, accountabilities and skill
sets. They initiated this review immediately following the release of their last Corporate
Responsibility Report.
Improve working conditions in contract factories through a holistic, integrated
business approach to our supply chain.
Minimizing our environmental footprint through sustainable product innovation
and supply chain innovation both in our direct operations and contract
factories.
Use the power of our brand in order to give excluded youth greater access to the
benefits of sport.
After all the criticism faced by Nike, especially about the women labor. Nike are
now celebrates the International day of the Girl.
Nike is also focusing on the sport for social change.
Energy and climate change strategy is also the best global sustainable strategy
introduced by the Nike.