Handbook 2009

Transcription

Handbook 2009

FOREWORD - Table of contents
FOREWORD
Table
of contents
Dear readers,
Main chapters & Highlights
We are pleased to present you a new version
of the WFSGI International Handbook : a new
size and a new design for easy and enjoyable reading! This handbook is dedicated to
several subjects with internal and external
contributions on themes and issues the
WFSGI committees are dealing with all year
long. You will find 6 sections in this handbook : Corporate Responsibility, Intellectual
Property Rights, Trade cases, International
Sports Federations and Olympic topics and
Industry Federations and Manufacturers themes. In the table of contents below, we have
chosen to highlight a certain number of articles in each section to give you a first glance
of what can be found in the handbook. We are
convinced that you will find several articles
of interest which can serve you in your daily
activity. We wish you a nice time reading.
With best regards,
The Editorial Team
Message President
p. 2
Message Secretary General
p. 6
WFSGI Presentation
p. 8
Corporate Social Responsibility
p. 29
•Engagement in energy issues
•Response to upcoming challenges of global energy issues
•Back to basics in managing energy use
•Energy efficiency and the WFSGI
•Unite to combat climate change
Intellectual Property Rights
p. 67
•IPR – the way to become a global brand
•Intellectual Property Disputes - How the WFSGI can help
Trade Cases
p. 87
•What a successful Doha Round means for the
sporting goods industry
•Perspectives for global trade in the early 21st century
expect very turbulent times ahead
International Sports Federations and Olympics p. 94
IMPRESSUM
Published by :
Editor : WFSGI Headquarters
Layout : Pulsion, Agence de Communication SA
Lausanne - www.pulsion.ch
Printing : PCL
WFSGI
Maison du Sport International
Avenue de Rhodanie 54
1007 Lausanne
Switzerland
Ph : +41 21 612 61 61
Fax : +41 21 612 61 69
www.wfsgi.org - [email protected]
•The impact of the 2008 Olympic Games
•Youth Olympic Games add a new dimension
to the Olympic ideal
•Healthy Sport in a Healthy Society
Manufacturers Advancements
p. 112
•IMAC – Independent Monitoring Association
for Child Labour
•Why a Labour Contract Law in China?
Federations Involvment
p. 125
•The sport of politics : leveraging Sporting Goods industry
assets to promote a public policy agenda
Cover : © Erik Kolstad - Fotolia.com
1
WFSGI Handbook 09
MESSAGE FROM THE PRESIDENT
MESSAGE FROM THE PRESIDENT
MESSAGE FROM THE
PRESIDENT
John Larsen, President Emeritus New Balance Athletic Shoe, Inc. & Director New Balance (UK), ltd.
Today is the 30th anniversary of the first General Assembly of the World Federation, which was convened
on September 30, 1978 at 10:30 a.m. at the SPOGA Fair
Grounds in Cologne, Germany. Armin Dassler of Puma
was the Chairman of the “Committee of Nine”, the far
sighted group whose vision led to the creation of our
Federation.
Frank Dassler, Armin’s son, continues the family
tradition as a very active member of our Executive
Committee. Kihachiro Onitsuka of ASICS, our recently
deceased honorary President, represented Japan. Benjamin Liu
represented Taiwan and his company, Poyang International. Benjamin
is a valued Director and member of our Manufacturer’s Forum. He is
also the only active member who attended that first meeting. Twenty
one countries were represented. Fifteen had voting rights – one per
country.
charter “to encourage and promote the spirit of
legally permissible cooperation among sporting
goods manufacturers worldwide...” is still the
glue that holds us together.
Armin Dassler summed up the rationale for
founding the World Federation in his welcoming
speech to the General Assembly. The relevance
of his vision to our current world situation is
uncanny. The first words he spoke after thanking
the “Committee of Nine” were about the 1978
monetary crisis and the importance of an
international voice for our industry.
While the mission of WFSGI largely remains unchanged, the industry
and WFSGI’s role in the industry have dramatically changed. It is both
appropriate and instructive to look back to the thinking behind the
founding of the World Federation and then consider relevance of that
thinking today and for the future.
Most brands have either shut owned and operated factories or drastically cut back in favor of importing from developing countries. This dramatic
change to the industry supply chain set in motion
most of our recent growth opportunities. It has
also been responsible for many of the social and
trade issues that have accompanied this change.
WFSGI has reacted to develop industry solutions.
© Jochen Schaefer
tion was done locally, though Taiwan and Korea, (and Japan before)
were increasingly important source countries for our products. Many
of us sold our products only in our home country, but we were beginning to think internationally.
As incredible as it now sounds, China was not a factor in our equation.
Today, one third of the World’s shoes are made in Guangdong Province.
And most brands are fighting for a share of China’s large and growing
consumer base.
Armin continued his remarks with the following
comments on fair trade:
“If one country opens its borders for the goods
of the other, the other country should also open
its borders. However we must realize that a
worldwide free trade can only exist for a long
period if it is a fair trade. As long as the wages are
different in the various countries, the trade is not
really fair. I do know, as I said at the beginning,
that we probably cannot change much in the
present world. But somewhe(re) someone must
start thinking about these problems and try to
change the little piece of world he controls. This to
achieve is certainly the most sophisticated target
for this World Federation.”
For the past 30 years we have worked to expand
that little piece of the world we control. And that
little piece has grown significantly larger in size
and global influence. Our influence reaches
across continents into the lives of millions of families. With that change, our implied responsibilities have shifted from local issues alone to both
global and local issues. Social and trade issues in
our sourcing and operating countries have taken
on much greater significance in our lives.
In 1978, the Sporting Goods business was both simpler and more
difficult. Do you remember Telex? Do you remember how difficult it
was to make international phone calls? There were no faxes or mobile
phones much less email. Do you remember bumpy roads and cold
hotels in some developing countries? Do you remember the trade
show wars? Do you remember the retail landscape before it was
dominated by large chain retailers? Do you remember when athlete
endorsements were affordable? And when there was no European
Union? And when Viet Nam was war torn and not a trading partner?
Do you remember when Nike was just another small business with a
good idea?
Our way of doing business then was simple and personal. Most of
our companies were privately held and the owners represented their
companies at the Federation meetings. Our customers, our endorsers
and in some cases our competitors were our friends. Much of what
we did then with difficulty, is now much easier; and some of what was
simple then, is now more difficult and expensive. Largely speaking,
our world is less personal. Through it all, WFSGI has persisted and our
He opened his speech with comments on the
value of collective action. He said:
“We are meeting today at a time where the international monetary situation like an earthquake
shakes millions of people. We Sporting Goods
People are only small kids compared with those
giants who control most of the international trade. But we must not be naive to believe that we
can change much. But with a World Federation,
the first one to be founded, at least one of the
first international manufacturers Associations,
we could provide us with a powerful voice, a voice,
which will be heard.”
In 1978 the globalization of our industry was in
the early stages, but our founders clearly saw
what lay before us. In 1978 most of our produc-
© CSGF
In 1978 we paid scant attention to the suite of factory initiatives we
now address under the heading of “corporate social responsibility”. Today we take seriously our role for assuring factories comply with local
labor laws and proactively work to contain environmental damage and
improve health and safety conditions in the workplace. WFSGI, through
its members, has taken a leadership role in this movement.In 1998,
we collaboratively worked on programs with Pakistan and India to eliminate child labor in the football industry. These, and other initiatives,
continue to evolve.
The Manufacturer’s Forum, within the WFSGI, has been established to
assure there is an effective dialog between brands and manufacturing
partners. With the establishment of the Forum, we are making the
statement that all stakeholders in our industry have an important
voice. This is an opportunity to more effectively address our common
concerns. There will be conflicts. But in the end, the result will be
better.
As he continued his opening remarks, Armin alluded to just such a
situation in the advice he gave to the General Assembly. He believed
WFSGI provided a venue for our global industry to discuss common
problems and concerns and a platform to work together for solutions.
He makes the case better than I possibly could. He said:
WFSGI Handbook 09
3
“...we must carefully think and plan in order to be understood and
accepted. We must first of all understand ourselves why we want to
found this federation.”
easily communicate with one another through our
formal meeting structure and through informal
private discussions is invaluable.
“The most important reason for us is in my opinion the simple fact that
we are developing an organization, where we can meet, where an American manufacturer can speak with a colleague from India and where
a Japanese sporting goods manufacturer can exchange his thoughts
with one from Europe. We all have common problems. We all produce
something for the same market. We all need human assistance, we
need machines, we sell to the same dealers, we have our troubles with
our or our competitors’ promotion, with amateurs or professionals.
Someway or the other we are in contact with Sports Federations, with
Olympic Games or with World Championships. This World Federation is
the place to meet and to discuss these problems. It is the place where
we must stick together, where one manufacturer must help the other
if he wants the other one to help him. It is here, where we must forget
our competition and be aware that everyone of us wants to live, that all
of us have responsibility towards thousands or people who work for us,
who have put their fortune in our hands.”
Our members are concerned about waste
management; they build products from recycled
materials; they scrutinize their products for
chemicals that pollute the atmosphere or cause
potential harm to their customers. They are
working to assure product safety legislation is
properly crafted. Every part of the supply chain is
analyzed in depth to assure waste is minimized.
WFSGI is the central clearing house and the
vehicle to communicate and promote these
industry best practices within our membership.
The most important reason for
us is in my opinion the simple
fact that we are developing
an organization, where we
can meet, where an american
manufacturer can speak with a
colleague from India and where
a Japanese sporting goods
manufacturer can exchange his
thoughts with one from Europe.
armin Dassler
The World Federation still provides the most effective vehicle for
collectively dealing with these issues. It is increasingly clear that even
the largest companies in our industry benefit from collective action.
For this reason, they are willing to lead and share their experiences
and resources for the benefit of the industry. The learning opportunity
can be massive for smaller companies; and the larger companies will
benefit from collective solutions to common problems. The ability to
Our members work with their factories on lean
manufacturing concepts – many of which have
been developed by Toyota. The goal is to help
factories improve efficiency, eliminate waste and
improve working conditions. Most enlightened
brands treat their factories as partners. Factory
problems are brand problems. For example, we
are developing programs that will lead to more
energy efficient factories. We believe we can
demonstrate that significant cost reductions
are available to most factories. This will not only
reduce costs but have a positive impact on the
environment.
As we look forward, we know our world will be
different 30 years from now, just as it was 30
years ago. As those changes become apparent,
the specific activities of the Federation will also
change. In some cases the changes will hit us
hard and fast; in other cases they will evolve. In all
cases the changes will have ever increasing global
implications for which we must be prepared. The
challenge for WFSGI will be to identify the issues
and properly set our priorities. We must lead the
industry in developing best practice solutions to
global industry concerns.
Armin Dassler set the tone for the Federation
agenda in his September 30, 1978 welcoming
speech. During the past 30 years we have tried to
follow his sage advice. Our successes came from
our ability to communicate with each other, which
resulted in acceptable solutions to our common
problems. Our future successes will happen the
same way.
September 30, 2008
© 2008 adidas AG. adidas, the 3-Bars logo and the 3-Stripes mark are registered trademarks of the adidas Group.
MEssaGE FROM THE PREsIDEnT
Nature should never dictate how far we can go. Which is why the
waterproof Terrex ClimaProof® shoe comes with a Winter Grip outer
sole – its spikes get harder when it gets colder; so you can get bolder.
adidas.com/outdoor
MEssaGE FROM THE sEcRETaRy GEnERal
MEssaGE FROM THE sEcRETaRy GEnERal
MeSSaGe FROM THE
sEcRETaRy GEnERal
robbert de Kock, WFSGI Secretary General
As in the last edition I would like to start by wishing you all the best for
2009. It is probably hard to predict the actual economy but I sincerely
hope that we will not have so many surprises and stock exchange
drops as in 2008. On the other hand, it shall be obvious that the “after
wave” will start touching our sporting goods industry in 2009 and I
sincerely hope you are prepared for it the best way possible.
We also wish to thank all our WFSGI members for their special financial
support we enjoyed in the second half of 2008. Without this support
we would not have been able to execute our plans and to prepare the
future of the federation. And there is a great future! Our deepest thank
you! We also welcome our new members. Stay with us, there is much
more to come.
As you can read from John’s message, the WFSGI lived through 30
years of enormous economic and technological development. In
my message, I wish to concentrate on a glance back of our 30th
Anniversary year “2008” and the challenges for
2009 with the motto “Let’s start to walk before
we start to run”.
We started in the beginning of 2008 with a
complete new team. The team had a most difficult
task to explain the financial situation during our
General Assembly in January 2008. With the
professional guidance of the board we were able
to find a solution where the burden was limited
thanks to the full support of our members. At the
General Assembly meeting we received a positive
commitment from Frank Henke (adidas group),
as our new CSR Chairman, replacing Lesley
Roberts from Pentland (enjoying a sabbatical)
where we identified new directions and scope for
the CSR committee. An interesting direction was
the launch of our Energy Efficiency program and
the new project leadership by various members
of the committee for CSR related projects.
Another new development was the Manufacturers Forum, under the leadership of Pashi Sondhi
(PC Sondhi-India). We created a specific platform
for manufacturers to express their concerns and
to link this forum with all WFSGI committees and
to translate the various needs in a streamlined
way. The Forum is also extremely interesting for
the committees when it comes to the implementation and feedback of the various programs, if
this is Energy Efficiency, Social Compliance, trade
issues or legal issues.
From left to right : George Wood (TsMa), Masato Mizuno (Mizuno), Jochen schaefer (WFsGI legal counsel)
and his partner, Robbert de kock (WFsGI secretary General) / © Peter Thürl
Meeting with RasIE during IsPO Winter 2008 / © Peter Thürl
The Trade Committee, chaired by Brad Figel (Nike
Inc.) is new as is the Federations Committee with
Tom Cove (SGMA) as chairmen. The challenges
are much bigger here because these committees
handle cases where it is hard to see direct results. They lobby, exchange and support on local
and regional level with governments and other
political organizations. It is essential that these
people remain active to defend the interest of our
industry and to inform us on the challenges we
face in the coming years. I remember talking to
an industry executive from a rather large company telling me; “Why shall I be involved, we are
not big enough to do something on government
level”. Well, we can and we do make a difference,
both on local, regional, as well as on world level!
Our industry represents over USD 280 billion and
that is a significant number to tell people about
our cause. We thank Brad, Tom and their committee members for their continuing fight for our
industry.
WFsGI members in front of the bird nest (beijing) during the WFsGI meetings in May 2008 / © csGF
counsel, who has given a new breath to the IPR committee by reevaluating the past process and redefining the needs of the industry.
It leaves me to thank Dr. Jochen Schaefer,
chairman of the IPR committee, and WFSGI legal
Last, we welcomed a new chairman for the Committee of International
Sports Organizations (CISO) in the person of Marius Rovers (President
of Sport 2000 International and General Manager of Euretco Sport
Netherlands). With his team we have been able to initiate higher level
discussions with the IOC and several International Sport federations.
We are also extremely pleased to count on the support of sport
companies in this committee, such as adidas, asics, li ning, nike, new
balance, mizuno, pentland group, puma, salomon, sport2000, ski
racing supplier, technical group and under armour. The next challenges
will be new agreements and collaborations with the IOC and several IF’s
such as FIFA.
As you can see we will have a very challenging year 2009. To start with,
we will decide on a new membership fee structure during the General
Assembly, as the current structure is for 2008 only. The proposal looks
promising. We are convinced that the improved communications, the
sharing of best practice solutions and new programs add real value
and are in the interest of all members. In 2009 we will additionally
start with the roll out of the Energy Efficiency program, continuing
support on Social Compliance, the new agreement with the IOC, an
outline of the new trade challenges for 2009, the activities of the
Manufacturers Forum and many other interesting targets. Especially I
wish to announce our new CSR Forum around September 2009 where
we will invite all our members and their manufacturers to join us.
Details will follow.
After such a long welcome message I can only ask you to visit our
website for more details on the 2009 programs and to wish you all a
financial stable and healthy 2009.
WFsGI HanDbOOk 09
7
COMPANY PROFILE
COMPANY PROFILE
COMPANY PROFILE
What is the WFSGI?
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•
We are an independent association formed by sports brands,
manufacturers, suppliers, retailers, national federations and all
sporting goods industry related businesses.
We are the world authoritative body for the sports industry.
We are a non-profit organization and does not pursue any objective
of economic character for its own gains.
We are officially recognized by the IOC as the industry representative
within the Olympic family.
What is the role of the WFSGI?
•
•
•
•
•
•
We play a strategic role in the support and promotion of the sporting
goods industry world-wide by providing the forum in which the
countries of Europe, Asia, North and South America and Oceania
forge the tools of their cooperation to promote the well-being of
mankind through the practice of sports and where our activities
range from promoting free and fair trade to contributing to increase
the sport participation in the world.
To promote and facilitate free and fair worldwide trade and the
exchange of sporting goods manufactured and /or sold by
its members. Sporting goods shall be defined as including any
merchandise or other products connected with sports.
To foster and encourage the development, compilation and
enforcement of international industry standards, principles and
methods with the objective of improving the quality of sporting
goods products, and of manufacturing processes (which includes,
without being limited hereto, environmental, ethical, and sportsspecific aspects, as well as issues relating to the protection and
enforcement of intellectual property rights).
To provide information and statistics in all fields of interest in
particular for, but not limited to the World Federation’s membership.
To consult on and co ordinate dates and places of international trade
fairs and exhibitions, and, within the limits of permissible applicable
laws and its capabilities, be active and supportive in all areas
which are of legitimate use and benefit for the members of the World
Federation and for the international community of the sporting
goods industry in general.
To represent the sporting goods industry at all international sports
organizations and federations, governmental and intergovernmental
bodies at international level.
To encourage and promote the spirit of legally permissible friendly
co-operation among the sporting goods industry and trade and
all other sports-related bodies worldwide, such as the exchange
of information, mutual assistance, peace and understanding and
fellowship among members and in particular exercise efforts to
ensure best practice by its members.
Trade Committee
•
•
•
•
To mediate and settle any dispute that may
arise between members, if called upon to do so.
To do all other things that may be legally
permissible so as to foster the objectives of
the World Federation.
To foster and encourage the participation
of citizens of all countries in healthy sporting
activities; and where practical, financially
viable and approved by the World Federation to
provide the means for such activity.
To help create a better world through sport.
How does the WFSGI work?
The WFSGI is composed of 6 Committees which exchange information on various issues and topics :
CSR - Corporate Social
Responsibility Committee
The CSR committee is focusing on global societal, social and environmental trends like climate
change, resource depletion, labour and health
issues. Its work is targeted at developing and
promoting an understanding within the World
Federation about the relevance of global social
and environmental challenges for each individual
member company offering members an opportunity to tackle challenges through guidance and
sharing best practice services, Supporting members in identifying synergies to tie resources and
enhance leverage through collaborative work.
Some programs for 2008-2011 are :
• building platforms to share best practice
• providing guidance on relevant industry
initiatives (Energy Efficiency, Carbon dis closure, Harmonization of Audit processes)
• providing guidance on specific social and
environmental issues (labor inspections,
restricted substances management)
• participating in concerted efforts to eliminate
child labor in the football stitching industry
• establishing frameworks for partnerships
• engaging with supranational organizations
and NGOs to represent the industry position
• CSR Forum 2009 - Singapore (for members and
their suppliers only).
The Trade Committee, created in 2007, is focusing
on international trade issues facing the global
sporting goods industry, including eliminating
trade barriers, defending against trade cases,
examining new product safety and testing
requirements, removing restrictions that impact
WFSGI member company’s supply chains,
supporting international trade agreements that
benefit the global sporting goods industry via :
• International Trade Agreements (global,
regional and bi-lateral)
• International Trade cases (e.g. anti-dumping,
safeguards, customs reclassifications and
countervailing duty cases etc.)
• China – Product Safety/Testing Initiative
• Supply Chain (port security and infrastructure
congestion and development
• Trade Litigation Training Program
• IOS/CE standardization project (with DIN) to
be extended to USA and other regions
• US Consumer Product Safety Regulations.
benefit to all WFSGI members and the sporting goods manufacturers’
community at large.
• IOC Manufacturer Identification Guideline Project
• Project to increase brand exposure at IOC and IF events
• Negotiate with the IOC on kit and advertisement regulations (Rule
41/51)
• Reinforce IF contacts and involvement with kit rules and regulations
(FIFA/UEFA/IAAF etc.)
• Manage Olympic Ticketing and Technical Accreditations.
IPR - Intellectual Property Rights
Committee
The IPR Committee is there to keep WFSGI
membership informed in a proactive manner on
international developments and matters in legal,
legislative and trade related areas. To define and
recommend concrete strategies and instruments
to the WFSGI members for a more efficient
protection of the intellectual property rights of
the WFSGI members; To educate members on
matters of special interest in the area of law and
international institutions such as WTO, WIPO,
etc.). Some projects are :
• WFSGI security label/device project
• WFSGI Web Monitoring program
• WFSGI best practice risk management and
document retention program
• Educational activities and best practices in the
area of IP protection and enforcement in China
• Cooperation with the world customs organiza tion in the area of customs authorities’ training.
CISO - Committee of International
Sport Organizations
The CISO represents the WFSGI as the industry
consensus voice to all sports federations and
organizations, promoting maximum and equal
Headquarters of the WFSGI in Lausanne / © Hugues Siegenthaler
Federations Committee
The Federation Committee is a new committee, created in 2008, to enhance the collaboration of WFSGI with its regional and national sporting goods
industry member federations, to promote improved information exchange
and mutual assistance amongst the federations themselves. To provide a
platform for the global, regional and national federations to develop, exchange and promote best practices, industry trends, market research,
collaborative programming and problem solving. Projects here are :
• Product Classification Key project (based on FEDAS)
• Identification of Federations’ Critical needs
• International Trade Policy-Global Reduction of Sporting Goods Tariffs
Initiative
• Exchange of Best Practices in Supply Chain Management
• Sharing of Federation-Generated Market Research
• Improved Information Exchange between WFSGI and Member
Federations
• Evaluation/Study on a specific Manufacturer ex change platform
(committee or sub-committee).
WFSGI Handbook 09
9
cOMPany PROFIlE
Manufacturers Forum
• A new committee created from manufacturers for manufacturers.
The Manufacturers Forum aims at creating a positive synergy
between manufacturers and brands by :
• beingthevenueforthemanufacturingcommunityandtheiragents
to raise issues and show concern
• beingasoundingboardforthebrandsbecausetheyneedtoknow
what is possible / what is not and how things can be done.
• understanding the constantly changing generic requirements of
the brands and circulate those to the members of the Forum
• being a bridge between manufacturers and brands to have the
ideas flow in both directions
• sharingandcirculatingknowledgeamongtheForummemberson
issues such as health & safety, hazardous materials, Corporate
Social Responsibility and environmental issues, etc.
structure of the WFsGI
Global solution through
international teamwork.
WFsGI susTaInInG MEMbERs
wHat does tHe wFsGI
oFFer to Its members?
• TheWFSGIdistributesexclusiveinformationto
its members on economic figures, new laws
and regulations, events, etc.
• TheWFSGIkeepsitsmembersupdatedonall
national and international developments in
product standardization for sports equipment
(ISO or CEN standards related to the sporting
goods industry) and product safety.
• The WFSGI publishes a list on developments
on restricted substances as well as updated
information on REACH regulations.
• TheWFSGIorganizesworkshopsonimportant
projects like energy efficiency, waste management, human resources management, etc.
• The WFSGI negotiates with the International
Sports Federations on the products regulations
and defends the industry’s interest : the
WFSGI also takes part in the preparation of
the Manufacturers Identification Guidelines
which is the reference document published by
the International Olympic Committee to
regulate the equipment during the Olympics;
the WFSGI is present during each Olympic Games
to support and defend its members in case of
dispute with the organization committee.
• TheWFSGIoffersassistanceinfightingproduct
counterfeiting and trademark infringements
and help with all matters of product liability
and product discrimination ; the WFSGI also
provides legal advice and assistance through
our international network of expert legal
counsels and mediation service in legal
disputes.
• Alltheexclusiveinformationmentionedabove
is available in a special section on the WFSGI
website called “Members Area” only accessible
by the WFSGI members: members can find
exclusive information on various issues like
CSR (including standardization, REACH,
restricted substances), Trade, relations with
IFs, but also a directory with contacts of all
WFSGI members, being major companies of the
sporting goods industry: brands, manufacturers, retailers and distributors.
• Etc. WFSGI susTaInInG MEMbERs
Sustaining membership may be obtained by any member who demonstrates a specific high degree of identification with the
WFSGI and its objects. This status is divided in three levels : gold, silver and bronze (with respective services).
More on www.wsfsgi.org !
WFSGI - Global solutions through international
teamwork
11
WFsGI HanDbOOk 09
WFSGI Code of Conduct
Guiding Principles - As accepted by the General Assembly in Munich on August 5th, 2000
Where the right to freedom of association and collective
bargaining is restricted under law, the employer
shall consider the development of parallel means for
independent and free association and bargaining.
Wages
Introduction
The World Federation of the Sporting Goods Industry
(WFSGI) was formed in 1978 to promote the world’s
sporting activities, to standardize the size of equipment
and the rules of sport, to improve the standards of
quality for sporting goods and to promote fair trade in
sporting goods internationally.
WFSGI currently consists of a diverse membership
from over 50 countries including large international
sports companies and small national companies;
companies that serve as suppliers to other companies
and companies that market directly to consumers.
Also represented are the federations of the sporting
industries of individual countries whose members
contribute to a total of over 12,000 enterprises employing many hundreds of thousands of people -,
which are affiliated to WFSGI in some way.
The WFSGI’s Committee on Ethics and Fair Trade (CEFT)
developed a Model Code of Conduct in 1997 following
consultation with its constituent federations and other
members, and on going dialogue with international
agencies and non-governmental organizations.
The Code was designed as a model for companies
committed to ensuring that their operations satisfy the
highest ethical standards in the global marketplace,
and since 1997 many members companies have
introduced their own codes and are monitoring
compliance with those codes using internal and
external monitors. In view of developments in thinking
and dialogue on international trade since 1997, and as
a result of further dialogue with external organizations
representing the rights of workers and children, WFSGI
has decided to revise the Code in 2000.
Preamble
The ideals of the WFSGI are the ideals of sport, and
the organization seeks to promote fairness, honesty,
mutual understanding and high ethical standards not
only on the sports field but also in the factories which
make sports products. WFSGI members recognize the
important role they play in the global economy and
their influence on the social and economic conditions
under which sporting goods are manufactured and
produced. That influence is exercised both through
their actions as employers and far more profoundly through their decisions as
customers of companies that serve as suppliers of goods and services.
The relationship between WFSGI member companies and their suppliers, and
in turn any sub contractors involved in the production process, must be based
on trust, mutual respect and common values. WFSGI is committed to fostering
a sports industry in which member companies actively build business
partnerships with those who share the values of sport and take responsibility
for making the values real through active engagement.
These Principles are based on the international labour standards outlined in the
relevant Conventions of the International Labour Organization (ILO). WFSGI also
acknowledges that companies operate under different legal, economic, social and
cultural environments and these differences merit understanding and respect.
Members must ensure that all activities related to the production of their goods
at least comply with all relevant applicable mandatory legal requirements.
Legal Compliance
Member companies and the companies that produce goods for them
(“employers”) should operate in full compliance with national and local laws,
rules and regulations relevant to their business operations.
Working Conditions
Local industry standards should prevail when higher than the local legal
requirements. In countries where the legal requirements fall short of
internationally recognized standards, it is recommended that members should
apply the following minimum criteria:
Forced labour
Employers shall not use forced labor, whether in the form of prison labor,
indentured labor, bonded labor, or otherwise. No employee can be compelled to
work through force, the threat of force, or intimidation of any form.
Non-Discrimination
No person shall be subject to any discrimination in employment, included in
hiring, salary, benefits, advancement, disciplines, termination or retirement,
on the basis of gender, race, religion, age, disability, sexual orientation,
nationality, political opinion, or social or ethnic origin.
Freedom of Association and Collective
Bargaining
Employers shall recognize and respect the rights of workers to join workers
organizations and associations of their own choosing, and to bargain collectively.
Employers recognize that wages are essential to
meeting employees’ basic needs and that employees
should be fully compensated for all time worked. In all
cases, wages must equal or exceed the minimum wage
or the prevailing industry wage, whichever is higher.
In addition to their compensation for regular hours of
work, employees shall be compensated for overtime
hours at the premium rate legally required in the
country of manufacture or, in those countries where
such laws do not exist, at a rate exceeding their regular
hourly compensation rate.
Hours of work
Workers shall not be required, except in extraordinary
business circumstances, to work in excess of 60
hours per week, including overtime, or the local legal
requirement, whichever is less. Employees shall be
entitled to at least one day off for every seven day
period.
Benefits and Leave
Each employee will be provided all legally mandated
benefits. These may include meals or meal subsidies;
transportation or transportation subsidies; other
cash allowances; health care; child care; emergency,
pregnancy or sick leave; religious, or bereavement
leave; and contributions for social security and other
insurance, including life, health and employees
compensation.
accidents, and toxic substances. Lighting, heating and ventilation systems
should be adequate. Employees should have access at all times to sanitary
facilities, which should be adequate and clean.
The factory must have safety and health policies and procedures that are
clearly communicated to the workers. These should apply to employee
residential facilities, where provided by employers.
Harassment or Abuse
Every employee should be treated with respect and dignity and have the right
to a workplace free from physical, sexual, psychological or verbal harassment
or abuse.
Environmental Protections
Members should aim for progressive improvement in their environmental
performance, not only in their own operations, but also in their relationships
with partners, suppliers and subcontractors.
This includes :
• Integrating principles of sustainability into business decisions.
• Responsible use of natural resources such as land, soil, energy and water
• Reducing, minimizing and avoiding pollution and waste including solid,
liquid and atmospheric conditions.
• Designing and developing products, materials and technologies according
to the principles of sustainability.
Community Involvement
Employers recognize the economic and social impact of their work and are
committed to improving conditions in the wider community.
Company Specific Standards
Members are encouraged to draw up their own specific code of ethical conduct,
if they have not already done so, building on the above standards.
Verification
No person shall be employed at an age younger than
15 (or 14 where the law of the country of manufacture
allows) or younger than the age for completing
compulsory education in the country of manufacture
where such age is higher than 15.
These Principles have been adopted by WFSGI to provide guidance for
individual companies in ensuring that their products are made under fair
factory conditions. Members are encouraged to establish their own internal
management systems to monitor the standards outlined in their own code
of conduct and to implement action plans for continuous improvements in
factory working conditions in their own operations and those who supply them.
Members are also encouraged to have factories monitored by appropriately
qualified external third party organizations.
Health and safety
Compliance
A safe and hygienic working environment shall be
provided, and occupational health and safety practices
which prevent accidents and injury to health arising
out of, linked with, or occurring in the course of work
or as a result of the operation of employer facilities
shall be promoted. This includes protection from fire,
Members shall take steps to ensure compliance with these standards in their
own operations and those who supply them. Where there are instances of non
compliance [e.g. significant and/or persistent breaches] whether found by
internal or external monitors, members shall ensure timely and reasonable
remediation of such non compliance; and ensure that adequate steps are
taken to prevent recurrence and/or occurrence in other factories.
Child labour
WFSGI Handbook 09
13
Becoming a WFSGI member!
Wish to be in the heart of the
industry ? Join us!
Your daily business is to build and run a sporting goods business, our business is to help you by
coping with the global challenges. Join us!
Why becoming a member ?
• The WFSGI distributes exclusive information to its members on
economic figures, new laws and regulations, events, etc.
•
The WFSGI keeps its members updated on all national and
international developments in product standardization for sports
equipment (ISO or CEN standards related to the sporting goods
industry) and product safety.
• The WFSGI publishes a list on developments on restricted
substances as well as updated information on REACH regulations.
• The WFSGI organizes workshops on important projects like energy
efficiency, waste management, human resources management,
etc.
Membership categories
•
The WFSGI negotiates with the International
Sports Federations on the products
regulations and defends the industry’s interest :
the WFSGI also takes part in the preparation
of the Manufacturers Identification Guidelines
which is the reference document published
by the International Olympic Committee to
regulate the equipment during the Olympics ;
the WFSGI is present during each Olympic
Games to support and defend its members
in case of dispute with the organization
committee.
• The WFSGI offers assistance in fighting
product counterfeiting and trademark
infringements and help with all matters of
product liability and product discrimination ;
the WFSGI also provides legal advice and
assistance through our international network
of expert legal counsels and mediation
service in legal disputes.
•
All the exclusive information mentioned above
is available in a special section on the WFSGI
website called “Members Area” only accessible
by the WFSGI members : members can find
exclusive information on various issues
like CSR (including standardization, REACH,
restricted substances), Trade, relations with
IFs, but also a directory with contacts of all
WFSGI members, being major companies
of the sporting goods industry : brands,
manufacturers, retailers and distributors.
1.Full member :
• National or Regional Organizations :
National or regional organizations constituted and
recognized as national or regional sporting goods
governing bodies in any country throughout the world.
• Industry Suppliers :
Brands, manufacturers, suppliers and/or distributors
(including licensing, franchising and retail businesses
of sporting goods and services).
• Industry Supporters :
Recognized federations, associations and or firms
related to the sporting goods industry (such as trade
fair organizers, consultancy companies, etc.) which
are not directly engaged in the manufacturing, supply or trading of sporting goods and services.
2.Associate member :
• International Sports Federations or Associations :
Associations or federations with close links to
the sporting goods industry, provided they are
internationally recognized bodies and/or institutions.
3.Additional membership : Sustaining member
This status may be obtained by any member who
demonstrates a specific high degree of identification
with the WFSGI and its objects. This status is divided
in three levels : gold, silver and bronze (with
respective services).
For more information
call us on : +41 21 612 61 61
or drop an e-mail : [email protected]
15
17
WFSGI Handbook 09
bOaRD - EXEcuTIVE MEMbERs
bOaRD - EXEcuTIVE MeMbeRS
Board of Directors (2007 – Jan 2011)
PresiDent
•John Larsen
Vice-PresiDents
Representing Europe :
•horst WiDmann
Representing America :
•tom coVe
Representing Asia :
•masato mizuno
President Emeritus New Balance Athletic Shoe, Inc. & Director New
Balance UK, Ltd.
Vice-President Puma, President FESI
President SGMA
Chairman Mizuno Corp.
BoarD memBers rePresenting euroPe
•aLBerto Bichi
Secretary General FESI
•Frank DassLer
General Counsel adidas Group
•Jean-cLauDe FauVet
Senior Executive Vice President Lacoste
•giancarLo zanatta
President The Tecnica Group
•Position vacant (election in January 2009)
BoarD memBers rePresenting america
•kiLLick Datta
Chairman and CEO, GBMI
•rauL hacker
President Speedo Brazil, President ABIAE
•gumercinDo moraes neto
Representing Alpargatas
•LinDsay steWart
Vice-President and Chief of Staff, Nike Inc.
•Position vacant (election in January 2009)
BoarD memBers rePresenting asia
•nouman Butt
Director Capital Sport, representing SCCI
•BenJamin Liu
President, Poyang International Co. Ltd., Executive Director TSMA
•Liu Jun
Vice-President CSGF
•hirotaka miyaJi
Director General JASPO
•o-sung kWon
President Vivasport, President KOSPA
•aniL sharma
President AKAY International, representing SGEPC
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For recruitment opportunities, please contact us :
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The AISTS was founded
by the International Olympic Committee (IOC),
leading Swiss universities, the City of Lausanne
and the State of Vaud
BoarD memBers eLecteD By the executiVe committee
•micheL PerrauDin
WFSGI Past President 2004-2007, Owner & Founder MP Consult
•kLaus uhL
WFSGI Treasurer, Consultant & Chairman of the Administration Board of
Uhlsport Co. Ltd.
•stePhen ruBin
Chairman, The Pentland Group
•manFreD WutzLhoFer
Chairman & CEO Messe München GmbH
•Frank zhang
Vice-President Government & Public Affairs, Li-Ning
The WFSGI Executive Committee is composed by the persons whose name is highlighted above. The committee is
completed by 2 members ex-officio :
•RobbeRtdeKocK
WFSGI Secretary General
•JochenSchaefeR
WFSGI Legal Counsel
www.aists.org
WFsGI HanDbOOk 09
17
CSR Committee
CISO Committee
CSR (Corporate Social
Responsibility) Committee
chair
• Frank Henke
CISO (Committee on
International Sports
Organizations) Committee
Global Director Social & Environmental Affairs, adidas Group
chair
• Marius Rovers
Members • Lesley Roberts • Lary Brown
• Tom Cove
• Gianni Lorenzato
• Reiner Hengstmann
• Ron Pietersen
•Toshiaki Mizuno •Caitlin Morris •Carol Greenwood
•Reidar Magnus Director CR, Pentland Group
Corporate Compliance Manager, New Balance
President & CEO, SGMA (Sporting Goods Manufacturers Association – USA)
Vice-President, Lotto
Global Head Environmental & Social Affairs, Puma
Vice-President & CFO, Asics Europe
Senior Manager, Presidential General Affairs Office, Mizuno
Director of Integration and Collaboration CR Compliance, Nike
Director of CSR & Supply Chain, Umbro
Senior Manager, CSR / Supply Chain, Intersport
Ex Officio
•John Larsen •Robbert de Kock •Jochen Schaefer WFSGI President
WFSGI Legal Counsel
Mission Statement
The CSR committee is focusing on global societal, social
and environmental trends like climate change, resource
depletion, labor and health issues. Its work is targeted at
developing and promoting an understanding within the
World Federation about the relevance of global social and
environmental challenges for each individual member
company, offering members an opportunity to tackle
challenges through guidance and sharing best practice
services, supporting members in identifying synergies to
tie resources and enhance leverage through collaborative
work.
Some programs are :
•Building platforms to share best practice
•Providing direction on relevant industry initiatives
•Providing guidance on specific social and environmental
issues (labor inspections, restricted substances
management)
•Participating in concerted efforts to eliminate child labor
in the football stitching industry
•Establishing frameworks for partnerships
•Engaging with supranational organizations and NGOs to
represent the industry position.
Chairman, Sport 2000 International
Vice-Chairs • Jean-Pierre Morand • Celia Muir
Secretary General, SRS (Ski Racing Suppliers Association)
Worldwide Head of Sports Marketing & Sponsorship, Speedo International
Members • Michael Riehl Senior VP Global Brand & Sports Relations, adidas Group
• Christian Frison-Roche
International Promotion Manager, Salomon
• Craig Masback
Director of Business Affairs, Global Sports Marketing, Nike
• Liu Jun
Vice-President, CSGF (Chinese Sporting Goods Federation)
• Masato Mizuno
Chairman, Mizuno
• Blair Tripodi
Director International Marketing, Under Armour
• Filip Trulsson
International Teamsport Business Unit & Marketing Manager, Puma
• Reto Rindlisbacher
Managing Director Sales & Marketing Nordica, Tecnica Group
• Frank Zhang
Vice-President Government & Public Affairs, Li-Ning
• One additional committee member to be confirmed soon
Ex Officio
•John Larsen
•Robbert de Kock
•Jochen Schaefer
WFSGI President
WFSGI Legal Counsel
Goals for 2009
•To further promote the Guiding Principles of the WFSGI
Code of Conduct by strengthening guidance and direction
to members on global industry initiatives that address
global social and environmental trends
•To raise awareness on the importance of CSR by investing
in platforms for sharing best practice
•To increase leverage by identifying common grounds for
member-led programs and establishing frameworks for
partnerships with service providers.
Mission Statement
Goals for 2009
The CISO represents the WFSGI as the industry consensus
voice to all sports federations and organizations, promoting
maximum and equal benefit to all WFSGI members and the
sporting goods manufacturers’ community at large.
Our objectives will be to get the WFSGI back in the center of
the radar screens of the IOC and IF’s and to identify joined
interest to grow the sports and our mutual activities.
Some programs are :
•Olympic Games Manufacturer Identification Guideline
Project Vancouver 2010 and London 2012
•Youth Olympic Games kit and advertisement regulations
project Singapore 2010
•Project brand collaboration at IOC and IF events
•Reinforce IF collaborations (FIFA/UEFA/IAAF etc.)
•Olympic Ticketing
•Technical Staff Accreditations for our member brands.
We will organize meetings between the WFSGI member
brands and the major International Sport Federations to
start to discuss future collaboration and extension of our
services and relations.
19
WFSGI Handbook 09
IPR Committee
Federations Committee
IPR (Intellectual Property
Rights) Committee
Chair
• Dr. Jochen M. Schaefer WFSGI Legal Counsel
Members
• Frank Dassler
• Ian Fullagar
• Mark Granger
• Edward J. Haddad
• Kingson Lai
• Rory Macmillan
• Hirotaka Miyaji
• Gumercindo Moraes Neto
General Counsel, adidas Group
Chairman, ASGA (Australian Sporting Goods Association)
Head of Legal Task Force, SGMA (Sports Goods Manufacturers Association – USA)
Vice-President - Intellectual Property and Licensed Products, New Balance
Legal Counsel, TSMA (Taiwan Sporting Goods Manufacturers Association)
Director Government Affairs Europe EMEA, Nike
Director General, JASPO (Association of Japan Sporting Goods Industries)
Representing Sao Paulo Alpargatas S.A. Brazil
Ex Officio
•John Larsen •Robbert de Kock WFSGI President
Mission Statement
The IPR Committee is there :
• To keep WFSGI membership informed in a proactive
manner on international developments and matters in
legal, legislative and IP-related areas ;
• To educate members on matters of special interest in
the area of law and international institutions such as
WTO, WIPO, etc.).
• To help the members in defining an international IP
management strategy based on best practice experience ;
• To optimize their existing IP portfolios ;
• To help them finding competent IP experts at global level
(on recommendation basis only!!), or to provide an
expert opinion in sporting goods-related issues / disputes
/ up to submit so-called amicus curiae opinions letters to
courts and / or legislators in different countries ;
• To help them to find innovative technology solutions (like
web monitoring, anti-counterfeit devices and systems),
matchmaking with leading players in this field ;
• To lobby support in the event of IP infringements through
special WFSGI contacts (e.g. in Asia and other regions of
the world), but limited to potential violators who are non members of the WFSGI ;
• To act as a mediator in the event of IP disputes between
members ;
• To channel member requests to WIPO, WTO, WCO and
other international organizations governmental institu-
tions law enforcement authorities, etc. without the need
to disclose the name of the respective member company
if not appropriate or advisable under the concretecircumstances.
The current five main projects are
• WFSGI security label / device project
-To develop a uniform WFSGI security label / device
as additional layer of protection for the global sporting
goods industry and trade and tool to combat
counterfeits and identification mark for genuine
sports products ;
• WFSGI Web Monitoring program
-To offer a Web monitoring program for WFSGI members,
which screens the world wide web and notifies the
brand and rights owners on suspicious activities,
dubious online transactions and the like to enable them
to intervene efficiently and swiftly ;
• WFSGI best practice risk management and document
retention program
-To make available for WFSGI members a best practice
document retention and risk management program
with the objective to improve risk management
methods and policies (e.g. if exposed to litigation, in
the event of investigations conducted by public
authorities, product recalls etc.)
• Educational activities and best practices in the area
of IP protection and enforcement in Asia and other
world regions
•To help and support both domestic and foreign sports
brands and cooperate with local IP prosecution and
enforcement authorities such as patent and trademark
offices, brand protection associations, governmental
institutions, legislators, etc.
•Cooperation with the World Customs Organization
(WCO) in the area of customs authorities’ training
•To create a higher level of awareness and better
understanding at customs level for the specific needs
of the sporting goods industry and trade in general and
of the WFSGI members in particular.
All above-described projects are subject to continuous
review and acceptance by the WFSGI membership.
Goals for 2009
•
•
•
To be able to present at least one concrete business
proposal ready to be adopted by the WFSGI members out
of the five projects mentioned above;
Organize a high level industry and IPR Committee
meeting at WIPO and/or WTO to obtain their concrete
support get access to and involved in their IP-related
working projects and groups;
Create a broader working platform of IPR experts for
the Committee’s work by recruiting additional committee
members like in-house IP counsels. Federations Committee
chair
• Tom Cove President & CEO, SGMA (Sporting Goods Manufacturers Association-USA)
Members • Alberto Bichi • Hirotaka Miyaji • George Wood • Liu Jun
• Sean Cary
Secretary General, FESI (Federation of the European Sporting Goods Industry)
Chairman, TSMA (Taiwan Sporting Goods Manufacturers Association)
Vice-President, CSGF (China Sporting Goods Federation)
Executive Director, ASGA (Australian Sporting Goods Association)
Ex Officio
•John Larsen
•Robbert de Kock
•Jochen Schaefer
WFSGI President
WFSGI Legal Counsel
Mission Statement
The Federation Committee is a new committee, created in
2007, to enhance the collaboration of WFSGI with its regional
and national sporting goods industry member federations,
to promote improved information exchange and mutual
assistance amongst the federations themselves. To provide
a platform for the global, regional and national federations
to develop, exchange and promote best practices, industry
trends, market research, collaborative programming and
problem solving.
Some programs are :
•Product Classification Key project (based on FEDAS)
•Identification of Federations’ Critical needs
•International Trade Policy-Global Reduction of Sporting
Goods Tariffs Initiative
•Exchange of Best Practices in Supply Chain Management
•Sharing of Federation-Generated Market Research
•Improved Information Exchange between WFSGI and
Member Federations
•Evaluation/Study on a specific Manufacturer exchange
platform (committee or sub-committee).
Goals for 2009
•U.S. Consumer Product Safety Improvement Act (CPSIA)
•European REACH program
WFSGI Handbook 09
21
Trade Committee
Manufacturers Forum
Trade Committee
Manufacturers Forum
Chair
•Brad Figel
Director Governmental Affairs & International Trade Counsel, Nike
Chair • P.C. Sondhi Members
•Frank Dassler
•Gumercindo Moraes Neto •Hirotaka Miyaji
•Benjamin Liu
•Liu Jun
•Tom Cove •Alberto Bichi •Herb Spivak •Leonid Strakhov
General Counsel, adidas Group
Representing Sao Paulo Alpargatas S.A Brazil
President, Poyang International and Executive Director, TSMA (Taiwan Sporting Goods
Manufacturers Association)
Vice-President, CSGF (China Sporting Goods Federation)
President & CEO, SGMA (Sporting Goods Manufacturers Association-USA)
Secretary General, FESI (Federation of the European Sporting Goods Industry)
Executive VP, New Balance
Vice-President, RASIE (Russian Association of Sports Industry Enterprises)
Ex Officio
WFSGI Legal Counsel
Mission Statement
The Trade Committee, created in 2007, is focusing on
international trade issues facing the global sporting goods
industry, including eliminating trade barriers, defending
against trade cases, examining new product safety and
testing requirements, removing restrictions that impact
WFSGI member company’s supply chains, supporting
international trade agreements that benefit the global
sporting goods industry via ;
•International Trade Agreements (global, regional and
bi-lateral)
•International Trade cases (e.g. anti-dumping, safeguards, cu stoms reclassifications and countervailing duty cases etc.)
•China – Product Safety/Testing Initiative
•Supply Chain (port security and infrastructure congestion
and development)
•Trade Litigation Training Program
•IOS/CE standardization project (with DIN) to be extended
to USA and other regions.
•Overview of new laws and regulations addressing product
safety and testing
•Overview of trade remedy cases including anti-dumping,
counterfeiting duty and safeguards particularly as the
relate to footwear and apparel cases that may be brought
against the sporting goods industry.
Managing Director, F.C. Sondhi & Co.
Members • George Wood
Chairman, TBS Group and Chairman, TSMA (Taiwan Sporting Goods Manufacturers Association)
• Nouman Butt
Director, Capital Sports and representing SCCI (The Sialkot Chamber of Commerce and
Industry)
• Ali Imran Shabbir
Managing Director, Ali Trading
• Benjamin Liu
President, Poyang International and Executive Director, TSMA (Taiwan Sporting Goods
Manufacturers Association)
• One additional committee member to be confirmed soon
advisor • Tom Cove President & CEO, SGMA (Sporting Goods Manufacturers Association - USA)
Ex Officio
WFSGI Legal Counsel
More members are to be recruited for this committee
especially from China and other South East Asian nations.
But the Forum will embrace manufacturers and their agents
from all over the world and not just from Asia.
The membership of this Forum will be WFSGI members who
have their own factories and are supplying goods to small,
medium and large brands. It will also include agents of
factories i.e., people who either buy from them and supply
the brands or negotiate on their behalf with the brands
i.e., companies who are responsible for the methods of
production in those factories.
Why do we call it a forum and not a
committee ?
We have used the word Forum because we want it to be a
place where everyone can come and exchange ideas and
share concerns. It will be open from all sides to ideas and
suggestions.
Goals for 2009
Mission Statement
For 2009, the Trade committee intends to implement regional training programs on the following issues :
• To give a venue for the manufacturing community and
their agents to raise issues and show concern.
•
•
•
•
•
To be a sounding board for the brands because brands
need to know what is possible / what is not and how
things can be done.
To understand the constantly changing generic
requirements of the brands and circulate those to the
members of the Forum. This will save the sometimes
confrontational situations which brands encounter when
they issue directives.
To be a bridge between manufacturers and brands to
have the ideas flow in both directions.
To create a positive synergy between manufacturers
and brands and in turn this will add strength to the fabric
of the WFSGI also.
To share and circulate knowledge among the
Manufacturers Forum members on issues such as
health & safety, hazardous materials, Corporate Social
Responsibility and environmental issues, etc. They will
also share their success in solving some of these
problems.
23
WFSGI Handbook 09
IsPO WInTER 2009
IsPO cHIna 2009
ISPO WInTER 2009
ISPO cHIna 2009
69 International Trade Fair for Sports Equipment and Fashion
International Trade Show for Brands in Sports, Fashion and Lifestyle in Asia
th
city and country :
Munich, Germany
city and country :
Beijing, PR China
address :
Messegelände
address :
China International Exhibition Center (CIEC)
Beijing
telephone :
+49 (0)89 949 20163
telefax :
+49 (0)89 949 97 20163
81823 Munich
Germany
telephone :
+49 (0)89 949 11388
telefax :
+49 (0)89 949 11389
ispo online :
www.ispochina.com
ispo online :
www.ispo-winter.com
e-mail :
[email protected]
e-mail :
[email protected]
Date of fair :
February 19 – 21, 2009 (thursday – saturday)
Date of fair :
February 1 – 4 , 2009 (sunday – Wednesday)
organized by :
Munich Trade Fairs (Shanghai) Co., Ltd
organized by :
Messe München GmbH, 81823 Munich, Germany
co-organized by :
management :
Markus Hefter – Exhibition Director
Jing Mu International Exhibition Co., Ltd
CIEC – China International Exhibition Centre
management :
Kerrin Mueggenburg, Exhibition Manager
opening hours :
February 1- 3, 2009 : 09:00 – 18:00 h (Sunday – Tuesday)
opening hours :
February 19 – 21, 2009 : 09:00 – 17:00 H. (Thursday – Saturday)
Prices for exhibitors :
From EUR 180 to EUR 189 per sq. m.
tickets :
Trade visitor : 60 RRMB
exhibitors accepted :
Brands only – outdoor, boardsports, teamsports/running, fitness, racketsports, ski,
sportswear & sportsstyle, golf, bike, ski resort equipment, fabrics & fibers, others
February 4, 2009 :
9:00 – 17:00 h (Wednesday
From EUR 133 to EUR 150 per sq. m
tickets :
Admission ticket for one day, two days, four days : from EUR 40 to EUR 60
If purchased online with pdf voucher :
from EUR 10 to EUR 45
Free public transport (MVV) to and from the fairgrounds
sports hardgoods and softgoods, suitable for the individual ispo areas
Visitors accepted :
Trade only
Visitors accepted :
Trade only
Listing of services :
Customs, forwarding & shipping agent, storage contractors, flowers, decorators,
Full range of services including forwarding & shipping agent, flowers, post office,
decorators, interpreters, cleaning, electricity, telephone, water, hotel accommodation,
visa, etc.
Local transportation :
Bus, shuttle bus, taxi
Parking :
1’000 places
total space exhibition :
approx 20 000 sq. m.
Hotline : +49 (0)89 949 11388 or www.ispo.com
total number of brands :
329 from 21 countries(2008)
Parking :
13’000 places
total number of visitors :
11 108 from 147 countries (2008)
180’000 sq. m. hall
general information :
total number of exhibitors :
2026 (2008) from 47 countries
International : Kerrin Mueggenburg,
Shanghai :
Joanna Su,
Beijing/ China : Ronald Wu
64’000 (2008) from 113 countries
Visa application :
Constanze Fuchs / Kerstin Leckebusch / Engin Mueller-Oezer / Eva Schlangenotto
Ms. Aurora Zhang
[email protected]
interpreters, cleaning, electricity, telephone, water, hotel accommodation, etc.
Airport shuttle (free of charge with ispocard), railway station fairgrounds, metro
suburban express, trams, buses – free of charge with visitor / exhibitors pass, taxi
travel information :
Hotel Directory with City Map, Hotels and Guesthouses in and around Munich,
25
WFsGI HanDbOOk 09
GOlF EuROPE 2009
RunnInG ORDER sHOW
GOlF EuROPE 2009
17 International Trade Fair for Golf
th
city and country :
Munich, Germany
address :
M,O,C, Munich Order Center
Lilienthalallee 40
80939 München/ Freimann – NEW Location
RuNNING ORdeR sHOW
Sponsored by GorE-TEX & GorE running Wear
city and country:
Munich, Germany
address:
M,O,C, Munich Order Centre
Lilienthalallee 40
80939 Munich/ Freimann
telephone :
+49 (0)89 949 20 172
telefax :
+49 (0)89 949 20 179
telephone:
+49 (0)89 949 20 157
golf europe online :
www.golf-europe.com
telefax:
+49 (0)89 949 20 169
e-mail :
[email protected]
Date of fair :
september 27 – 29, 2009 (sunday to tuesday)
running online:
www.running-order.de
organized by :
Messe München GmbH, Messegelände, 81823 Munich, Germany
e-mail:
[email protected]
management :
Armin Wittmann, Exhibition Director
Date of order show:
June 28 – 29, 2009 (sunday to monday)
opening hours :
27 – 28 September 2009: 09:00 – 18:00 (Sunday - Monday)
29 September 2009:
9:00 – 17:00 h (Tuesday)
organized by:
Messe München GmbH, Messegelände, 81823 Munich, Germany
From EUR 125 to EUR 132 per sq. m
management:
Jose Moreno-Tapia, Exhibition Manager
tickets :
Admission ticket for one day, two/three days : EUR 25 to EUR 35
Advance sale : Admission ticket for one day, two/three days : EUR 17 to EUR 27
Free public transport (MVV) to and from the M,O,C,
opening hours:
June 28 – 29: 09:00 – 19:00 h (Sunday - Monday)
Prices for exhibitors:
booth package ( 24 sqm space, booth system, carpet, lightening) EUR 1890
Golf Articles, Golf Fashion, Golf Accessories, Indoor Golf, Driving Range,
Golf Tourism, Golf Journals, Golf Literature
Visitors accepted :
Golf Pros, Members of the PGA of Europe, Pro Shop Owners, Pro Shop Employees,
Sports Retailers, Department Stores Selling Sports Equipment and Fashion, Mail
Order Firms
Customs, forwarding & shipping agent, storage contractors, flowers, decorators,
interpreters, cleaning, electricity, telephone, water, hotel accommodation, etc.
Airport shuttle (free of charge with ispocard), railway station (12 minutes by subway),
subway station (5 minutes by feet), trams, buses – free of charge with visitor / exhibitor
pass, taxi
travel information :
Offers at www.golf-europe.com
Parking :
1’500 places
15’000 sq. m. hall
number of domestic exhibitors :
118 (2008)
number of foreign exhibitors :
167 from 26 countries (2008)
total number of exhibitors :
2026 (2008) from 47 countries
number of domestic visitors :
2’154 (2008)
number of foreign visitors :
2’484 from 52 countries (2008)
4’638 (2008)
Armin Wittmann / Simone Bingel
Prices for m,o,c, members (exhibitors): EUR 490
tickets:
Admission ticket for two days: EUR 20, free public transport (MVV) to and
from the M,O,C,
Advance sale: Admission ticket till 18 May 2009 for free!
exhibitors accepted:
Clothing, Shoes, Nordic Walking, Triathlon, Nutrition, Accessories
Visitors accepted:
Sports Retailer, Department Stores, Running Retailer, Triathlon Stores, Nutritional
Stores, Orthopaedic Stores
Local transportation:
Airport shuttle (free of charge with ispocard), railway station (12 minutes by subway),
subway station (5 minutes by feet), trams, buses – free of charge with visitor / exhibitor
pass, taxi
travel information:
Offers at www.running-order.de
Parking:
1’500 places
total space exhibition:
15 000 sq. m. hall
total number of exhibitors:
98 (2008)
total number of visitors:
1300 from 58 countries (2008)
general information:
Jose Moreno-Tapia
27
WFsGI HanDbOOk 09
www.ispo.com
“ Staying behind your counter
CSR Committee - Activity Report 2008
CSR Committee
Activity Report 2008
nowhere.
ispo is where
things get moving.”
gets you
Frank Henke, Chairman of the CSR Committee - Corporate Social Responsability
The work of the CSR Committee in 2008 was primarily
driven by the execution of the strategic direction as it was
presented to the members at WFSGI meetings in January
2008. It was summarized by the theme: “Streamlining
efforts – maximizing impact”.
— alain, 29, shop owner
The strategic direction was designed according to the
following important trends and developments in the
industry and society :
1.There is still a great level of uncertainty about the term
Corporate Social Responsibility and the role of business.
This becomes visible through an overwhelming number
of definitions and interpretations of the general term
CSR. To provide clearer guidance, the work scope of the
CSR Committee therefore had to be narrowed down and
more focused.
pascher-heinz.com pic: xandi kreuzeder athlete: dennis ehlert / amplid
2.Member companies of the WFSGI and players in the
sporting goods industry are highly diverse in terms
of company size, product categories, regional origin and
presence, corporate culture and organisational setup of
their businesses. This diversity within the industry poses
a challenge in developing common views about corporate
responsibility or ethics and in establishing a one-size-fit all approach. Stronger emphasis should be put on mutual
communication to take into account different viewpoints.
3.Within, and outside of, the sporting goods industry,
several initiatives and platforms have already been
established that promote cooperation, collaboration
and information sharing related to sustainable business
practices between companies. Individual WFSGI member
companies have also been successful in building
coalitions with other brands outside the industry. These
programs are tailored and designed to e.g. effectively
address issues in global supply chains. So more work
had to be done to inform members about current or
planned initiatives to avoid parallel work streams and to
build effective leverage.
builds on the previous track record and achievements but
also puts a strong focus on members’ needs in the context
of the changing role of business in society and what the
changes really mean. Based on lessons learnt, the CSR
Committee designed an iterative approach that allows the
Committee to focus its work on manageable key activities
and sustainably broadening the WFSGI’s and its members’
engagement for the CSR agenda year by year.
As a first stage, major actions in 2008 were related to the
enhancement of awareness building programs for CSR
practices and the establishment of platforms for sharing
best practice among members. Actions included:
Information and awareness raising
programs
1.A CSR directory was designed and launched that aims
to guide members to actual CSR industry initiatives. This
directory provides information about multi-stakeholder
initiatives, transparency and data sharing platforms and
environmental initiatives.
2.Under the theme “Listen to the experts” a guest speaker
curriculum for relevant CSR topics was developed;
in May 2008 for example, experts in energy efficiency
management and waste management attended the CSR
meeting and provided lectures to the audience.
Sharing best practice
1.A CSR section on the WFSGI website was developed
that allows members to profile their CSR approaches and
showcase best practice.
2.A brand gathering event was organized in Hong Kong
in March 2008 to offer a platform for discussing and
sharing experiences in managing environmental issues
in the regional supply chain and to provide collaboration
opportunities between brands. Taking these aspects into account, the Committee has
aimed to develop a three-year programmatic approach that
1-4 feb 09
Messe München GmbH, Messegelände, 81823 München, Germany, phone (+49 89) 949-11 3 88, fax (+49 89) 949-11 3 89, [email protected], www.ispo.com for trade visitors only
29
WFSGI Handbook 09
Addressing energy efficiency at the adidas Group
Addressing energy efficiency
at the adidas Group
The adidas Group is a world leader in the global sporting goods industry. Being a leading multinational
demands that we respond to global developments, to the big issues of today. Experts say that this set
of ‘big issues’ – broadly encompassed by the term ‘sustainability’ – affects all of us and will have a
growing influence on our lives and how business operates.
Frank Henke, Global Director Social & Environmental Affairs, adidas AG
One of today’s big issues is climate change. The threat of climate
change is becoming ever more apparent as consensus grows on the
need to stabilise greenhouse gas levels – primarily those of carbon
dioxide – to prevent increasing global mean temperatures. The UN
Intergovernmental Panel on Climate Change suggests carbon dioxide
emissions could increase two and a half times by 2100. But we need
to stabilise emissions at just one and a half times of current levels if
we are to avoid significant change to the planet. Reducing emission
growth requires greater energy efficiency and wider use of low-carbon
technologies. At the Bali conference on climate change in December
2007, the world’s governments pledged their support to the idea of
setting emission reduction targets. In the run-up to the conference,
150 global companies including the adidas Group signed the Bali
Communiqué, calling for a comprehensive, legally binding United
Nations framework to tackle climate change.
What’s causing the problem?
As we all strive to improve our standard of living, the choices we make
have unforeseen consequences. The main problem is the increase
of carbon dioxide and other greenhouse gases in the atmosphere.
This comes largely from burning fossil fuels for energy and clearing
forest land for development. Resources are being depleted at an
unprecedented rate, a problem that increases as poverty decreases.
Projections from the International Energy Agency suggest that primary
energy use could more than triple by 2050 in a more prosperous world.
The 2005 Millennium Ecosystem Assessment showed that of the
‘services’ that humanity receives from the ecosystem – such as fuel,
food, water and timber – two thirds were being used unsustainably.
What can be done and what is the adidas Group
doing?
Over the past decade we at the adidas Group have closely analysed
not only the social but also the environmental conditions we find
on the ground and have worked hard to improve the working and
environmental conditions at own sites and in our suppliers’ factories.
Our products – which are at the heart of our
business – must be competitive in function and
price but also safe. Manufacturing products must
be done with the least environmental impact
without compromising function and quality. And
we have to be efficient in our use of resources,
but also fully support our global business. The
challenge is to balance these various demands.
All of us can try to use less energy. As the
generation of electricity is the major source of
emissions, we have taken steps to measure
and reduce our energy use as a business. At the
adidas Group we apply policies, procedures and
practices to ensure that all corporate entities
are operating to the highest standards. We have
environmental management systems in place
at our major sites, and our core suppliers are
required to establish one, too.
Addressing energy efficiency in the
supply chain
We have limited control over the direct
environmental impacts of the manufacturing
process and how our suppliers act. The best way
we can influence the environmental impacts
at our suppliers’ factories is to encourage the
introduction of environmental management
systems, and we have made implementing such
systems mandatory for all our core suppliers.
Achieving certification requires factories to plan,
manage and review their own environmental
performance. This encourages them to approach
the issue with rigour and the appropriate
resources. Environmental management systems
commit the supplier to continuous improvement.
Our German factory in Scheinfeld, for example,
has reduced its energy consumption for all its
operations in each of the past three years. The
total saving is equivalent to a 13.5% reduction in
the average energy used to make a pair of sports
shoes.
various aspects of energy management and contained a wide range
of improvement suggestions for factory managers and their facilities.
Another important topic was how to stay competitive and safeguard
production performance while at the same time reduce pollution and
its impact on global warming.
The adidas Group’s approach is to help its
suppliers reduce the environmental impacts
in their factories through advice and support.
The company has issued detailed and practical
Guidelines on Health, Safety and Environment,
complemented by a more specific Guide to
Best Environmental Practice. Highlighting best
practice both inspires and practically explains
how suppliers can improve their performance.
The Guide shows how to address environmental
issues in a systematic way and how to obtain
economic benefits by taking a proactive stance
in the management of resources, processes
and wastes and goes far beyond end-of-pipe
solutions.
To better tailor the training programme on environmental issues, we conducted specific needs
assessments among our suppliers. Through
these we sought to better understand their environmental priorities, which can differ significantly from site to site, depending on product
complexity and production processes. Many reported that energy consumption was one of their
main concerns. The drastic increase in oil prices
has affected energy costs, and the high demand
for energy has resulted in power shortages in
factories in China where several of the suppliers’
factories are located.
Accordingly, the adidas Group conducted a series
of energy efficiency workshops. With the help
of an environmental consultancy we developed
customised training materials and technical
recommendations across the different product
divisions.
In 2007, Vietnam and South China were chosen
as the countries to kick off the series of
workshops which were attended by more than
100 core suppliers. The workshops were run
under the theme ‘Energy Efficiency – Advantage
for Environment and Industry’ and stressed
the significant economic potential for industry
and business and the tangible benefits to the
environment. In-depth training was given on
Energy efficiency workshop in China
Energy management at our administration sites
and in the retail business
Besides our supply chain, we also look at how we can reduce our
environmental impact as individuals, and as a company. To further
strengthen our performance in managing social and environmental
issues, it is important that the Group and its employees ‘walk the talk’
in terms of the environmental conditions and sustainability of our own
sites, workplaces and offices.
In a workplace, energy is used in lighting, heating and air conditioning
and for running various types of electrical equipment that we use daily
WFSGI Handbook 09
31
such as PCs, photocopiers and printers. Office equipment alone typically
accounts for more than 20% of the energy used in most offices and even
up to 70% in some offices. In retail spaces, most energy is consumed
either in heating, air conditioning or lighting. We seek to raise awareness
and provide solutions and ways for purchasing environmentally friendly
products and materials, conserving energy and water and reducing
waste. In short, we want to create “green” workplaces together with our
employees and internalise the “green” thinking.
Most of our sourcing offices, sales subsidiaries, warehouses and administration sites have less environmental impact than manufacturing
products in factories. Nonetheless, besides adhering to specific local
laws, our Corporate Guidelines on Health, Safety and Environment also
support managing activities at our own sites. They provide best practice advice for workplace ergonomics, eco-purchasing of office materials and resource savings through ordering chlorine-free print and
copy paper, collecting and recycling/refilling printer cartridges and
using energy-saving printers and lighting.
To minimise the environmental footprint within the retail sector,
the Group’s Workplace Standards have been extended to cover
franchisees, and the manufacturers of store fixtures and fittings have
been included within the scope of monitoring. In 2007, environmental
activities were expanded for the first time to the own retail business
with on-site energy audits being conducted in retail stores in China.
Several energy management opportunities were identified and shared
with senior management and relevant business units as part of our
ongoing commitment to continuous improvement. Upon completion of
the audits, action was taken by colleagues in the retail business unit
to address the findings immediately, where possible, or to incorporate
these in future designs for store concepts.
year to reduce the environmental impact of
transporting its products around the world. Our
policy is to minimise the impacts from transport,
in particular air freight shipments, which create
the most carbon dioxide emissions, through
improved order and production planning tools.
Only in emergencies or in times of high-market
demand, for example during global sporting
events, we choose to airfreight our products.
Carbon dioxide emissions are measured in grams
of carbon dioxide per kilometre each tonne travels
(grams CO2/km t) :
•Sea freight contributes 17.5 grams
carbon dioxide CO2/km t
•Road freight by truck contributes
147 grams CO2/km t
•Air freight contributes 903 grams CO2/km t.
The shipping supply chain
Due to the fact that the adidas Group works
with third parties, rather than its own transport
fleet, it is difficult to measure the resulting vehicle emissions (truck, ship and plane). To reduce the environmental impact, our transport
and logistics department has developed benchmarks for carriers and forwarders that help
us evaluate their environmental performance.
Emissions from product transport
Both environmental and wider sustainability
One of the key climate change impacts comes from the fuel used
performance have been included in the decito transport our goods to the market. The adidas Group works each
sion-making process regarding which service
supplier we work with. To gain
a clear overview of the CSR
capabilities of our current and
potential new service partners
and to determine whether
they meet our requirements
for partnering with the adidas
Group, they have been asked
to provide information about
ISO 14001 certifications and
environmental policies, their
current five most important
CSR activities and their CSR
strategy. This will allow us to
conduct in-depth analyses of
the profiles of potential parThe employee restaurant ‘Stripes’ in Germany was built based on an innovative ecological climate
concept which eliminates the need for energy-intensive air-conditioning equipment. tners in the future.
Impact of global travel
As a global business with more than 150 locations
worldwide and a global supplier base, air travel
is widely used by adidas Group employees.
To obtain a better understanding about the
environmental footprint caused by air travelling,
we are quantifying what the carbon dioxide
emissions are. While air travel cannot be avoided,
we are exploring options to further reduce it
through more rigid travel planning and extended
use of telecommunication systems such as video
conferencing.
Summary
Environmental sustainability poses a number of
challenges for our company and its functions,
whether for product management, innovation,
development teams, facility management or our
manufacturing partners. The goal is to achieve a
balance between various demands:
•
•
•
Manufacturing must be done with the least
environmental impact without compromising
function, quality, price and safety (during use
and after disposal) of the product.
Apply best practices at own sites and
operations to continuously reduce our direct
environmental footprint.
Our operations have to become resourceefficient and lean but also need to fully support
our business goals.
Climate change is one of a number of key issues
for our global society to face, along with disease,
poverty and resource depletion. All of these issues
stand in the way of a truly sustainable world.
While these challenges can seem overwhelming,
it is important to remember that our efforts and
energies need to be focused on what we can do,
in our street, our town or our company, to make a
difference. As the adidas Group strives to improve
its social and environmental performance, we
recognise that we can, and must, take action
and encourage others in our supply chain to take
action if we are to make a difference and become
a sustainable business.
Our corporate responsibility publications
Giving 110%
This review reflects on the efforts the adidas Group made
in 2007 to be a responsible business. It discusses the
social and political context for our work, covering four
main topics: big business and sustainability, preparing
for major sporting events, ‘Made in China’ and climate
change.
Our online corporate responsibility report 2007
Striving to improve performance. Going into more
detail than the review, our online report looks at what
we have achieved in 2007. So it includes performance
data, a review of our progress against the targets we
set ourselves for the year and more information on our
approach to managing social and environmental issues.
It also includes a ‘GRI Index’ so readers can see how we
report against the international benchmark of the lobal
Reporting Initiative.
The ‘Sustainability’ section of our corporate website
In this section of our corporate website, we provide
an overview of the standards we have put in place
to manage the issues of labour rights, health, safety
and the environment, in particular in our supply
chain. Also here are our past seven years of social
and environmental reports, statements clarifying our
position on matters of public interest and historic case
studies that illustrate how we have tackled workplace
and environmental issues in the past.
We can, and must, take action
and encourage others in our
supply chain to take action if
we are to make a difference
and become a sustainable
business.
WFSGI Handbook 09
33
Kamik Environmental footprint
Kamik Environmental footprint
Kamik Environmental
footprint
Norman Cook, Executive Vice President, Genfoot Inc.
Regardless of what goods are being produced, the logistics of moving
products to consumers has become an ever-increasing global
economical challenge. Rising energy prices have become a critical
concern in today’s economy and many manufacturers are looking for
ways to cut their cost of operations without sacrificing the quality of
their product offering. Energy costs are likely to remain high and we at
Kamik Footwear are continually looking at ways to grow our business
not only with new and innovative products, but also with creative ways
to reduce our operating costs and shrink our environmental footprint.
Kamik is a privately owned family company.
Since the company began its operations in
1898, the company’s goals have focused
on manufacturing competitively priced
and highest quality outdoor footwear for
men, women and children. Our heritage
therefore drives us to continually examine
our production and operating practices in
order to ensure Kamik remains a relevant
and a competitive brand in the today’s
market place. An important benefit of
this dynamic evaluation process has
been that Kamik has not only reduced
its exposure to rising energy costs but
also has enhanced its global reputation
as a bonafide environmentally friendly
company. For Kamik, incorporating green
practices provide us with an excellent
opportunity not only to lessen our ecological footprint but also to
improve our profit margins as well as our customer’s.
The existing challenges of the global energy crisis remain significant
and require close attention. In short, our current business practices
focus on reducing any wasteful costs and consequently lowering any
added stresses caused specifically by the current energy crisis. These
practices encompass where we manufacture, how we manufacture,
what materials we use, how our products are marketed and how they
are distributed to our customers.
Manufacturing and Operations
When one thinks of energy, often the cost of fuel is the first thing that
comes to mind. The Kamik brand’s primary area of distribution is North
America. In order to efficiently meet its domestic
demand for product, Kamik maintains two North
American factories that enable us to manufacture
closer to home and closer to our customers. The
net result of this strategy is that we are able to
reduce our distribution costs and minimize our
environmental footprint at the same time.
While many companies made the shift to
manufacture product overseas, we assessed
the pros and cons of producing domestically and
found a substantial cost and customer service
advantage to keeping production close to home.
Kamik maintains two factories in North America:
a American based plant located in Littleton,
New Hampshire and a Canadian based facility in
Montréal, Quebec. The current high costs of fuel
and energy remain a constant and real concern.
To effectively address this and other operating
issues, our production effort is centered on
manufacturing, employing and distributing
locally. Aside from supporting the domestic
economy, producing locally allows Kamik (i) to
maintain a tight control over its production quality,
(ii) to minimize its non-value added shipping and
handling efforts and (iii) to improve its ability
to meet customer changing demands resulting
from varying weather conditions in season. This
provides us a competitive edge that benefits the
Kamik brand’s consumer image, our bottom line
and our responsible environmental footprint.
Our goal is to continue to manufacture and sell
Kamik products close to market. In 2009, along
with our current Canadian and US factories,
Kamik will begin to manufacture product in
Europe to supply our growing European client
base. From an environmental point of view, this
new European production facility will afford
Kamik the chance to meet both European
consumer needs and lower shipping costs
but without a large, negative impact on the
environment.
Kamik’s Green Manufacturing
For over 20 years, Kamik has been dedicated to
eliminating waste by reducing and reusing production materials. Both of our North American
factories employ hydro-generated power to run
machinery and equipment. Hydro-generated
power is a renewable energy source that not
only minimizes our production costs but also
maximizes our use of ecologically sound production inputs. A closed looped distribution system
recycles water that is used to cool the machinery
during the production process. Even the vast
amount of oil used we use in various hydraulic
pumps is filtered, recuperated and reused.
Our methods of sustainable manufacturing ensure
that nothing is wasted and productivity remains
efficient. As part of our long-standing program,
no waste from the production of footwear is ever
discarded. Kamik collects all production scrap
material, sorts it and then reuses it to produce
additional footwear.
In the fall of 2008, Kamik will introduce a
consumer boot recycling program. We provide
consumers with the opportunity to return used,
heavily worn boots to us, which in turn will be
reused to create new boots. A component of our
message, however, will be to educate consumers
that the best way to ‘recycle’ boots is to pass
them along to a charity or a needy individual who
will wear them, especially if the boots are still in
reasonably good shape. A list of Kamik boots that
are accepted for recycling will be available on the
Kamik Web site (www.kamik.com) beginning in
Fall 2008.
Rising energy costs will continue to influence Kamik as well as its
business operations. As such environmental factors evolve, so will our
efforts in terms of time for and research into finding new materials and
methods to produce products that are both environmentally friendly,
cost effective and consumer friendly.
Marketing
Kamik’s dedication to reducing waste can also be seen in the
development of our marketing materials.
Kamik’s packaging, hangtags and marketing material are all printed
on recycled paper. In 2008, we introduced an online catalog in addition
to our printed catalog, thus reducing the number of catalogs that we
print. While we have always chosen to print our catalogs on partially
recycled paper, in 2008 we will take it a step further and to print all
of our catalogs on 100% recycled paper. By doing so, we have saved
over 24 Million BTUs of energy, over 3,000 pounds of greenhouse
gases, almost 15,000 gallons of water, numerous mature trees and a
significant amount of solid waste. While environmentally sound, this
recycled paper choice also enhances the look and feel of our Kamik
brand to our customers.
In summary, Kamik employs
multiple strategies and tactics
to enhance its reputation as a
leading, environmentally friendly company. We are confident
that our continued energy saving approach as well as our
efforts to identify innovative
energy efficient policies or processes will continue to generate significant returns for our
Kamik brand, our company and
our customers.
While many companies made the
shift to manufacture product overseas,
we assessed the pros and cons of
producing domestically and found
a substantial cost and customer service
advantage to keeping production
close to home.
35
WFSGI Handbook 09
MIzunO cORPORaTIOn’s EnGaGEMEnT In EnERGy IssuEs
MIzunO cORPORaTIOn’s
eNGaGeMeNT IN eNeRGY ISSueS
To maintain an environment where we can live humanly.
Masato Mizuno, Chairman of the Board of Mizuno Corporation
Introduction
Imagine the Earth becoming an inhospitable place to live for human beings
due to the deteriorating global environment. One can most likely visualize
harsh environments such as open deserts, a substantial amount of disaster
due to abnormal climates, decrease in
Masato Mizuno doing first pitch in baseball game
plants and animals, starvation due to
during beijing Olympic Games 2008
food shortages, limited outdoor activities due to air pollution etc. It is probably impossible to continue
the sports culture in such an environment. Clean air, water and a fertile earth. The cause of destruction of these things in nature which
we take for granted, and making it a more difficult place for human
beings to live in, is all a result of our own activities. And, the only
thing that can protect the Earth from this environmental deterioration is ourselves.
Warming temperatures melt ice
Desertification of the earth
Not only is it an important topic for us related in the business of sports,
but efforts for environmental conservation is probably the current
most top-priority issue that should be promoted by all of us for the
continued existence of all humankind. In order to prevent environmental
destruction to advance to a point of no return, all individuals and
business organizations must make whatever efforts possible. At our
company, we have been incorporating the idea that all humankind is part
of the crew on the third planet of the solar system--spaceship “Earth.” Acknowledging that we have
the responsibility to protect the environment of
the spaceship we live on, in 1991, we have been
promoting an environmental conservation activity
called “Crew 21 (Conservation of Resources and
Environmental Wave21)” which has been taken
on by the entire company. In this article, we would
like to introduce the actual state of energy issues
and energy conservation which our company is
involved in as part of Crew 21 activities.
about Energy Issues
Global Environmental Issues and Energy Issues
It is impossible to think about global environmental
issues without energy issues. The 18th century
industrial revolution being the turning point, mass
consumption of fossil fuels began, and the range
of fossil fuels used started to broadened from
WFsGI HanDbOOk 09
37
Mizuno Corporation’s Engagement in Energy Issues
coal to petroleum, and then to natural gas, leading
to a dramatic increase in energy consumption.
Though on one hand, there are fears that there
will be a depletion of energy resources due to
worldwide mass consumption of fossil fuels such
as petroleum and coal, it is also thought that
several environmental issues are arising due to
the rise in the Earth’s temperature, caused by
the emission of CO2 when energy is consumed.
The Kyoto Protocol adopted in 1997 states that
the only countries undertaking the obligation to
decrease the emission of greenhouse gas are the
advanced countries in the world such as the EU,
Russia, Japan, Canada etc. When we look at one
of the greenhouse gases, CO2, these advanced
countries emit only one third of the world’s entire
emission amount. On the other hand, the forecast
for future CO2 emission amounts by country/
region states that the emission percentage
by developing countries will increase as their
economies develop (Figure 1 & 2).
The amount of fossil fuels left on this planet is
limited, and if we continue to use them in the
current pace, it is said that oil will deplete in 40
years, natural gas in 64 years, coal in 154 years,
and uranium in 85 years. Resolving both “energy
issues” and “global environmental issues” at the
same time is a pressing challenge that is desired
worldwide.
Figure 1 : CO2 emission by country (Year 2004)
Figure 2 : Forecast of CO2 emissions by country/region
Data : Research Institute of Innovative Technology for the Earth
The Present Situation of Japan’s Energy Conservation
As previously mentioned, from both viewpoints of a stable supply
of energy resources and the prevention of global warming, there
is a heightened need to attain an energy conserving society which
minimizes the use of fossil fuels. Lessons learned from past oil shock
incidents, Japan has been making efforts to conserve energy as well
as diversify energy resources, resulting in steady accomplishments.
Figure 3 shows the power composition of power energy amounts.
Compared to 1973, we see that the percentage of petroleum
has decreased greatly in 2005. Figure 4 shows the international
comparison of primary energy supply amounts per GDP. Through
energy conservation efforts, Japan has achieved the highest global
standard for energy consumption efficiency.
New Energy Utilization Efforts
In our country, the promotion of utilizing new
energy is a large pillar that is positioned at the
same level as prevailing/accelerating energy
conservation. The goal to adopt new energy by
2010 is 3% of our total energy, being 19.1 million
kilo liters when converted to petroleum amount.
To be more precise, both public and private sectors are joining hands to research and develop as
well as make active efforts to use natural energies
such as solar power energy, wind-generated
power, hydraulic-power generation, geothermal
energy, recycled energy such as waste power
generation, waste thermal utilization, and biomass energy such as biomass power generation
and biomass thermal utilization. Also, the use
of conventional energy in new utilization forms
such as in clean energy vehicles like electric and
hybrid cars, as well as the development and use
of natural gas cogeneration and fuel batteries are
all under way.
Figure 3 : The Power Composition of Power Energy Amounts
100
100
80
80
60
60
40
40
20
20
0
1973
0
2005
Figure 4 :International comparison of primary energy supply amounts
per GDP
20
15
10
Countries such as the EU, Russia, Japan, Canada,
and other ratified nations on exhibit B that hold
the Kyoto Protocol decrease obligations (29% of
the total emission amount).
5
0
Data : IEA, KEY WORLD ENERGY STATISTICS 2006 / Note : Data numbers are from 2005, Japan=1.0
Mizuno’s Global Environmental Conservation Activities
As mentioned in the opening section, in
1991 our com-pany began the “Crew 21
(Conservation of Resources and Environmental Wave 21)” environmental conservation activities. As Crew 21 activities,
we have been cutting back on energy
resources, using recyclable materials,
using recycled materials, conserving the environment during production
processes, developing environmentallyfriendly products such as the disuse of
toxicsubstances, and providing thorough
environmental education etc., steadily
making efforts over the years. And in
February 2002, we obtained ISO14001
approval which is an environmental management standard for environmental
conservation, for all of our offices throughout the nation. We also accomplished
our second renewal in February 2008.
Furthermore, in May 2005 our largest
overseas production subsidiary Shanghai Mizuno, and in February 2008 our
sales subsidiary Taiwan Mizuno located in Taiwan, both obtained ISO14001
approval, and we are making efforts to
expand our environmental conservation
ISO14001 Registration Certificate (Taiwan Mizuno)
activities to our group companies.
Mizuno’s Promotion for Energy Conservation
In the Mizuno Environmental Policy established in 1999, we took
notice of the fact that all business activities our company performs
impacts the environment, and as we contribute to the global environment as well as preserve the global environment, we promised to
make efforts to improve on environmental impact and prevent pollution under the slogan of “Providing a sound and healthy sports scene
to people and Mother Earth.” In particular, 1) energy conservation and
saving resources, 2) waste reduction and recycling, 3) developing environmentally-friendly products/services, 4) purchasing environmentally-friendly ingredients, materials, and goods have been set as priority issues. For each, an environment goal has been established, and
to obtain such goals an environment management system has been
established and maintained which is also being periodically reviewed
as well as improved upon.
Data : “Comprehensive Energy Statistics” etc. from the Resource and Energy Agency
Data: CO2 Emissions from Fuel Combustion
Mizuno’s Efforts in Energy Issues
Solar Power Energy
For our mid-term environmental plan promotion which started in
FY2000 and had a final goal achievement year of FY2006, which
was the 100th anniversary of our company, we were able to achieve
11 environmental conservation goals out of all 16 goal items. Out of
the achieved goals, the following shows the achievement results for
energy conservation related goals.
WFSGI Handbook 09
39
Energy Saving at asics
Chart 1 Goal achievement status for energy conservation related items
Items (units)
Performance FY2000
FY2006
Goal for
FY2006 Performance target
Ratio against
Electricity usage
amount (10,000 kWh)
1795
1466
1458
99.5%
Gas(m3)
173000
Gasoline/light oil(kl) 885
119836
883
100574
931
83.9%
105.4%
Kerosene (kl)
28.2
24.7
87.5%
35.2
Other Energy Conservation Related Activities
Mizuno Technics Corporation, our company’s
manufacturing subsidiary develops wings
for small wind-power generating devices. By
adopting carbon fiber reinforced plastic material
and a hollow architecture, they have been able
to achieve lighter weight, and coupled with the
adoption of a new shape, achieve high power
generating efficiency. It is an effort allowing us
to leap out of the box of our conventional domain
identity and extensively contributing to the
promotion of energy conservation.
Figure 5 : Transition of numerical results for items related to energy
conservation
Items (units)
2000 2001 2002 2003 2004 2005 2006 2007
Electricity
1’795 1’715 1’615 1’538 1’538 1’520 1’458 1’370
(10,000 kWh)
Gas
173
(1’000m3)
Kerosene (kl)
35.2
Consumption of Petrol/Diesel oil (kl) 885
151
153
119
137
131
101
32.6
31.5
27.3
27.1
30.7
24.7 25.7
912
924
912
907
887
931
944
Modal Shift Containers
Morio Nakagawa, Manager CSR Team, Legal Department, Administration Division, Asics Corporation
Why is ASICS committed to
environmental sustainability?
evaluate greenhouse gas emission with the tool, so called “ Life Circle
Assessment (LCA)”.
ASICS provides products and services that
make sports fun for all. At the same time, Motoi
Oyama, President and Representative Director,
recognizes that as a global company we should
be committed to Corporate Social Responsibility.
What specific are ASICS’ actions?
Motoi Oyama regards the need for taking positive
action to prevent global warming an integral part
of this commitment. Goals for the reduction of
greenhouse gas emissions are recognized and
adopted worldwide. As such ASICS will actively
promote reducing greenhouse gas on a global
scale, whilst fulfilling its responsibilities as a
global citizen through actively and continuously
reducing its greenhouse gas emissions.
109
In order to achieve these goals, our company has been pursuing
measures such as modal shift promotion, the implementation of
low-emission vehicles, making efforts on setting air conditioning
temperatures etc., with long-term perspectives. Also, we have been
continuing employee education so that all of our employees obtain
a deeper understanding of the meaning and importance of energy
conservation, and that they do not have a passive image of energy
conservation as being about patience and constraints, as well as
also making sure that proactive approaches are being taken in their
business activities and domestic life.
A global company steeped within
a traditional commitment to the
environment
Wings for wind-power generation
Conclusion
Energy conservation is not something that can
be achieved merely by streamlining energy related devices as well as with efforts made by energy related industries, but efforts to transform a
large-volume energy consuming economical/
societal structure in to an economy and society
with a resource-saving structure must take place.
For this to happen, the transformation of minds of
the people is absolutely imperative. The world has
come to a point where the human race must rethink the meaning of “happiness” and “affluence”
beyond the bounds of race, religion, and values.
For our beautiful blue and luminous planet Earth,
and for the future of humankind, our company
will continue to make ceaseless efforts towards
global environmental conservation.
ASICS aims to live up to its environmental commitments tapping into the traditional «Japanese
model» for a sustainable society. In a nutshell,
this model is based on environmental technology,
its « wisdom and tradition for living in harmony
with nature », and Japan’s history and dedication
to energy efficiency. ASICS is clearly seeking to
encourage a responsibility-based Globally Integrated business culture. It wants to see further
progress of the debate, and to build better international connections in the discussion.
1. Actions within product development and manufacturing.
ASICS carries seeks product development based on our concept of
«Clean, Saving, Sustainable and Recycle» with target quantities to
reduce the greenhouse gas emission.
2.Logistical actions enable and Recycle to reduce the greenhouse
gas emission with target quantities.
Greenhouse gas emission of ASICS products will calculated and
assessed for specific delivery unit. Asics is constantly seeking
way to produce fewest greenhouse gas emissions. For example, we
are considering the possibilities of joint-delivery together with other
brands and/or transportation by train other than simply transport
through trucks.
3.ASICS is considering energy-efficient transaction management in
the supply chain.
4. Investigation in clean energy technologies as an effective means.
ASICS considers introduction of wind power & solar energy in the
company’s facility.
5.Indirect approach.
ASICS plans for introducing carbon offset to its business according
to people become familiar with it. We believe we can contribute to
the reduction of greenhouse gas emissions by applying carbon
offset measures even in indirect manner.
ASICS will work for social & environmental issues as part of our regular
deal that meets social needs.
We are therefore confident that we can develop
and provide the most environmentally friendly
processes and products in the sporting industry.
ASICS is willing to tackle with solving or reducing public burden,
which is beyond the government control such as environmental
problems.
ASICS will exercise to achieve
major result on the stage where
we can use direct influence
As we mentioned, lessening the frequency of transportation will
be one of the results of fundamental review of the working style
for CO2-reduction. We think integrating the solution of social and
environmental problems into daily work will meet the demands of the
social requirements. There’s nothing can be solved global warming if
your environmental activity is separated from routine work.
Our corporate activities are going to calculate and
assess into greenhouse gas emission. ASICS will
WFSGI Handbook 09
41
We will make CO2 emission reduction effort, but won’t use it as an excuse
that we won’t make necessary environmental efforts that cost money.
Committed to sustainable innovation
Being a product driven organization and the most innovative company
in the market, ASICS is devoted to continuously improving its
processes and products. As such we seek to integrate environmental
improvements in the design of our processes and products. We feel
ASICS ECO PLAN Mark Recognition Standard
Clean: We will reduce environmental impact in manufacturing activities.
•Products made of environmentally-friendly materials for reduced impact at time
of disposal
•Products constructed with materials that easily biodegrade and breakdown to reduce environmental impact at time of disposal
Saving: We will save energy and resources used in manufacturing activities.
•Resource saving products that use less materials
•Products that make efficient use of resources by adopting common materials
•Energy saving products with an energy efficient manufacturing process
Sustainable: We will reduce wastes by extending product life.
•Products that allow repair and replacement of worn out parts or those with a
construction that makes repair and replacement easy
•Products that use durable materials and are of durable construction
Recycle: We will recycle products towards the goal of a recycling oriented society.
•Products designed for the recycling system (product collection recycling product)
•Products that make use of waste materials
•Products that make use of recycled materials
Packaging materials: We consider packaging materials to be parts of the product
and will make efforts for the reduction and simplification of packaging materials.
“ Sporting pursuits are no longer separable from our everyday
life.They are deeply connected to society and culture... We will
strive to play an important role in the health and happiness of
people all over the world, with sport as our core interest. ”
Kiyomi Wada, Chairman
ASICS stands for “Anima Sana in Corpore Sano”, a sound mind
in a sound body. A Latin phrase expressing the ancient ideal
of a sound mind in a sound body. We believe that sport has not
only a positive effect on the body and soul, but has a universal
meaning that overcomes cultural differences and contributes to
improving solidarity.
that this approach is the most effective and direct
approach to achieve sustainability improvements.
Even better we perceive sustainability as a source
for innovation.
there’s the road i run
and there’s my road
In general, most environmental impacts of a
product are determined in its design. Moreover,
the design of a product also profoundly impacts
the production process. The goal should therefore
be to ‘’design for environment’’. Based on our
company’s tradition and culture, objectives and
societal commitment we seek to design our
products using the best available technology so
to maximize sustainability benefits.
A concrete result of our dedication to sustainable
design is our range of Eco Plan products. The
Eco Plan range sets our benchmark in the use
of recyclable materials and energy reducing
technology.
Multiple approach to
environmental program
Energy saving products sell good in the environment friendly items. But it won’t sell good
other than energy saving products. Customers
and clients are not accepting it. There aren’t
many customers and clients who buy eco-products just only it is using recycling materials.
In short, they chose the products which brings
monetary profit something like saving electricity expenses. The emphasis placed on global
warming is particularly noteworthy recently as
if it’s one of the marketing approaches. However, ASICS notes there are many environmental
issues remained.
ASICS think we must carefully listen to criticism
in the developing countries. For examples, even
we will also make efforts to promote recycling
and forestation overseas, the local society may
disagree on what we think right and better. HIVAIDS related-issues could be more serious matters
for the local society than spending money for
forestation.
It is very important to combat global warming. The
pressure to combat is become more and more
strong in the world. ASICS will tackle with environmental problem from a variety of standpoints
something like efficient energy use. ASICS means Anima Sana in Corpore Sano:
timeless wisdom reminding us that
a healthy body is the cradle of a healthy mind.
PUMA – Energy Today and Tomorrow
PUMA – Energy Today and
Tomorrow
Response to upcoming challenges of global energy issues.
Listening to Others
During PUMA’s 5th annual stakeholder dialogue
“Talks at Banz” climate change was a main topic
and we shared our ideas and efforts related to
energy efficiency and to tackle climate change
with various experts from WWF, Greenpeace,
the Carbon Disclosure Project or the German
Environmental Business Association B.A.U.M
who provided valuable feedback. They helped
us developing our strategy in terms of defining
where we stand as of today, in setting ambitious
but realistic targets and in finding ways of how to
inform our consumers, including our suppliers.
Where do we stand today?
Based on the principle of sustainable development, we at PUMA reviewed our own “Pawprint”
related to energy consumption and carbon emissions.
Supplier of Rawmaterials
Supplier
Stores
PUMA
HQ
Offices
Logistics
Subcontractors
Starting from where our influence is at the greatest, namely at our
own offices, we tracked the energy consumption on a per employee
basis for offices in more than 30 countries worldwide. We compared
the results, advised office managements on how they could improve
their energy efficiency and set up an ambitious target to reduce the
average energy consumption until 2010 by 20% based on the levels of
2005. The tracking of the environmental Key Performance Indicators,
KPI, has been established as an ongoing process and is being followed
up on a yearly basis.
The results of our monitoring efforts and the trend of the last
three years are published on our website about.puma.com in the
sustainability section.
PUMA offices worldwide
Average data per Employee
2005
2006 2007
5,203
2.65
11.32
0.48
-
4,409
2.25
11.54
0.45
-
4,884
2.49
15
0.38
0.05
Electric Energy (kwh)
CO2 (tons) from electric Energy
Water (m3)
Waste (tons)
Paper (tons)
Realizing Best Practices
To demonstrate our strong commitment to fight climate change as
well as to minimize our energy bill, we got engaged with an energy
efficiency institute. The institute is responsible for integrating energy
efficient technologies into our new Head Office, the PUMA Plaza in
Herzogenaurach, Germany.
While the building is currently still under construction, we hope to
celebrate the “house warming” in 2009. The building features some
state of the art energy efficiency technology such as motion sensors
for lighting, concrete core temperature control for climate control
and rain water usage for washroom facilities. As the most visible and
effective sustainability innovation of the building, a solar power station
with 1000 square meter of photovoltaic cells will be installed on top
society. Following the seminar factories may
choose which project they want to pursue as
applicable in their operation.
Logistics and Production
At the same time, we commissioned a diploma
thesis to find out about the total CO2 pawprint
of one pair of shoes, considering the whole
lifecycle of the shoe from cradle to grave.
Besides our own operations, the production and transportation of our
products worldwide marks a significant part of our environmental
“Pawprint”. In the year 2008, for the very first time, we were able to
track the CO2 Emissions from our logistics operations worldwide. We
considered the transport route from the point of production to the
main warehouses worldwide, from where the final distribution to the
retail stores is being handled.
Dr. Reiner Hengstman, Global Head Environmental & Social Affairs and Stefan D. Seidel, S.A.F.E. Manager Europe, Puma
In the 2008 handbook of the WFSGI, PUMA
elaborated on the challenges imposed by climate
change, declining fossil fuel resources and the
immediate need for a paradigm shift to avoid
large scale damage in the future.
of the roof and partially integrated into the façade. This power station
will generate enough energy to supply the equivalent of 20 homes and
save 35 tonnes of CO2 emissions per year.
Calculation for transport-related CO2 emissions
2007
Air
SeaRailway Truck BtoBRiver
907g CO2 8,9 g CO2 / t.km 5,1 g CO2
/ t.km
or 0,1tCO2/TEU / t.kam
Total
69,3 g CO2 30,4 g CO2
/ t.km
/ t.km
ton
ton
ton
ton
ton
ton
Europe 10.612
17.216
69
1.697
0
29.594
Fareast 0.286
0.455
0
0
0
0.741
America 3.623
10.877
45
825
8
15.378
Total
28.548
114
2.522
8
45.713
14.521
We asked our main suppliers to report on energy usage and production
records. With this data, we were able to calculate the energy usage
which is required for the production of PUMA goods, exemplified
through one pair of shoes or one shirt.
To do more than merely collecting data, we initiated environmental
trainings with the consultancy Neville Clark for our Chinese suppliers
and got engaged in a pilot project with the German chemical company
BASF to increase energy efficiency and to decrease the carbon
footprint at apparel suppliers’ factories in Bangladesh. The first results
of these projects were promising and led to energy savings of up to
20%, a reduction of the carbon footprint of approximately 10 %.
In Vietnam, footwear suppliers were trained on a multitude of
ideas in alternative and renewable energy sources in a seminar in
Environmental Economics and Green Business Opportunities. This
included harnessing solar thermal energy and waste heat from
Aircon units to be used in factory heating requirements, natural light
source system in production area, modified building designs to effect
natural ventilation and cooling system and collection and cleaning
of waste cooking oil into biodiesel to partly substitute diesel usage.
In the end, the seminar highlighted not only a win-win situation,
but turned out to benefitial for the manufacturer, environment and
CO2 Emission from electric Energy
(in kg CO2/pair of shoes)
Average
2005
1.08
2006
1.12
2007
0.88
As part of our commitment of implementing and
enhancing social and environmental standards
along the supply chain, our SAFE (Social
Accountability and Fundamental Environmental
Standards) Team visits all manufacturers of
PUMA products on a regular basis to monitor
and guarantee the implementation of our Code
of Conduct. While the implementation of core
labour standards as defined by the ILO remains
a key task in some of our main sourcing
countries, our SAFE team has shifted its efforts
to embrace more and more issues related to
product and production related environmental
standards. For example, our auditors evaluate
the environmental KPI’s of our suppliers by
checking environmental certificates, permits
and test reports.
To demonstrate our
strong commitment
to fight climate
change as well as to
minimize our energy
bill, we got engaged
with an energy
efficiency institute.
WFSGI Handbook 09
45
Outlook
With the implementation of a professional software solution for the tracking of environmental key
New Balance Goes Back to Basics in Managing Energy Use
performance data, PUMA will further increase the data accuracy at
its own operations. Split by offices, stores and warehouses, we aim
to sharpen our knowledge and information on energy consumption
for the PUMA entities worldwide. This will enable us not only to track
our progress against the target of a 20% reduction until 2010 but also
to develop specific energy efficiency projects related to each type
of operation as well as to share best practices among the different
locations.
At the factory level, pilot energy efficiency projects will continue
and be expanded. With rising energy cost and increasing energy
shortages in some main production countries, investments in
alternative energy resources or more energy efficient equipment
are getting ever more attractive – leading to the often cited win-win
situation for both - the environment and the financial performance
of the company.
Currently, there are no existing internationally agreed and defined
standards for carbon footprinting. PUMA, however, is committed to
contribute to the development of such standards. It might be not
before too long that a carbon footprint label will appear on your new
pair of PUMA sneakers.
Runway_Meio_Wns_DC3.pdf
23.09.2008
13:13:14 Uhr
New Balance Goes Back to
Basics in Managing
Energy Use
John E. Campbell, Jr., CFM, Director of Corporate Services New Balance Athletic Shoe
Through the evolution of growth and continuous
improvement, New Balance sets high expectations
for efficient operations at its facilities. New
Balance’s ability to continue manufacturing
almost 25% of its athletic shoes in the United
States rests with its ability to control operational
costs and remove waste from the process.
Seeking better and smarter ways to use energy
in these challenging times is a global quest for
all manufacturers. Energy created by fossil fuels
has become limited and costly. Manufacturers all
over the world are currently engaged in feasibility
studies seeking solutions and have made capital
investments in alternative energy solutions to
support their operations.
New Balance has established a tiered approach
in addressing the impacts of the energy situation
on the company. In an effort to establish a base,
the company’s first response has been to return
to basics seeking to optimize what is already in
place. Steps include drawing as much efficiency as
possible from existing plant and process systems.
At the same time, smart energy efficient decisions
are being made on the upgrade and replacement
of process equipment. To complement these
actions, optimizing computer based building
management systems, installing high efficiency
lighting systems and analyzing and identifying
opportunities for peak demand shaving have
all become important pieces of establishing
this primary step. This approach with minimal
capital investment has yielded a 1.12 million kWh
reduction when comparing 2007 electrical energy
usage to the same time period in 2008.
Some of the key initiatives that drive these very
favorable results include :
• Performing routine analysis of business
processes, seeking energy efficiency at all
levels of the company.
•
•
Transitioning whenever possible, to sustainable-based design
elements that conduct or contribute to the delivery of power or other
power assisted utilities.
Continuous improvement efforts in process and physical plant
equipment and preventative maintenance programs, removing
inefficiency throughout New Balance’s domestic factories.
High efficiency compressed air system NB - Norway, ME Manufacturing
Training and Awareness
New Balance understands that major tactical and strategic initiatives in
controlling energy resources can only be sustained by first establishing
the importance of efficiency with the user. New Balance is currently
developing a campaign to educate all associates on how their everyday
routine impacts energy use. The requirement to reduce waste in energy
is everyone’s responsibility. Energy waste is easily found in the work
place if one is trained to look for it. Energy use awareness and waste
observation tips will be shared to identify conditions usually taken for
granted. Associate observation and immediate action to stop the waste
provides untold benefits and provides a strong base to a sustainable
operation culture.
WFSGI Handbook 09
47
nEW balancE GOEs back TO basIcs In ManaGInG EnERGy usE
nb’s Global Energy challenge will
continue...
new balance corporate Headquarters - boston, Ma
Successes Achieved
• Severalupgradesinfactoryutilityinfrastructure
have been completed at all U.S. Manufacturing and
Distribution locations within the past 18 months
resulting in decreased energy and utility usage
• Overthepast12monthsmultiplebuildingprojects
were completed that incorporated green and
sustainable elements including high efficiency lighting
and upgraded heating, air conditioning and ventilation
systems. Many of these designs included open space
day lighting elements that take advantage of natural
ambient lighting
• Totalenergybudgetsavingsfordomesticlocations
of over $500K for budget year FY07 was realized by
the introduction and expanded use of energy
management programs at all New England locations
• Newlightingdesigns,continueddevelopmentand
programming of building management systems and
coordinated energizing schedules for plant equipment
resulted in a 1.12 million kilowatt hour savings as
of August 2008 when compared to the same period
in 2007.
New Balance will continue to manage the
dynamics of energy use and conservation. The
results desired combine these dynamics to
produce a fully functional and efficient operation.
As stated earlier, optimizing building management
systems, good choices in procuring process
equipment and providing awareness training
for associates to identify waste will continue to
serve the company well as its first line of defense.
Renewable energy source technology provides
the next tier of action and will be called upon to
compliment a total energy plan. New Balance
has engaged studies for the use of wind and
solar collection at selective domestic locations.
Currently, these projects are being assessed
at a feasibility stage taking into consideration a
wide array of factors from environmental impact
to return on investment. It is widely accepted
that alternative energy use will soon become the
preferred energy platform and provide positive
results on many levels. New Balance’s long term
agenda in terms of renewable or alternate source
energy involvement seeks to :
• Purchaseamajorityshareofourpowerneeds
through renewable or alternative power by
2014.
• Developplansforatleastonealternativesource
to contribute power to a New Balance location
by 2012.
For now, New Balance’s response to the global
energy situation has leveraged low cost initiatives and operational waste reduction. In turn, the
company has begun to establish a strong and
sustainable base as it prepares for the next tier of
corporate energy management.
In an effort to establish
a base, the company’s
first response has been
to return to basics
seeking to optimize what
is already in place.
sPORT 2000 lEaVE a “GREEn FOOT PRInT” aT EVERy busInEss lOcaTIOn In EuROPE
SPORT 2000 leave a “GReeN
FOOT PRINT” aT EVERy busInEss
lOcaTIOn In EuROPE
Wolfgang schnellbügel, Managing Director, Sport 2000 International
”Some men see things and wonder why. I dream
of things that never happened and wonder why
not.“ I happened to stumble upon this quotation of
the legendary US President John F. Kennedy when
thinking about how SPORT 2000 International deals
with sustainability on the global market with sports
goods. Don’t we all dream of protecting our endangered
environment by developing, launching and selling ever
greener products ever faster and don’t we all wonder
at the same time why they could not be developed yet
or faster?
It is us in our capacity of retailers that play a key role in acting as
“gate keepers” for 500 million European consumers in the currently
ongoing global sustainability process. We act as intermediary
between millions of consumers which have demand for our range of
goods and thousands of manufacturers and the products they offer.
This applies in particular regarding leisure time and sports products
and especially for us as SPORT 2000 International. This is why we
have been following up on the sustainability debates in the EU for
many years. As far as many a detail issue is concerned, we draw
conclusions as to our own marketing behaviour on the market.
Among other things, the EU’s “Green Week”, now in its eighth year, from
3 to 6 June 2008, at which 3,000 delegates discussed the current
trends and activities for the protection of the environment in Brussels
constitutes a benchmark for this debate between the central office
and its partners. At the conference under the heading “Only one earth
– Don’t waste it!“ it was debated how we could change our lifestyle
and use the scarce resources of our plant in a more sustainable
way. Debates were focused on four sub-topics: resources and waste
management, sustainable consumption and production, nature
and biodiversity as well as climate changes. At the EU’s Green Week,
EU Commissioner for the Environment Stavros Dimas emphatically
pointed out the link between lifestyle and environmental problems
by stating: “Our current consumer behaviour is not sustainable but
causes environmental problems. It will get much worse if we do not
change our habits.” His reference to the inconsistency between what
Europeans say they do and actually do has stirred up all of us: “More
than 70 percent of all Europeans indicate their willingness to spend
more money on environmentally friendly products but when they
have a choice, only 17 percent are actually willing
to buy these products. This means that we need
to change ourselves if we want things to change.
It takes inspiration and a wealth of ideas to solve
the complex global environmental problems.”
We at SPORT 2000 International are convinced
that we have been realising inspiration and
a wealth of ideas in terms of what the EU
Commissioner said since our foundation more
than 40 years ago. We have been aware of it
right from the start that as a trans-European
supplier of sports and leisure-time products we
will only manage to succeed on the market if
sports and leisure-time activities are practiced
in a healthy environment. Our current concepts
are all based on this idea.
sPORT 2000 lEaVE a “GREEn FOOT PRInT” aT EVERy busInEss lOcaTIOn In EuROPE
How do we promote it?
We recommend that our member shops adjust
the energy balance of their companies on the
basis of state-of-the-art ecological findings
with respect to energy-saving construction and
operation. For instance: use of environmentallyfriendly air conditioning systems, thermal
insulation, heating and energy-saving bulbs. We
at the central office of SPORT 2000 International
in Mainhausen, for instance, have decided not
to install an air conditioning system. This is
how we optimise energy requirements in an
environmentally compatible way.
With our business concepts we mainly promote
small and medium-sized retail shops in the
area, in the neighbourhood. This means that our
customers do not have to travel far to visit ever
growing malls on ever bigger green meadows.
With its exclusive brands SPORT 2000 International is a member of
the BSCI but also focuses on brand suppliers which have done their
homework as far as sustainability is concerned. At the same time, all
central offices support product sales by their partners with products
which have a longer life than those offered by the known discounter
supermarkets. It has long been a tradition of SPORT 2000 International to always also support suppliers with production sites in Europe, i.e. in the vicinity. This particularly applies to ski boots and
hiking boots. Wherever possible, SPORT 2000 International tries
to avoid the use of PVC both when it comes to purchasing and selling. For instance, there is no entry price level for children’s shoes
made of PVC. As economically as well as ecologically oriented supply and demand association of small to medium-sized specialised
sports shops in Europe which has its roots in the French alps, we
will in future seize any potential for improvement including what
is offered by the international association of the sports goods
industry regarding sustainability.
As one of the leading suppliers of sports goods and sports fashion in
Europe, we will continue to strive for the promotion of sustainability
in all areas we have an influence on. At a time when everyone is
personally asked to calculate his own ecological foot print and to make
a contribution towards the reduction of CO2 emissions in Europe,
it is our intention to clearly emphasise our “green foot print” in all
towns and cities in which we are represented as SPORT 2000 and to
intensively support the EU-wide challenge “It is you who influences
climate change”. We as SPORT 2000 dealers also say “We will if you
want“. This means we do both: We promote the demand of as many
consumers as possible for sustainable products in our shops and
at the same time promote sustainable use and consumption of our
products with our range.
For details about Green Week: ec.europa.eu/environment/greenweek/
home.html
SPorT 2000 International is one of the leading associations of
specialised sports good dealers in Europe with 3,5000 sports shops
in 25 countries and a turnover of more than 4.6 billion euros.
The national member organisations of SPORT
2000 International increasingly act as wholesalers. The number of shipments to shops can
thus be reduced. The scope of energy-consuming
transportation may be reduced, less packaging
waste is created. Also, as a consequence of
cooperation between the national organisations
and the industry, purchasing is only focused on
a few larger-scale order events. This means that
it is not necessary for dealers to visit many different central order exhibitions. Furthermore, all
SPORT 2000 International organisations keep a
watchful eye on pollutant emissions by business
vehicles.
some men see things
and wonder why. I dream
of things that never
happened and wonder
why not.
us President John F. kennedy
51
WFsGI HanDbOOk 09
Alpargatas seeks the raise of sustainability in business
Alpargatas seeks the raise
of sustainability in business
The Company understands the implications of a responsible posture and perceives the
economical, social and environmental dimensions as strategic themes.
Sao Paulo Alpargatas
All organizations depend on natural resources to keep up with their
activities. All of them consume energy, generate waste and need not
only to be aware of the impacts they may generate today and in the
future, but also seek alternatives to neutralize these impacts. This is a
challenge that has been faced successfully by Alpargatas.
As a major brand of footwear and sports products company,
Alpargatas understands that success in business depends not only
on the quality of their products and services, but also, more and
more, on an ethic and responsible position before the whole society.
For this reason, the company applies financial and intellectual capital
to conduct innovative solutions promoting the sustainability and
preserving the capacity to attend the needs of present and future
generations by way of a management focused on the balance
between environmental, economical and social aspects.
From the economical and financial viewpoint, Alpargatas is a solid
company which has been obtaining increasingly better results. On
the social dimension, it takes action in a strategic and effective
manner by way of Instituto Alpargatas, established in January
2003 and, since then, it has been responsible for the improvement
of a variety of indicators in the Education field. Regarding the
© Mario Castello
environment, the company invests constantly
in mechanisms for clean production and in
research and development of low environmental
impact products.
As a company owned by Camargo Corrêa Group,
one of the largest industrial conglomerate in Brazil, Alpargatas signed the Sustainability Letter. This
document recognizes that one of the main current
issues is to continue to profit in an increasing and
continuous way within the boundaries imposed
by nature and affirms the group’s commitment
in taking part of the future. Such commitment is
also expressed in the Vision, Mission and Values
of the company.Alpargatas’ Vision is to be a global
company with desired brands of sports products,
footwear and industrial textile. The mission is to
develop and trade innovative products of high
value perceived, with quality and profitability,
world class and value creation for shareholders,
employees, suppliers and customers, acting with
social and environmental responsibility. The values are the five principles guiding the company:
Ethics, Respect to People, Innovation, Customers
Satisfaction and Commitment.
The whole organization is committed to the
sustainability project, which is part of the
strategic planning and the operational plan of the
company. This theme reaches all directors and as
a result makes it more viewed and more worked
on. The company is also registered at GRI (Global
Reporting Initiative), official collaborative center
to the United Nations Environment Program which
provides the guidelines for the design of reports
on sustainability and evaluates the transparency
in the description of economical, environmental
and social impacts. The company holds daring
environmental goals that foster the constant
review of processes and helps to put into practice
the concept of eco-efficiency: produce improved
assets and services by continuously reducing
the use of resources and generate pollutants. On
Alpargatas plants the principle conducting the
life cycles of nature is pursued: nothing is lost,
everything is transformed. Some wastes are
100% re-incorporated to the production process.
Others, such as timber, scrap metal, laminates,
foam, paper, plastic and card board are reused by
partner companies and return to marked as byproducts becoming bags, tiles and even couches.
The air quality is ensured by monitoring of gas
emissions and by searching alternative, less
pollutant and more recommended materials or
fuels. The replacement of BPF oil by natural gas,
the installation of exhausters, filters and gas
washers and the use of water based paint with no
solvents are good examples of this evolution.
In order to secure the continuous improvement
processes, all employees are encouraged
to participate with ideas in a program which
awards the best suggestions. In every unit there
is a Labor Security, Health and Environmental
Committee which approves and evaluates the improvement programs
and fosters the awareness of the employees, seeking their active
participation on the preservation of health and environment. The
company is also advancing on the field of reverse logistics, which
means to catch the product used by the consumer and transfer
it to proper disposal. There is a pilot project already in test phase
concerning reutilization of used and discharged rubber sandals on
asphalt composition. These examples evidences the restlessness of
the company in meeting the sustainability on business, a behavior
that already influences the whole supply chain, evaluated by
economical, social and environmental indicators.
Alpargatas understands that
success in business depends
not only on the quality of their
products and services, but also,
more and more, on an ethic and
responsible position before the
whole society.
The search for sustainability raise is viewed as a business opportunity, source of innovation and competition advantage that brings positive results as makes the productive chain more efficient, reduces
operations risks, facilitates funding, makes possible to attract and
maintain talents, values the brand and enlarges the chance to be
ahead with innovative products and processes. Likewise, innovative
is the Instituto Alpargatas (IA) actions which bets on the changing
power of education, with a mission to improve the quality of teachinglearning process by way of sports. The Institute coordinates projects
on Education by Way of Sports and Volunteering programs in cities
of Brazilian Northeast where Alpargatas plants are located. Among
the benefited cities there are Santa Rita, João Pessoa and Campina
Grande, all in Paraíba State where is found the lowest Human Development Indicators (IDH) in Brazil. In addition, IA develops projects
in Natal, at Rio Grande do Norte State and in Carpina, Pernambuco
State.
© Mario Castello
The actions are carried out in three fronts :
• School Action, carried out in partnership with city and state teaching
institutions, with the objective to develop the quality sports practice
as a methodological tool for the education improvement.
• After School Action, gathering a number of partners ranging from
volunteers to public institutions and non-governmental organizations,
which provide sports activities, recreation and professional training
courses for children and youth, outside regular classes time.
• Financial support for the remodeling of sports courts and squares.
WFSGI Handbook 09
53
In 2007, Instituto Alpargatas developed 77 projects of Education by way of Sports in the cities
of Campina Grande, João Pessoa, Natal and Santa Rita, which benefited 42.589 students, 2,3%
more than the previous year. The continuing
evolution of indicators measuring the Project
performance, such as socio-educational inclusion, human diversity, classes planning and
school performance, have been found during
each term and in comparing every year as well.
Teachers, supervisors, technicians and volunteers, totaling 720 professionals had a total of
12,888 hours of training on learning planning,
new teaching methodologies, reports design,
capacity building in physical evaluation, among
others. The investments in continuing education
had a direct impact on the improvement of teaching quality as it kept the professionals both
updated and motivated.
The After School action Project developed in
João Pessoa, within the Program on Child Labor
Eradication – PETI reinforced the assumption
that activities complementary to school time
strengthen the whole education and collaborate
with the identification of talents. This was the
case of Latocando group, comprising 23 children
who play percussion instruments made with
recycled materials.
Memorandum of Understanding between APP and NASEO
A number of actions of the Education by way of Sports Project have
already been incorporated to the teaching methodologies of the
participant schools, which demonstrates the reach of the goal related
with influencing public policies. Another step towards this direction
is the project developed by the Center of Educational Skills and
Sensory-Motor Learning (CEEAS) in Joao Pessoa, in partnership with
Instituto Alpargatas and the Government of Paraíba State. The work
applies the dermatoglyphics – analysis of digital prints – to indicate
more suitable the sport to the physical qualities of each student. It
already attends about 30 thousand youth. Instituto Alpargatas is also
the manager of Citizen Employee Project, which fosters volunteering
in the staff of the company and their relatives as to complement its
actions for education improvement. In 2007 the volunteers’ registry
summed up to 592 persons. Among a variety of action ways, it
should be highlighted the classes on information technology, basic
electricity, tae-kwon-do and soccer taught by volunteers in courses
offered outside school time. In the current year, IA increased to 106
the amount of Education by way of Sports – School Action projects
and to 29 the number of After School projects. The consolidation of
the Education by way of Sports project and the construction of a solid
network of relationships have been decisive for the choice of the
Instituto Alpargatas as one of the main partners of the Ideal School
program, an initiative by the Instituto Camargo Corrêa, aiming at
developing the democratic and participative management of public
schools. The partnership already benefits 90 thousand students all
over Paraíba Sate.
A segment leader in various sports modalities, with the brands Topper,
Rainha and Mizuno, Alpargatas sees the sports as an instrument for
social transformation capable
of bringing for the self-esteem
and developing human values
indispensable for a healthy
society. Sports promote the
biological, sociological and
psychological balance of children by strengthening their
bonds with school, family and
friends.
The sports activities, the games and the plays have potential to educate and provide
joy and well-being. Sports
reinforce the perspectives of
social insert, improvement
of life quality and invigorate
the hope of a good future for
children and youth by way
of relationships founded and
sustained on universal ethic
values. © Mario Castello
Memorandum of
Understanding between
APP and NASEO
Bill Nesmith, Senior Energy Advisor, NASEO and Dr. Griffin Thompson, Program Manager, Asia-Pacific Partnership on Clean
Development and Climate, U.S. Department of State
The Asia-Pacific Partnership on Clean Development and Climate (APP) is an innovative new
effort to accelerate the development and deployment of clean energy technologies. Its Partner
countries of China, India, Canada, Korea, Japan,
Australia, and the United States collectively account for over half of the world’s economy, population, and energy use.
While each Partner has different natural resource
endowments and sustainable development and
energy strategies, Partners are actively working
together to achieve common goals. By building on
the foundation of existing bilateral and multilateral
initiatives the Partners are cooperating to meet
increased energy needs including those related
to air pollution, energy security, and greenhouse
gas intensities.
APP Partners are collaborating to promote and
create an enabling environment for the development, diffusion, deployment and transfer of
existing and emerging cost-effective clean technologies and best practices. It is a goal that these
efforts lead to strong economic growth while enabling significant reductions in greenhouse gas
intensities. In addition, the Partners will share
experiences in developing and implementing our
national sustainable development and energy
strategies, and explore opportunities to reduce
the greenhouse gas intensities of our economies.
State Energy Officials and U.S.
Departement of State become
Parners
On September 9, 2008, the National Association
of State Energy Officials (NASEO) and the U.S.
State Department signed a Memorandum of
Understanding that will provide a mutually
beneficial framework for technical cooperation under the Asia-Pacific
Partnership program. The agreement was signed by NASEO Chair
Dub Taylor of Texas and Ambassador Reno Harnish, Principal Deputy
Assistant Secretary of State for Oceans, Environment and Science. As
a unique initiative funded by the U.S. government, APP is designed to
leverage the power of public-private partnerships to accelerate the
deployment of clean energy technology throughout the Asia-Pacific
region. Through the MOU, the APP and NASEO will identify opportunities
for collaboration between the Partnership and state and local
governments on replicable clean energy policies and projects.
The APP advances efforts under the UN Framework Convention on Climate Change to construct a post-2012 arrangement on climate change
that is effective and economically sustainable. This will require major
emerging economies like China and India join developed countries to
curb greenhouse gas emissions, which is a key objective of the APP.
By combining efforts to foster practical cooperation in eight key energy-intensive sectors – aluminum, buildings and appliances, cement,
cleaner fossil energy, coal-mining, power generation and transmis-
APP defined by Partnerships
From the outset APP has enjoyed the support of three
key federal agencies including the Department of
State (DOS), US Department of Energy (USDOE), and
the Environmental Protection Agency (EPA). Overall
program management is provided by Griff Thompson
at the State Department. USDOE and EPA provide
overall policy guidance and subject matter expertise
for each of APP’s six task forces. EPA’s efforts are
lead by Kathleen Hogan, Director of Climate Protection
Partnership Division while USDOE is represented by
Mark Ginsberg of DOE’s Board of Director’s. Numerous
experts from the USDOE National Laboratories also
participate and have made significant contributions.
WFSGI Handbook 09
55
Memorandum of Understanding between APP and NASEO
sion, renewable energy and distributed generation, and steel – the
APP partner nations are promoting and advancing energy efficiency,
climate, sustainable development, and energy security goals.
Thus far, the United States has appropriated over $65 million to the APP.
Recently the United States has seen how effective APP activities are in
promoting common knowledge among member countries in unders-
About NASEO
The National Association of State Energy Officials
(NASEO) is the only national non-profit organization
whose membership includes the governor-designated
energy officials from each state and territory. NASEO was
formed by the states and through an agreement with the
National Governors Association in 1986. The organization
was created to improve the effectiveness and quality of
state energy programs and policies, provide policy input
and analysis, share successes among the states, and
to be a repository of information on issues of particular
concern to the states and their citizens. NASEO is an
instrumentality of the states and derives basic funding
from the states and the federal government.
Members are senior officials from the State and Territory
Energy Offices, as well as affiliates from the private
and public sectors. Member state agencies work on an
extremely wide range of energy programs and policies,
including :
• Energy efficiency in homes, commercial/public
buildings, industry and agriculture ;
• Renewable energy, such as solar, wind, geothermal
and biomass ;
• Residential, commercial and institutional energy
building codes ;
• Transportation and heating fuel supplies, pricing and
distribution˚;
• Oil, natural gas, electricity and other forms of energy
production and distribution ;
• Energy-environment integration (such as using
conservation to reduce air emissions) ;
• New and emerging high efficiency transportation fuels and technologies ; and
• Energy security and emergency preparedness, and
many other energy matters.
Energy efficiency and the WFSGI
tanding their respective barriers and opportunities. This is a prerequisite for an effective negotiating environment for global climate change.
APP provides a launch pad for specific, focused,
on-the-ground initiatives by the public and private sectors to promote widespread adoption of
cost-effective renewable energy and energy efficiency technologies. The APP seeks to not only
involve the private sector in its activities, but
to also work with state and local governments.
One collaborative example of this is a project
that is promoting energy efficiency cooperation
between the Indian state of Maharashtra and the
state of California that will help alleviate Maharashtra’s 5000 MW energy shortfall.
WSFGI Joins the Effort
At their meeting in Herzogenaurach, Germany,
on September 25, 2008, the World Federation of
Sporting Goods Industries (WSFGI) decided to become a participant in APP’s efforts to cut energy
use and greenhouse gas emissions in developing
countries including China and India. The sporting
goods industry is a large and growing sector that
uses substantial amounts of energy in the manufacture and transportation of a diverse array
of products. NASEO and WSFGI are proposing to
work together to develop and implement an efficiency program to serve members and contract
suppliers of the association. It is hoped that
this effort will be a model for using associations
in other industrial sectors as a channel into the
marketplace and influencing members to implement clean technologies. Next steps include :
• Prepare energy efficiency and best practices
recommendations for factories in China and
India
• Issue a request for proposal and select one
or more energy services companies to provide
services
• Select three factories to participate in pilot
energy efficiency program
• On site visit to three factories participating in
pilot EE program
• Installation of EE recommendations at three
factories
• Develop tool kit for providing turn-key EE
services on a broader scale
• Develop EE roll out plan to WFSGI members.
For more information please contact Robbert de
Kock at WSFGI at [email protected] Energy efficiency and the
WFSGI
Dave Newman, Global Climate and Energy Manager, Nike
Energy efficiency is not a new concept.
Investments in energy efficiency translate
to lower operating costs and the savings go
directly to the bottom line.
The SCLC aims to help companies better understand the climate impact of their supply chains. Twelve companies participated in a pilot
project, distributing surveys on climate change efforts and initiatives to more than 300 suppliers.
Typically, companies will concentrate their
energy efficiency investments in owned facilities, then move to potential savings in longterm
leased facilities. The new frontier for global
companies is implementing energy efficiency
thinking throughout their supply chains. Global
supply chains are often complex, fragmented
systems managed by many contracted and
sub-contracted vendors. A company’s ability to
influence its contracted supply chains is challenging at best.
Very few organizations can mandate energy
efficiency from their supply chain. But it’s
possible. Global organizations can employ a
collaborative approach with their supply chain
vendors to introduce and execute energy
efficiency programs with benefits for both.
Expectations of global companies
are changing... or at least how they
report the impacts of their global
supply chains.
A company’s impact no longer ends at the
company’s doors. Expectations have changed.
Increasingly, companies are held accountable
for the impact of the full range of their operations. In response, companies are reporting a
more complete climate footprint that includes
emissions from their supply chain, including
sub-contracted logistics and manufacturing.
Three recent efforts have helped companies
begin to understand and address these issues.
One effort to help companies with this effort is
The Carbon Disclosure Project’s (CDP) Supply
Chain Leadership Collaboration (SCLC).
© Maxim Khokhlov – fotolia.com
A Carnegie Mellon University study found that two-thirds of U.S. industries fail to measure up to 75 percent of their total greenhouse
gas emissions. This significant gap is caused by considering only
impacts from owned operations and energy use. With only a fraction
of emissions counted, the study found that industries’ true carbon
footprint is severely underestimated by omitting emissions from
the supply chain. Understanding and addressing their full range of
impacts would help companies identify and tackle the most costeffective emissions mitigation strategies.
WFSGI Handbook 09
57
The good news is that many global organizations
are creating energy efficiency awareness
Many global organizations are actively helping implement energy efficiency in emerging countries by working with partners in their supply
chains. These organizations range from non-governmental organizations involved in climate and business integration, to global banking
institutions and governments. Programs developed by these global
organizations range from training to funding to skills sharing.
Non Governmental Organizations (NGOs)
China Climate Change Training Initiative (CCCTI) is a partnership
between The Climate Group, The British Consulate-Guangzhou (BCG)
and Business for Social Responsibility to develop and deliver training
for manufacturing organizations in China. The goal of the Initiative is
to provide knowledge and practical skills for managing and reporting
on climate change impacts. Governments are investing in deploying
energy efficiency and clean technology to developing nations. TCG and
BCG together are developing and piloting the project “Managing Carbon
I China’s Supply Chains - China Climate Change Training Initiative.” The
initiative aims to provide knowledge and practical skills for managing
and reporting on climate change. The CCCTI is designed to address
the needs of two audiences: senior business executives (Chinese
business owners and strategic directors); and operational managers
(those implementing strategies).
Governments
Both the U.S. Department of Energy and the US
Department of State have programs that support the transfer of energy efficiency/clean
technologies into emerging economies. One
such program managed by the State Department is an international, multi-country program
known as the Asia Pacific Partnership on Clean
Development & Climate. To find out more about
these programs, please see the article from US
Department of Energy and US Department of
State (p.55).
Collaboration : The new frontier
Individual companies have made great strides
introducing energy efficiency into their supply
chains. Despite the progress, the pace is not fast
enough. Company and industry collaboration offer a new rate of change, one that may allow society to reach the climate mitigation goals called
out by the Intergovernmental Panel on Climate
Change. Once program bringing together industry
is a partnership between the World Federation
Sporting Goods Industry (WFSGI), US Department
of Energy, US Department of State and the National Association of State Energy Officials.
The new frontier for global
companies is implementing
energy efficiency thinking
throughout their supply chains.
Banks
The World Bank, The Asian Development Bank and the International
Finance Corporation have established programs providing funding
to facilitate deployment of energy efficiency. The programs focus
on heavy industry such as steel, cement and building materials in
developing nations. These institutions have recently developed
additional programs that address the next level of manufacturing.
These smaller manufacturers produce consumer goods which
include sporting goods products.
FASHIONABLE BLING BLING JACKET WITH WATERPROOF, BREATHABLE OMNI-TECH FABRIC. WE’RE HAPPY TO BE ALONG FOR THE RIDE.
The World Resources Institute and World Business Council for
Sustainable Development Greenhouse Protocol in 2001 together
developed a Greenhouse Gas protocol that defined how companies
report Scope 1 & 2 emissions, including [energy use, etc]. That work
has become the global standard for reporting. The bodies are now
developing a new standard for measuring and reporting Scope 3
greenhouse gas emissions, including contracted manufacturing
and other supply-chain impacts.
RACHAEL COUNTS ON THE TESTED RELIABILITY AND COMFORT OF MANY COLUMBIA PRODUCTS, INCLUDING THE FUNCTIONAL AND
Energy efficiency and the WFSGI
MEET RACHAEL SCDORIS, PIONEER OF MUSHING. THE IDITAROD DOG SLED RACE IS 1,161 MILES OF BRUTALITY. PARTICIPANTS
FACE BLIZZARDS, SUB-ZERO TEMPERATURES, AND UNPREDICTABLE TERRAIN. RACHAEL SCDORIS FACES ONE MORE OBSTACLE:
This program is building a set of open source
tools for all WFSGI members. Contract manufacturers have been part of the discussion. This
program has the potential to help transform the
sporting goods industry, and develop a standardized approach for energy efficiency across
the industry.
SHE’S LEGALLY BLIND. AND WHILE SHE DOESN’T SEE THE FINISH CLEARLY, SHE’S CROSSED IT. AND WILL AGAIN. FOR HER GRIT
AND UNWAVERING SMILE, WE ARE VERY PROUD TO CALL RACHAEL A PIONEER OF THE GREATER OUTDOORS AND AWARD HER
THE GERT BOYLE MEDAL OF MERIT (M.O.M.). LEARN MORE ABOUT RACHAEL, HER SPORT, AND HER GEAR AT COLUMBIA.COM.
© 2008 Columbia Sportswear Company. All rights reserved.
Unite to combat climate change
Unite to combat climate change
Unite to combat climate
change
•
•
•
ecosystem infrastructure ;
reduced greenhouse gas emissions from deforestation and forest degradation ;
sustainable cities, including planning, transportation and green building.
Achim Steiner, United Nations Under-Secretary-General and Executive Director, United Nations Environment Programme (UNEP)
In just over a year’s time, negotiators will meet in Copenhagen, Denmark,
to finalize a new deal on climate change. It is essential they come up with
an agreement that is inclusive, comprehensive and – most importantly
– ratifiable. In order for governments to sign up to a new deal –and justify
it to their electorates – they have to be able to clearly demonstrate how it
will benefit national economies, company balance sheets and citizens of
the least developed countries and the wealthiest nations alike.
Governments don’t operate in a vacuum. They have to balance a variety
of powerful constituencies, including the private sector. Organizations
such as the World Federation of the Sporting Goods Industry therefore
have a major role to play in deciding whether we will have a deal in
2009 that can propel us towards a climate neutral and environmentally sustainable future, or whether we put our heads in the sand, carry on
business as usual and hope that when the tidal wave of environmental
havoc engulfs us we will be among the survivors.
Thankfully, from where I sit, I see that business and industry are taking
a lead when it comes to progressive thinking. And indeed why not?
Businesses have profits to make, shareholders to account to and markets to maintain. Industry leaders increasingly understand both the
threats of climate change, and the opportunities presented by tackling
it. UNEP’s role is to help our partners seize those opportunities : by
presenting the science on which decisions can be made ; facilitating
the collaborations and initiatives that translate good ideas into reality ;
and publicizing outstanding achievements so they can be reproduced
around the world.
Recently UNEP launched a Green Economy initiative with the support
of top economists and governments, including Germany and Norway
and the European Commission. The premise is simple: as a society,
The savings that can be made
right now are potentially huge
and the costs to implement them
relatively low if sufficient numbers
of governments, industries,
businesses and consumers act.
we need to adopt new ways of thinking to dig
ourselves out of the economic and environmental
hole in which we find ourselves.
In the 1930s, United States president Franklin
D. Roosevelt was faced with an economic and
employment emergency. He did what political
leaders are elected to do and intervened with
a series of programmes, dubbed the New Deal,
which steered the economy back to stability.
Today we face an even more disturbing, scenario.
In the foreground, financial markets are in turmoil,
food and fuel prices are volatile, and there is a real
threat of global depression. In the background : the
threat of environmental bankruptcy from decades
of profligate spending of our natural capital.
It is clear that business as usual is not producing
the results we need. Wherever we look, we see
market failures. Climate change – with costs to
society and economies beyond calculation – is
the most dramatic and threatening failure, but it
is not the only one. Annual losses in goods and
services due to deforestation are estimated at
$2.5 trillion, commercial fish stocks may run
out in decades or less, fertile agricultural land is
heading in the same direction, and the ranks of
environmental refugees are swelling daily.
UNEP’s proposal is a new Green Deal that will steer
the global economy in an environmentally and
financially sustainable direction. Climate change
solutions, such as renewable energy, are at the
core, but the Green Deal is not just about climate
change. It addresses a broad range of economic,
social and sustainability challenges through six
inter-related pillars :
• clean energy and clean technologies, including
recycling ;
• rural energy, including renewables and sus tainable biomass ;
• sustainable agriculture, including organic
agriculture ;
The potential social, environmental and economic
pay-offs of the green economy are huge. The
principle is simple: more intelligent management
of existing resources will both save and generate
money. Take energy efficiency, for example:
every $1,000 reduction in a company’s energy
bill translates into an extra $1,000 profit. By
some estimates, boosting average fuel efficiency
in cars in the United States to 35miles per gallon
could generate consumer savings of close to $40
billion – money that can be spent in the wider
economy.
Or look at ecosystem services. Deforestation currently accounts for a fifth of global greenhouse
gas emissions and untold losses to rural livelihoods and ecosystem health through siltation,
reduced rainfall, flooding and land degradation.
A Deutsche Bank report, commissioned by the
European Union and released in May 2008, estimates that environmental degradation, including
species loss, costs between $2 trillion and $5
trillion annually. In China, environmental degradation in 2004 was estimated to be costing its
economy $66 billion, or 3.5 per cent of GDP.
Protecting the environment, on the other hand,
is a sound long-term investment. It is estimated
that just $45 billion a year invested in the world’s
100,000 National Parks and protected areas could
not only secure ecosystem services valued in
trillions of dollars but boost employment and
livelihoods for millions of indigenous and rural
people. Compare that to the cost of the recent
bank bailouts.
The momentum for the green economy is already
significant. In 2007, $148 billion was invested in
the renewable energy market – up 60 per cent
from the year before. Venture capital investments
in the United States alone in energy efficiency and
clean energy reached close to $2.5 trillion. Such
investments could generate between 2 and 3.5
million additional jobs in Europe and the United
States, and the potential may be even higher in
the developing world. Already India is looking at
generating 900,000 jobs by 2025 in biomass
gasification, while recycling and waste management already employ
an estimated 10 million people in China and 500,000 in Brazil.
Political and business leaders the world over are catching on to the potential of the green economy. Countries such as Costa Rica, Iceland,
New Zealand and Norway have joined a growing number of cities and
businesses in pledging a zero emission future – aware both of the economic benefits as well as the imperative of combating climate change. They are part of UNEP’s Climate Neutral Network (CN Net), which
is showcasing policies and inspiring actions that can be exchanged,
tested and replicated around the globe. For business and industry, the
CN Net also provides a perfect opportunity for participants to enhance
their corporate environmental responsibility programmes, respond to
growing consumer demand for environmentally sound products and
business practices, and make an impact on the company bottom line.
The message of the CN Net – to members of the World Federation of the
Sporting Goods Industry as well as the world at large – is that climate
change can not only be beaten, but that doing so can unleash a host
of opportunities to address the multitude of sustainability challenges
that we have amassed.
Our species – now so dominant on this planet – is characterized by its
adaptability, inventiveness and will to survive. We have also proved that
given sufficient cause we can work together for a common goal. In the
environmental field, the stand-out example is the Montreal Protocol,
whereby scientists, governments and industry have combined tom take
concrete steps to restore the ozone layer. Their success is a lesson and
an inspiration. It is now time to focus on the defining challenge of our
generation. Now is the time to unite to combat climate change.
UNEP Activities in Energy
UNEP works to address environmental consequences of
energy production and use, and assists decision-makers
in governments and the private sector to make better,
more informed energy choices which fully integrate
environmental and social costs.
The website www.unep.orgprovides information on key
activities at the global and regional levels, including
UNEP Energy Branch, UNEP Risoe Centre, Sustainable
Energy Finance Initiative, UNEP Offshore Oil and Gas
Environment Forum, Basel Agency for Sustainable
Energy (BASE) and OzonAction Branch. Information is
also provided on energy-related policies and strategies.
WFSGI Handbook 09
61
Vancouver 2010 Strives for Carbon-Responsible Games and Legacies
Vancouver 2010 Strives for
Carbon-Responsible Games
and Legacies
2)REDUCE as many emissions as possible in Games-based
construction and operations through energy conservation, and the
use of fuel and energy sources that produce low or no emissions.
3)NEUTRALIZE BY OFFSETTING carbon emissions that cannot
be reduced or eliminated by investing in projects that remove an
equivalent amount of emissions from the atmosphere.
Ann Duffy, Corporate Sustainability Officer, and Stephanie Snider, Communications Specialist, Vancouver Winter Games 2010
4)ENABLE AND INSPIRE OTHERS TO ACT by using the 2010 Winter
Games experience to increase awareness of and participation in
emerging local and global solutions to climate change.
The Vancouver Organizing Committee for the
2010 Olympic and Paralympic Olympic Winter
Games (VANOC) is committed to integrating sustainability principles in the planning, organizing
and delivery of the 2010 Winter Games. VANOC’s
aim to use the Games spotlight to inspire others
about sustainable lifestyle choices, shift awareness of climate issues and move toward a carbon-responsible lifestyle, on a local and global level, could be one of the great legacies of the 2010
Winter Games.
Working together to meet energy needs
In conjunction with its government partners and sponsors, VANOC is
working toward the smart use of energy in the construction of Games
venues, the delivery of its transportation program, and its Games-time
operations. The 2010 Winter Games are being held in British Columbia
—on the west coast of Canada) — a province which is showing
significant leadership on climate change by focusing on a green
economy involving residents, communities and businesses.
Finding the right energy for the
2010 Winter Games
Energy use and the effects of global warming
and climate change are inextricably linked
when addressing the Organizing Committee’s
commitment to convene “carbon responsible
Games.” As winter sports and winter Games
depend on snow and ice, they are particularly
vulnerable to the effects of global warming. The
Games also use considerable energy to heat
buildings, make snow, freeze ice sheets and
sliding tracks, power equipment, and transport
people and goods. These activities generate
greenhouse gas emissions (GHGs) produced
from burning fossil fuels.
VANOC’s focus is clear : ensure all of construction and operating plans reduce Games-based
emissions of carbon at source through energy
conservation and where possible, finding alternate sources of clean energy (energy that produces
little or no carbon emissions).
The added challenge for the 2010 Winter Games
is delivering an energy program that is cost effective and, particularly in the case of its venue
program, provides an energy-efficient infrastructure that serves host communities well beyond
Games time.
KNOW how much carbon our Games
are emitting
VANOC collaborated with an internationally recognized environmental
non-governmental organization, the David Suzuki Foundation1, on
a discussion paper about GHG (carbon) management for our 2010
Winter Games. A forecast for the 2010 Winter Games’ carbon footprint
is estimated at 340,000 tonnes of emissions2 : This includes :
• 120,000 tonnes from direct Games-based activities such as venue
construction and transportation ;
• 220,000 tonnes from emissions indirectly associated with the
Games, specifically air travel by participants and spectators.
A third-party auditing firm, PriceWaterhouseCoopers, reviewed the
forecast and supported the methodology used.
REDUCE as many emissions as possible
VANOC has aggressively focused on opportunities to reduce energy
consumption in four ways :
• power planning
• transportation
• venue design and construction
• office and event operations.
Power planning
© Photo courtesy of VANOC
Responding to the challenges of global energy
issues at the 2010 Winter Games
Building off of the experience of previous Organizing Committees,
input generated in the bid phase and through ongoing consultation
with stakeholders, VANOC is taking responsibility for carbon emissions
generated by the Games by implementing a carbon management
program based on four objectives :
1)KNOW how much carbon the Games are emitting, and publicly track
and report on it.
The 2010 Winter Games can draw from reliable, clean electric power
that is available in abundance thanks to the hydro-based utility
sources throughout our province. VANOC is working with the province
of British Columbia’s electrical utility provider, BC Hydro, to design
an innovative approach to provide both the base power-supply
capacity and primary backup power to our key venues with a lighter
environmental footprint. For example, temporary heating at Games
venues is traditionally provided by propane heat; in 2010, however,
lower emission electric heat will be used at our venues instead.
By using low-emission electric power, the 2010 Winter Games will
reduce carbon dioxide emissions from power generation by 90 per
cent as compared to previous Olympic Winter Games.
1
2
The 2010 Generator
The power supply for Olympic and
Paralympic Games venues is
typically provided by direct
connection to some combination
of utility electrical distribution and
temporary stationary generators
(independent sources of electricity).
Temporary generators both increase
the power supply capacity to
serve the base load and provide
backup power for critical activities
in the event of a utility electrical
distribution power outage. Generators
typically run on diesel fuel and are
less desirable compared to the clean
hydro-based electrical sources of
energy which are abundant in British
Columbia.
To reduce the need for the traditional
use of diesel generators for backup
power, new electrical distribution
lines, called feeders, will be
installed from two different utility
power substations to ensure power
reliability and reduce the number
of generators needed to about 170
units (the Torino 2006 Olympic
Winter Games used more than 600
temporary generator units). In
addition, many of these generators
would be deployed in a “cold standby”
role, meaning they would most likely
never need to run at all. This example
of engineering innovation will result
in significant reductions in both GHG
and air contaminant emissions.
For more information, visit www.davidsuzuki.org
Contextual Note : Canada currently emits approximately 5 tonnes of carbon per person per year.
63
WFSGI Handbook 09
Transportation
With the help of its partners, VANOC is planning
for an efficient, reliable, accessible and financially sound transportation system for 2010.
This system will include sustainable transportation guidelines for mass transit, park and rides,
initiatives to encourage non-motorized access
to events and event tickets that include transit
passes. In addition, VANOC’s low emission fleet includes hybrid vehicles, fuel efficient vehicles and
operating procedures, such as no idling, to help
reduce carbon emissions from transportation. By
providing hybrids, flex fuel vehicles and vehicles
with active fuel management, VANOC sponsor General Motors has been an important partner in
helping the Organizing Committee find solutions
to reducing its transportation carbon emissions.
Venue design and construction
Green planning and construction practices have
been part of VANOC’s venue development program
from the beginning. The close proximity between
venues and villages helps reduce the need for
single occupancy vehicles and encourages use
of public transit. In addition, carbon emissions
associated with venue construction have been
avoided by using existing venues, where possible.
VANOC and its venue partners collaborated to
build all new Games venues to a LEED3 green building standard rating of at least silver. The application of LEED green building principles regarding
energy efficiency and clean energy use for villages and venues will reduce operating costs and
lower emissions over the lifecycle of the facilities.
Due in part to LEED, each of the 2010 Winter Games venues demonstrate energy conservation
and efficient measures. Many of the venues utilize waste heat recovery from refrigeration to heat
other areas of the building.
Office and event operations
Further reductions are being sought through
sustainable operational activities such as procurement, office management and event management practices emphasizing energy conservation,
energy efficiency and waste reduction.
3
The Leadership in Energy and Environmental Design (LEED) Green
Building Rating System is the most respected standard for developing
high-performance, sustainable buildings in North America. For more
information about LEED, visit the Canada Green Building Council
website at www.cagbc.org.
VANOC’s Lead-by-Example program for its executives, along with
employee engagement activities that include an annual Commuter
Challenge, encourage sustainable, low emission transportation to the
workplace while promoting a healthy and active lifestyle. In addition to
facilitating carpooling, the Organizing Committee encourages the use
of public transit and cycling to work by providing a rush-hour shuttle
service to the nearest rapid transit stations, as well as bike lockers and
showers.
VANOC’s sustainable office, meetings and events guidelines help its
workforce make smart energy choices in their meeting and event
planning and convening.
Significant reductions in VANOC’s carbon footprint can also
be found through the management of its overall waste. By
minimized waste at its offices
and venues during the last two
reporting periods, the Organizing Committee has diverted
98 per cent of its waste from
landfills in the last fiscal year.
All VANOC offices and construction sites have waste reduction
and recycling collection programs in place; however, the
bulk of the waste is not generated on a per capita basis by its
workforce, but rather by venue
development and overall operational activities. VANOC has
recycling programs in place at
all construction sites to help
minimize emissions from the transport of waste resulting in no
vegetation debris from land clearing at the mountain venues being
sent to the landfill. For example, at Whistler Olympic Park, VANOC re-used much of the wood waste as fill for temporary sites,
donated large woody debris to regional fish habitat enhancement
programs and composted much of it for use as revegetation and erosion control.
After the 2010 Winter Games, VANOC will be obtaining independent
verification of the reductions in carbon emissions achieved in the areas
of power planning, transportation, venue design and construction, as
well as office and event operations. In the meantime, by applying green
and sustainable practices to all of its activities and operations to date,
the Organizing Committee estimates that it has been able to reduce its
carbon emissions by 20 per cent over what would have been if these
measures had not been taken.
NEUTRALIZE by offsetting
VANOC has consulted with its partners, corporate sponsors and interested
environmental and community groups on how it should go about
offsetting emissions that cannot be reduced or eliminated at source.
Carbon offsets are activities that compensate for carbon (or GHG)
emissions in one area by reducing them in another resulting in an
overall outcome of no net increase in emissions. VANOC is investigating
credible projects to invest in that will offset Games emissions by
identifying further energy efficiencies or renewable energy sources
elsewhere. Examples of projects that could receive investment from
funding raised for 2010 offsets include:
1. Conversion to renewable energy — projects that replace the
use of fossil fuels with energy from renewable sources such
as solar, wind, geothermal or tidal
2.Energy efficiency — projects that conserve energy and/or
increase the energy efficiency of buildings
3.Carbon sequestration — projects that capture or store carbon
from the atmosphere.
Developing an offset investment program is both technically and financially challenging — the scope of GHG emissions to be offset must
be defined. As a result, VANOC is including the Olympic and Paralympic Games Winter Games period, as well as air travel by athletes, of-
Did you know...
The Government of Canada and VANOC commissioned
a business case analysis for improving the
environmental and operational performance of the
Hillcrest Curling facility. The study indicated that the
incremental investment required will be recovered in
four years through reduced energy costs — proving it
saves more to plan sustainability up front. The report
is available at vancouver2010.com.
ficials, spectators and workforce. The Organizing
Committee has received a sound estimate from
the David Suzuki Foundation; however, the total
scope of the offsets needed won’t be known until
closer to Games time.
ENABLE and inspire others
to act
Together with its partners and sponsors, VANOC
is seeking opportunities to mobilize participants,
spectators and citizens on actions that encourage
behaviour change around energy consumption
and sustainable lifestyle choices.
In efforts to influence behaviour of future Organizing Committees and large-scale events through
a transfer of knowledge, VANOC is working on
documents such as the Sustainability Management and Reporting System, environmental
management plans, green meetings and events,
and green office guidelines for future Organizing
Committees.
An important next step in VANOC’s Carbon
Management program is to consult with its
partners, sponsors and different groups
participating in the 2010 Winter Games —
including athletes and the media — to find ways
to collaborate with VANOC on climate change.
VANOC is doing its best to reduce its footprint as
much as possible and in a cost-effective way.
Many of the groups and organizations involved
in the 2010 Winter Games are already taking
responsibility for reducing their carbon footprint
through their own programs or initiatives. VANOC
would like to work with them to find ways to
make innovation and public activation on climate
change one of the lasting stories and legacies of
the 2010 Winter Games.
Did you know...
VANOC produces an annual
Sustainability Report. It is based
on the internationally recognized Global
Reporting Initiative G3 guidelines and
can be found at
vancouver2010.com/sustainability.
WFSGI Handbook 09
65
IPR Committee - Activity Report 2008
IPR Committee Activity Report 2008
Jochen M. Schaefer, Chairman of the IPR Committee - Intellectual Property Rights
1.
IPRC’s Projects and Structure :
Right after the Election of the new WFSGI Board in
June 2007, the shaping of a new structure took place.
After consultation with the then new WFSGI President
John Larsen and the WFSGI Executive Committee, five
concrete projects were defined and subsequently
approved by the WFSGI’s Board. Each of these projects
is headed by a co-chairman: “See descriptions of the
five projects page 20 and more details from page 74
to 79”.
2. Activities 2007/2008 :
a. Viability of Projects :
The main focus in this first working period of the IPRC
which commenced in fall 2007 was laid on the following
focal points :
• Isthereanindustryneedandconcretemembership
interest to realize them ?
• If, yes, are they viable in terms of the existing
resources at WFSGI level or can services be
outsourced to achieve concrete results, if yes at
which cost ;
• Definition of concrete projects, timelines and
objectives.
By the end of October 2008 it turns out that the
first results are different for each of the above
projects (see progress reports of the five co
chairmen in this Handbook).
Based on the preliminary findings and conclusions
drawn, it will be discussed in a conference call among
the Co-Chairmen of the IPRC and its Chairman which
of the above projects are proposed to be pursued and
which to be dropped, the results will be presented
in the course of the next WFSGI meeting to the Ge
neral Assembly in Munich in January 2009.
b.Committee Meetings :
i. The first meeting of the newly structured and
composed IPRC took place in Munich on January
25, 2008. In addition to the presentation of the
five projects by the respective chairmen, the
key note speaker, Mr. Jian Liu, Division Director
of the International Cooperation Department of
China’s Intellectual Property Office (SIPO)
described the role of SIPO and how the Office
can be of help for WFSGI members.
ii. The subsequent meeting in Beijing on May 28,
2008 involved an intensive dialogue with Chinese
IP-related authorities, in particular with Ms. Zizi hua LV, Deputy Director General of the China Tra demark Office (CTMO) asking her questions like :
• What is the wish list of the CTMO when dealing
with foreign brands ?
• What can be improved, what are the
recommendations of the CTMO.
It is the firm intention of the IPRC to continue and ex
pand this dialogue with the key Chinese institutions
and authorities in the field of intellectual property pro
tection and enforcement to further improve the IP
protection in China same as in other regions of the
world Further progress reports were provided to the
attendees by the five co-chairmen either present them
selves or presented by myself on their behalf.
c.Cooperation with World Intellectual Property
Organization WIPO :
I am pleased to report that a very positive and
close cooperation has been established between
the World Intellectual Property Organization (WIPO)
and the WFSGI. On November 10-14 a WIPO seminar
for journalists is held in Geneva on the importance
of intellectual property rights in sports. We have
been able to co-define the agenda together with
WIPO and have also helped to find suitable speakers
for this event.
It is also planned to stage a joint WFSGI/WIPO semi nar in January/February 2009 educative seminar
jointly with WIPO for the sporting goods industry, the
aim of which would be to raise awareness among
members of the role of WIPO, the strategic commer cial importance of IP and the range of services that
WIPO offers to industry to promote and facilitate use
of the system and effective management of IP as sets, including alternative dispute resolution in this
area (mediation/arbitration). 67
WFSGI Handbook 09
IPR – the way to become a global brand
IPR Committee - Activity Report 2008
IPR – the way to become a
global brand
Guenter Schrotzhammer and Tanya Carter, Managing Partners, “The Missing Link Brand Engineers, Munich”
20/18/20 and 19 cm tall. These perfect measurements have long
established themselves in consumers’ minds as a distinctive mark of
identification. Whenever we see the silhouette of a Coca-Cola bottle, we
associate it with the famous brown soft drink from the southern United
States and as the official thirst-quencher of Santa Claus himself.
The creative direction for the designers was not just to make sure the
packaging stood out from the rest, it also had to be easily recognizable
even in the dark. «Mission accomplished!» Not only can the bottles
be identified in the dark, when we see just one piece of a broken CocaCola bottle, we are immediately able to associate it with the brand and
thus the original product. A design created and patented in 1916 has
made a decisive contribution to the global success of one of the world’s
greatest brands.
Any subsequent attempt by product managers to deviate from the
patented bottle design has inevitably led to lower sales figures. This is
a clear sign that the shape of the bottle has undeniably become a core
element of the brand. In other words, as companies stimulate brand
evolution, they must take care not to change the elements they are
known for.
Creating a look that clearly distinguishes one brand from the rest is,
however, just one example of how «intellectual property» can help
make a brand globally unmistakable.Therefore, in the interaction
between brand management and intellectual property, the focus
should be not just on design, the company logo or the claim as what
makes and typifies a brand. That would make things far too easy.
Intellectual property can be used creatively in many playful ways to
differentiate a brand from the competition, and all of these ways play a
decisive role in global competition.
A further example of intellectual property and branding and certainly an
ideal case that displays the opportunities presented through differentiation, is a patented technology that unmistakably stands for a brand.
In this case, a «well-rounded» product story underscored by technological exclusivity is the beginning of a wonderfully successful story.
And it all began in 1995.
The idea for the product is simple and thus easy to convey – and what
is far more important – to understand. «The shoe that breathes!» How
logical!
The concept was born during a business trip to Reno, Nevada (USA).
Mario Moretti Polegato, at that time still working for his family’s
winery, was taking a walk and got so upset by
his «overheated» feet that he abruptly decided
to cut a few holes in the rubber soles of his
shoes. The pumping effect that this created as
he walked, ended up pressing the heat out of
his shoes and cooling his feet. The idea behind a
worldwide brand was born.
The rest was a matter of continuous communication and focusing on this one unique selling
point, or USP. No creative «outbreaks,» no todaywe-stand-for-pretty-pictures-and-tomorrow-fordiscount-prices, and then after that for a special
membrane.
And the bare facts and figures? Since 1995, Geox
has been able to post annual growth rates far
above 20% and ended its 2007 fiscal year with
global sales of 770 million Euros. Not bad for a
small vintner from Northern Italy.
What makes such successful
brands better than the others –
or better yet, how do companies
create successful brands?
The good news first. Brand building has nothing to
do with witchcraft or immense budgets – though
it should be mentioned here that both, of course,
would make things much easier.
Successful brands simply make better use of
intellectual property than their competition.
Its not that they have better ideas, mind you,
it´s because they convey their merits to the
consumer more credibly by employing continual
communication.
When a consumer knows, or thinks he knows,
what he can discover behind a particular brand
name, the seller of that brand doesn’t have to
work as hard to sell. A strong brand name with
clear positioning and/or statement makes his
daily work easier. And not to the customer’s
disadvantage, either. The latter makes his
purchase with the absolute certainty that he has
received something outstanding for his money
and thus made a good deal for himself.
And the pleasant side effect of this is that brands
that use this intellectual property wisely earn
more money.
A brand is the value consumers are willing to pay
additionally for a specific product, i.e. the ADDED
VALUE of that product.
Now comes the question, of course, as to why
we are willing at all to pay a higher price for a
particularly branded product. Simply put, we
use brands and their stories to define our own
personality, attitudes and views. In other words,
we use branded products to show others that
we belong to a particular group or to show our
agreement with the story that brand tells. In
addition, branded products are also a matter of
emotion. Brands are emotional triggers, and not
just for the people we meet while using a brand’s
products but also for ourselves, and that is the
decisive factor. Brands stimulate our imagination
and thus generate the added value that, in the
final analysis, leads to a purchase. We buy
branded products to make us feel good and put
ourselves into our own, very personal «comfort
zone.» If we’re wearing our favorite T-shirt from
our favorite brand, we feel better, more appealing
and happier, which in turn will also give us much
more self-confidence in our dealings with others.
So how can a brand and its story make more
money?
Researchers conducted a series of tests on two
different groups in an attempt to explain this and
came to an astounding result.
Group “A” was shown bottled olive oil and asked what
they would be willing to pay for it. The candidates
agreed to pay a maximum of E4.40. Group “B”
was shown the same bottle with this explanation:
The olives come from ancient olive trees on the
Liguria coast of Italy. The freshly harvested olives
are collected in handmade wooden vats. The first
drops of oil that run out of the vats from the natural
weight of the olives are captured in this bottle thus
creating an intense and well-rounded flavor. The
candidates agreed to pay E15.40 per bottle!
Finally, a brand is a promise.
« We pave the way!»...« It’s bottled nature! »...« It’ll
freshen you up someday!» – regardless of the
slogan, and of the story you choose to go with it,
one thing is of the utmost importance :
Comment from a legal point of view
Dr. Jochen M. Schaefer, WFSGI Legal Counsel and
Chairman of the WFSGI IPR Committee
The distinctive shape and visual appearance of a product
can be protected both by a three-dimensional trademark and/or a design patent in numerous countries. In
Germany e.g. the Supreme Court for Civil Law Matters,
the Bundesgerichtshof ruled already in December 2005
that the shape/the silhouette of a car may enjoy protection under German trademark laws as three-dimensional
mark (in the concrete case matter it had been the
Porsche boxster design).
Many legal experts criticized such decision and argued
that designs should be protected as design patents only
and not as three-dimensional trademarks. For me such
discussion is very academic, if not hardly to understand,
since from a brand protection point of view those who
represent the legitimate interests of trademark owners should be happy if an additional layer of protection
is created by the case law of high level courts to fight
faked products and to be able to e.g. stop the importation of such copies already at the border of the European
Union by the European customs authorities. And --- I ask
myself, what the automotive industry does to protect
its products, can’t this be copied by the sports brands.
In this context no objections, your honor to copy best
practices of other industries !!
The story has to be true – just like the story with the olive oil from the
coast of Liguria, by the way.
If a company for example tempts consumers with the slogan «There’s
no better way to fly,» but at the same time has failed for years to rank
among the top ten global airlines, it is quite apparent that the company
needs to rework its offering quickly to deliver what the slogan promises.
Nothing is worse for a consumer than discovering that a commitment
and promise which led him to his purchase is invalid. It could affect the
relationship indefinitely.
So in a day and age where consumers are confronted with up to 1,000
messages each day, the mission for brand managers is simple but challenging to accomplish. Find your USP, create your exclusive and unique
intellectual property, ensure that it cannot be refuted and communicate
it truthfully and consistently through every company channel.
WFSGI Handbook 09
69
InTEllEcTual PROPERTy DIsPuTEs - HOW THE WFsGI can HElP
InTEllEcTual PROPERTy DIsPuTEs - HOW THE WFsGI can HElP
INTelleCTual PROPeRTY
dISPuTeS - HOW THE WFsGI
can HElP
Jochen M. schaefer, WFSGI Legal Counsel and Chairman IPR Committee in cooperation with DUVINAGE Lawyers
The Challenger brand was equally unwilling to give
in, moreover its management was convinced that it
had acquired priority trademark rights in several
countries through its various registrations including its
home country and would therefore be in a position
to block the sales of the AGA branded products in such
countries by bringing forward administrative and
court action against its competitor.
1. Each industry federation is measured by its members,
on what it does concretely for them, which tangible
benefits are being derived from being a member apart
from all networking opportunities members do enjoy
by being a part of a (global) group which represents
similar interests and pursues common goals.
Both companies were highly determined to go to war
and be prepared to spend substantial amounts of time
and money to defend their respective rights, AGA with
the objective to force Challenger to discontinue the use
of its logo, whilst Challenger was absolutely convinced
to win its case and would hence not need to surrender
unless and until the courts of this world had ruled that
it indeed conflicted with Logo A of its opponent. A feast
for lawyers...
2. In particular in difficult economic times one of the best
things which can happen to members is to save
considerable amounts thanks to services provided and
efforts made by the Federation to assist and help them.
3. A concrete and very recent example illustrates how
the WFSGI was of valuable assistance and the
positive effects it had for the individual members.
3.1 Thefollowinghappened:
An international well-known sporting goods brand and
long-term WFSGI member, Company AGA* has invested
over numerous years substantial amounts to create
a specific logo («the A Logo»), to raise brand
awareness among consumers and the trade and is
very proud of the high quality products it is
manufacturing and selling through subsidiaries,
distributors and sporting goods retailers in many
countries of the world.
In spite of all the worldwide activities of company AGA,
it had not secured all trademark protection of its A Logo
in all countries on the globe and not for all products it
sold. Why was this case?
As it frequently happens the business had grown
significantly over the years, the range of products
expanded, whilst the scope of trademark protection did
not reflect this in all countries adequately as it should
have been the case, further there were a few obstacles
AGA was facing when it tried to register its logo alone
without adding its company name in several developing
countries.
Nevertheless, AGA did not face major problems
throughout the years and sold its products successfully
internationally and also in those countries where its
trademark protection was rather weak or sometimes
even non-existent.
3.2 This all changed when the WFSGI came into play.
How did this happen?
The Challenger Company had become a sizable player
and received international attention and recognition.
Its management therefore felt that it would make
sense and be the right time to apply for membership
of the WFSGI to become visible and show their face
in the international community of leading sporting
goods brands, the WFSGI represents.
As soon as it became known to Company AGA the
Challenger had knocked at the door of the World
Federation, AGA protested and informed the WFSGI
that it would not support such membership application,
but would object to it due to the pending vibrant
trademark conflict.
Approximately five years ago a new brand surfaced,
which has its origin in Asia, i.e. Company Challenger*).
As it is common within the sporting goods industry, it
not only marked its products with its corporate name,
but created also a logo, which it found attractive and
distinctive from other brands in its subjective view, but
did not consult an internationally experienced
professional advisor to conduct a trademark search
covering the key markets in order to find out whether
there would be similar existing logos used by third
parties, which might conflict with the logo of Company
Challenger. The management of Challenger might
even have noticed the logo of company AGA, but may
have come to the subjective conclusion that in their
view the two brands and logos can peacefully coexist,
since they were somewhat similar, but not close
enough to create a clash between the two brands.
The ‘new kid on the block’ sold its line of sports apparel
and shoes in its home country only in fairly small
quantities within the first two years, but started right
from the beginning to file trademark applications
to protect its name and logo in its home country, in the
neighboring countries and ultimately also in a number
of countries overseas.
Certainly it is no surprise that after some time had
passed, company AGA found out that literally in its backyard something was going on, which it disliked and
was not willing to tolerate. The owners of company AGA
as well as its legal advisors were of the opinion that the
two logos looked confusingly similar and decided the
refore to take legal action to protect AGA’s own A Logo
after all attempts to persuade Company Challenger to
change its logo had failed.
71
* names and some facts have been changed in order to protect the confidentiality
of some information obtained from the two parties and others
WFsGI HanDbOOk 09
Intellectual Property Disputes - How the WFSGI can help
3.3 How would and how should the WFSGI now deal with
this situation?
• From a pure legal point of view, the World Federation
has to ensure that all procedural and other requirements
are met in the course of approving or disapproving
permanent membership as mandated by its By-Laws
and/or applicable laws, not less not more. Full Stop ?
• It is neither up to the WFSGI, to the Board, nor to its
Executive Committee or its Legal Counsel to assume
the role of a judge and to decide who is right and who is
wrong in this case. Full Stop ?
• It would be foolish and even constitute a violation
of applicable laws to make the attempt to impose a
rule on members (including prospective members)
that they are not accepted if an IP-related conflict with
another member existed. Full Stop?
• An option could have been to just wait until the two
parties would have ultimately resolved their dispute,
even if this may well have taken years and then
to decide whether Company Challenger is eligible for
permanent membership. Full Stop?
3.4
Regardless what the legal merits of the case are and
who would be the looser or the winner ultimately, it is
the philosophy and also the task and duty of the
WFSGI to offer its assistance on a voluntary basis
to both parties in an impartial manner with the intent
to assistand to facilitate at least a swift and
satisfying solution. The emphasis is on ‘to offer’,
since it is always up to the parties concerned to
accept such offer or to pursue different avenues.
3.4.1
One of the prime objectives highlighted in Article
2.6 of the WFSGI’s Bye-Laws is «to mediate and
settle any dispute that may arise between
members, if called upon to do so.»
Further, Article 2.5 provides «to encourage
and promote the spirit of legally permissible
friendly cooperation among the sporting goods
industry and trade. ..., mutual assistance, peace
and understanding and fellowship among
members...»
3.4.2
This does not imply that disputes may occur
among competitors, i.e. WFSGI members, which
cannot be resolved amicably and where the courts
will have the last say. Nevertheless the By-Laws
clearly mandate the WFSGI to make concrete
Intellectual Property Disputes - How the WFSGI can help
attempts to help to resolve pending disputes, not
to mention the WFSGI Code of Conduct here, which
each new member is required to sign as integral part
of the membership application filings.
3.4.3 Apart from the above, each industry federation
has in my opinion the noble task to fulfill regardless whether this is stipulated in its bylaws
or not - to assist its members
• by handling sensitive matters discreetly;
• by treating members equal and being neutral;
• by providing guidance, know how and expert
knowledge (including best practice);
• by acting in a manner where neither party will
lose face.
3.4.4
Does all this imply that the parties concerned
can expect to obtain such professional assistance
and support free of charge, since covered by the
membership fee?
Not really. It will certainly depend on the concrete circumstances and the extent of support and assistance given;
further, who will be involved on part of the WFSGI to be a
facilitator, mediator, expert or even arbitrator - if requested
by the parties. If profound legal expertise is needed which
requires reviewing all details, facets and surrounding facts
to be able to propose a solution, it is certainly a different
story than if only some more or less abstract guidance is
provided, which remains very much on the surface rather
than digging into details.
© Cekur – Fotolia.com
3.5 How did the concrete dispute between the AGA and
the Challenger brand further evolve?
3.5.1 The WFSGI offered to assume the role of a mediator
in order to propose or to at least to facilitate swift
amicable out-of-court solutions for the two parties
with the objective to save them considerable
amounts of time and to spare them from investing
substantial contra-productive energy in a case matter, where the outcome for both parties is uncertain
and where at the very end neither party may win,
but both may lose.
3.5.2 The Board of the WFSGI and the Executive Commit tee felt entitled under the concrete circumstances to
temporarily suspend the decision whether Company
Challenger should be accepted as permanent mem ber and it was recommended that :
• On one hand Challenger should start to create a
new logo, which in its visual appearance should
not have any similarity with the A Logo of
company AGA ;
• On the other hand AGA should tolerate for a
certain reasonable period of time the further use
of Challenger’s existing logo, until for example
existing sales and promotional materials would be
used up, by in parallel thereto giving Challenger
the opportunity to introduce its new logo to indus try and trade and to the consumers in Challenger’s
home market and abroad.
3.5.3
The top management of both companies met
and decided to discontinue with any litigation
and suspend any other pending legal action with
immediateeffect by relying upon each other’s good
faith spirit and seriousness to honor the proposed
settlement terms. It certainly will still take a while
until the series of new international trademark applications filed by Company Challenger will mature
into registration, but everything seems to be on good
track now and both, Company Challenger and company AGA have expressed their gratitude about the
positive role, the WFSGI played in this dispute.
3.6 Yet, in order to be not misunderstood: if a notorious
IP-rights infringer knocked at the door of the WFSGI
to become a member, such door would remain defi
nitely closed. The WFSGI represents the legitimate
and authentic sporting goods brands only and has
continuously been an outspoken advocate to reach
a higher standard of legal protection of the intellec
tual property rights owned by its members ; the World
Federation will continue to provide know how and ef
ficient tools to fight the plague of counterfeits and
knockoffs.
WFSGI IPR COMMITTEE – PROJECTS
WFSGI IPR Committee Projects
The WFSGI IPR Committee is especially working on 5 projects (see presentation of the Committee
page 20). Here are some more details on each project.
1.Security / Authenticity Label
Ed Haddad, Co-Chair for Project 1
The IPR Committee has been investigating the feasibility and
applicability of introducing a label for products for use by its member
companies. There have been several focuses for the label identified and
the feasibility of each purpose requires a through analytical review to
insure that the identified objective incorporates the right technology
and look, and that the label adds value to both the product and the
member company.
Initially, several uses for the label had been identified :
1.To signify quality
2.To confirm the product made in a compliant factory
3.To confirm authenticity
4.To confirm the company’s affiliation to WFSGI.
An example of the type of labeling being considered is the security foil solutions which have
been protecting banknotes, tax stamps, and documents for many years. This type of technology
is developed by Kurz in Germany as well as other
companies around the world.
The last objective provides interesting possibilities for the Federation to expand and enhance its
reputation around the world with limited risk by
eliminating any claims which may be difficult to
support.
2.wfsgi web monitoring program
In its 2007 report The Economic Impact of
Counterfeiting, the OECD noted the problems
with determining the precise extent and cost
of IP crime due to the lack of reliable data,
particularly for trademarked and copyrighted
goods, because of the clandestine conditions
under which counterfeits are produced and
distributed. However in recent years, industry
has commissioned research studies to estimate
the cost of piracy and these have confirmed that
the problem is large and continuing.
While OMs provide exciting opportunities for
legitimate sellers to create profitable business,
the ability of competing sellers to offer IP infringing products creates an unfair playing field.
Further different standards are often applied to
businesses operating on such sites as opposed
to personal shoppers. Industry groups report
instances where goods are imported as personal purchases and on-sold in large quantities as
items from the sellers’ “own collection”. In this
way, sellers purchase goods via the Internet
as personal shoppers and bring them into their
country without paying GST, import fees or customs duty at the point of entry and yet on-sell
items in large quantities as a business. These
sellers operate in direct competition with legitimate online and bricks and mortar businesses
that are taxed for the same activity.
Ian Fullagar, Co-Chair for Project 2
The aim of this Committee Project is to offer a web
monitoring program for WFSGI Members, which
screens the world wide web and notifies the
brand and rights owners on suspicious activities,
dubious online transactions and the like to enable
them to intervene efficiently and swiftly.
After careful analysis, it was determined that each objective offered
both positives and negatives in both their application and stated
purpose:
1.Quality Can be subjective to each individual
2.Compliance can change exposing the federation to criticism
3.Labels can be counterfeited, compromising the certification
4.Requires intense Marketing to create awareness of the
Federation’s mission and objectives.
The key issue which the project seeks to address
is pirate or counterfeit goods being sold regularly
on a daily basis through online marketplaces
(OM). Piracy or counterfeiting is the unauthorized duplication, distribution or use of a product
protected by one or more IP rights. It includes, for
example, the sale of copyright and/or trademark
infringing goods such as pirate CDs, film, software, games, sporting goods or musical instruments. This is not only of concern for intellectual
property (IP) owners, but it is also detrimental to
OMs who need to ensure that they create safe and
attractive marketplaces where consumers have
confidence in the goods that they are buying.
Counterfeit merchandising and brand abuse
represent a massive global problem for the
sports good industry as well as film, music and
television industries. Broadband internet usage
is expected to increase 50 fold between 2008
and 2015.
Heavy losses are being incurred due to counterfeiting ; high volumes of counterfeit goods are on
the market - and up to 50% of industry product
sales are already made online. International
brands with broad relationships, the list of authorised affiliates and licensees can run to hundreds
of names.
Brand protection allows organisations to regulate
and reclaim control of their brand identity
and digital assets online. It involves knowing
everything, positive and negative about a brand’s
visibility, risk and reputation over the internet.
It’s also about the removal of that risk, damage
reversal and reclaiming of intellectual property.
Brand protection is about letting the counterfeiters, brand abusers
and inefficient affiliates or licensees know that they are no longer
invisible. It also ensures the completion of re-branding exercises. At
its most extreme, it is about providing the evidence used to stop illegal
distribution chains, and pursue damages claims. Many industry groups
systematically monitor OMs for products that can be identified as
pirate or devices that allow the circumvention of copyright protection
measures using industry specific search terms and phrases. If the OM
provides for notice mechanisms then appropriate notices are sent to
the site for the removal of the auction or listing. This exercise requires
the investment of an appreciable amount of time and resources and
involves manually searching across OMs and generating takedown
notices individually.
WFSGI has been working closely with the specialised IT service
provider NetResult to develop a program to monitor and report
online infringements on behalf of WFSGI Members. NetResult tabled
a detailed proposal for consideration at the WFGSI Beijing meetings
in May 2008. Feedback has been sought from WFSGI members on
the proposal.
Since that time WFSGI and NetResult are continuing to meet to bed
down the proposal and ensure the program commences as soon as
practicably possible.
3.DEVELOPING WORLD-WIDE BEST
PRACTICES REGARDING DOCUMENT
RETENTION
Mark Granger, Co-Chair for Project 3
We want to give WFSGI members a best practice document retention
and risk management program with the objective of improving risk
management methods and policies and legal compliance. A document
retention program that highlights the best practices necessary in
order to meet the current international requirements is a significant
added-benefit to WFSGI membership.
Purpose
•
In the event of a crisis such as major litigation, questions
regarding the duties of officers and directors, criminal or regulatory
investigation, searching for records is often a significant challenge,
particularly for SMEs. Under the stress of the situation the last
thing a company wants to struggle with is trying to figure out
where certain documents, such as notes, memos, e-mails or
company certificates such as IP rights registrations, are archived.
The loss of critical documents can carry significance for a
company. Sanctions including large fines, loss of the litigation and
even criminal charges are possible. Removal of officers and board
WFSGI Handbook 09
75
members for failure to properly control the companies documents
is a reality. We plan to put together a plan that will enable WFSGI
members to avoid these problems.
•
It is essential that companies know how long certain documents
and information types have to be stored, and what the disclosure
requirements and restrictions are in these kinds of scenarios. This
will more than likely vary from jurisdiction to jurisdiction, and it is
important to know the various policies.
•
The objective of Project Three is to develop a “best practice” example,
and possibly propose solutions with a specific focus on the needs of
the medium to small-sized manufacturers (“SMEs”) who do not
have the experience and resources of the leading brands. In order
to do this, we are looking to fellow members to join the committee in
helping prepare this model.
Challenges
•
Because the requirements vary from jurisdiction to jurisdiction, it
is important to know what the various requirements are. For example, in the United States, under the Federal Rules of Civil Procedure
there are specific requirements for document retention. It is probable that other jurisdictions such as Australasia and Europe have
similar requirements. We need members who know about these
areas to come forward and help us compile this information.
Having current international requirements for record retention is a
major benefit to all WFSGI members.
Goals
• Project Three’s overall goal is to provide WFSGI
members with an International Best Practices model
for record retention that will illustrate proactive steps
they should take now to avoid much greater costs
in the future. We want to look out for our member
companies and to provide them with the added benefit
of valuable resources, such as clear and relevant
advice on how to develop a cost effective record
retention plan that will assure the protection of
privilege, and protect the security of members’ IP and
commercial practices.
• To accomplish these goals we need you to get
involved. We are calling on your expertise to help
develop the Record Retention Best Practice model.
•
Concrete best practice examples need to
be collected and presented both from WFSGI
member companies, and also from other
industry branches.
•
Different potential scenarios need to be
presented so that member companies are
made aware of their potential exposure.
Such scenarios include product liability
issues, including regulatory investigations and
recalls; tax issues; and liability of Directors and
Officers. Regarding the last item, malfeasance
and nonfeasance of Directors and Officers is
a big issue in the EU. Mistakes of the company
can lead to the Directors and Officers being
held personally liable. Poor record keeping
exposes companies to these and other
dangers. It is essential that member companies
realize how important a proper record retention
policy is to their livelihood and success.
•
Our Best Practices model will not only include
the requirement of various jurisdictions, but
helpful suggestions on different types of data
storage that will result in a more cost effective
record retention policy. For example, there are
companies who will convert files from a
company’s outdated computer system so that
they can be read by the current system. Such
a service may seem unnecessary, but if the
company is being investigated by a regulatory
agency who requires information from
several years ago, simply saying that data is
not accessible may not cut it.
The Process
We will start by gathering information on document retention laws and practices internationally.
We intend this to be a wide ranging search
including information from other industry groups.
A copy of the questionnaire is attached and we
welcome your comments.
Once this information is gathered we will sift through it to find common themes and requirements.
A discussion document will then be prepared
and circulated to the Project Three Committee for
comments and discussion.
It will then be put into a draft for circulation and
comment by the WFSGI membership.
Membership comments will be reviewed by
the Project Three Committee and a final draft
Document Retention Policy prepared.
• Focus on 3 perspectives: Administrative and criminal actions, civil
actions and customs.
Research methodology
4.Progress in trademark
protection in China
•
•
•
•
Frank Dassler, Co-Chair for Project 4
Fields of research and perspectives
Intellectual Property is an important source for
innovation, creativity and progress protecting it
contributes to economic growth by stimulating
innovation and technical development. The protection of Intellectual Property Rights (IPR) in
general and specifically in China is one of the
main focus areas of the WFSGI and the sporting
goods industry.
• Administrative and Criminal Actions.
• Civil Actions and Customs.
The WFSGI IPR Sub Committee on “Educational
Activities and Best Practices in the Area of IP
Protection and Enforcement in China” can play
an essential role in achieving better protection
of IPR. Sharing experiences and best practices
within the industry will support future strategies
and initiatives. The first step is to gather valid
information. Problems and characteristics of the
issue are to be reflected on an industry-wide
basis by means of a survey. In that context, the
WFSGI recently launched a survey on Intellectual
Property in China.
A questionnaire was sent to all WFSGI members
by e-mail in order to address the problems the
WFSGI members may be encountering regarding
the topic “Trademark Protection”. The respondents
represent fair share of all regions and brands
within the sporting goods industry. The results of
the questionnaire will provide input for the next
steps. They have been compiled (see below) and
action will be taken.
Research objectives
•
•
•
Measuring industry‘s experiences with IP
protection and enforcement in China.
Evaluation of current actions and initiatives
and sharing Best Practice Examples within
industry.
Identifying possible fields of action for politics
and / or WFSGI.
Exploratory study and desk research on IP issues in China.
Descriptive Research design with questionnaire.
Sent out and return questionnaire to WFSGI.
Evaluation, research report and presentation.
Summary : Current Situation
•
•
•
•
•
•
•
Brands operate through wholly owned subsidiaries and joint
ventures as well as Repr. Offices and agents in equal shares.
Major problems with Counterfeiting and Infringements of Design,
less in patent infringements.
Legal matters are handled with international law firms/consultants
and personally from the office abroad.
Types of measures undertaken with Chinese authorities to increase
protection focus on administrative, judicial and -to a lesser degree
–Customs procedures.
Identifying the authorities is rather easy, whereas the length and
the effectiveness of the measures are considered rather poor.
The costs of proceedings are considered both from “very high” to
“acceptable”.
Online auctions are monitored by most brands.
Summary : Authorities
•
•
•
•
•
•
•
Cooperation with AIC is considered mainly from “not effective
enough” to “yes and no”.
Improvements could be obtained if penalties increased, transparency
after seizures was provided and if an independent AIC had more
powers versus local authorities.
Raiding at factories in China would help improve the situation.
Effectiveness on raiding factories vs. retailers undecided.
Most of the brands do not pursue criminal actions.
Assessment of criminal procedures is diverse, some are available,
but not implemented.
Clear guidelines for cases passing from AIC to PSB would improve
the situation.
Summary: Civil Actions
•
•
•
Most brands have had no law suits in the past.
The outcome of civil lawsuits is being assessed rather positive.
The notarized purchase procedure took between 2 weeks and 1
month.
WFSGI Handbook 09
77
•
•
Intellectual Property
is an important
source for innovation,
creativity and progress
protecting it contributes
to economic growth by
stimulating innovation
and technical
development.
Main difficulties with lawsuits are the requirements for notarization
while being abroad and the duration of the trial.
The main weakness of the system is the weak procedural
transparency and fairness.
Summary: Customs
• Most brands have registered their TM with Customs and have
problems with counterfeits.
• Their designated representative is a local law firm /investigator.
• The number of received customs notices ranges mostly up to 50 p.a.
• Most of the brands could not identify the ports, an essential
intelligence tool for more effective tracking.
• Main problem in dealing with Customs is the short 3-day response
window, high costs and the lack of transparency.
• Identification of samples via photo is not a good solution for most of
the brands who do not use security labels.
• Most brands have a list of vendors manufacturers to refer to.
• Improvements for customs enforcement program could be reached
trough:
-better cooperation of Customs, AIC and PSB
-high penalties for the exporters not declaring branded goods
-the counterfeiter bearing the costs.
Conclusion
• IP protection is of major importance to the global sporting goods
industry, especially in China.
•
•
•
Research study representing fair share of all regions and brands
focuses on administrative and criminal actions, civil actions and
customs.
Although achievements were realized by some brands in the past,
various open topics within the industry have been identified.
Legal actions are characterized by high costs, lack of procedural
transparency and a continuous capacity building process.
•
•
•
Better cooperation between AIC and PSB would
increase efficiency.
Intellectual Property Rights in China require
further action on the part of the industry,
politics and WFSGI.
A journey of a thousand miles begins with a
single step –WFSGI has already taken this first
step!
5.Cooperation with
the world Customs
Organization in the area
of customs authorities’
training
fore. While a global marketplace presents many
benefits to both industry and consumers alike, it
also raises new and more complex challenges to
protecting intellectual property rights and combating counterfeiting. Just as legitimate businesses are benefiting from more open borders and
improved trade relations, so are counterfeiters
taking advantage of the same conditions to manufacture and sell counterfeit products.
Differences in laws and enforcement of intellectual property rights and anti-counterfeiting
efforts between countries, in addition to an insufficient level of public awareness of the dangers of
buying counterfeits, only exacerbate the counterfeiting problem. The European Commission’s
2007 Report on Community Customs Activities
in Counterfeiting and Piracy stated that there has
been an increase of 17% in the number of cases of
counterfeit goods seize by EU Customs. Cigarettes and clothing, including sportswear, were cited
as the main sectors for large seizures.
The fight against counterfeiting has been an
ongoing one for years, but many governments,
rights holders and industry associations are
finding it more important than ever to step up this
effort globally, and the International Trademark
Association (INTA) has committed itself to being a
leader in the fight against the fake goods that harm
businesses and brands and injure consumers.
INTA is a global association of member companies
and firms that support and advance trademarks
and intellectual property as elements of fair and
effective global commerce. Its membership spans
every industry and is proud to serve sporting
goods brands, including Adidas, Asics, Callaway,
Nike and Puma.
Rory Mac Millan, Co-Chair for Project 5
Anti-counterfeiting
gets a sporting chance
Candice Li, External Relations Manager of AntiCounterfeiting for the International Trademark
Association, headquartered in New York, New York.
© Millymanz – Fotolia.com
The increasingly globalized nature of today’s economy as a result of rapid technological advances,
increased use of the Internet and enhanced trade
between countries allows consumers to have access to more products and services than ever be-
well as alignment of legal frameworks to ensure that adequate criminal, civil and border protection measures are in place. This framework
for a plurilateral treaty includes setting high standards for measures
to combat counterfeiting, improving coordination of national and international enforcement efforts, providing powers to customs officials to
disrupt the flow of counterfeits across borders, addressing the growing
problem of the sale of counterfeits on the Internet, and providing for
criminal enforcement of counterfeiting and piracy.
Industry has been closely monitoring the negotiations, although ACTA
negotiators have not revealed any drafts of the Agreement. INTA has
collaborated with more than twenty national, regional and international
industry associations, many of which are based in the negotiating
countries, to provide collective business perspectives on topics under
discussion by ACTA negotiators. The group has urged negotiators
to deliver an ACTA that will significantly improve the international
enforcement by establishing stronger standards for government
performance and more effective national regimes for protecting
intellectual property rights.
While a global marketplace
presents many benefits to
both industry and consumers
alike, it also raises new and
more complex challenges
to protecting intellectual
property rights and combating
counterfeiting.
In late 2007, in recognition of increasing
challenges to combating counterfeiting and
piracy, the United States, European Union, Japan,
Switzerland, Canada, Mexico, Australia, and South
Korea, announced that they would commence
negotiations on the Anti-Counterfeiting Trade
Agreement (ACTA) – a plurilateral agreement
intended to establish a stronger set of common
standards for intellectual property enforcement
among the signatories of the Agreement.
Industry expectations for ACTA are high. The harms caused by
counterfeiting are no longer contained in one country, economy,
industry sector, or demographic. From clothing and sporting goods
to medicines and automotive parts, counterfeiters are using more
creative means and taking advantage of jurisdictional gaps in IP
enforcement between countries to manufacture and sell counterfeits
to growing markets around the world. ACTA, if done right, would go a
long way to overcoming the shortcomings in enforcing intellectual
property rights that continue to hinder the efforts of trademark owners
to protect their marks. It would create a basis for a global framework
needed to combat this global problem.
ACTA is intended to provide for stronger international cooperation and enforcement practices as
To learn more about trademarks and protecting your brands, please
visit us at www.inta.org. WFSGI Handbook 09
79
Important aspects of brand protection of sports goods in China
Important aspects of brand
protection of sports
goods in China
Dr. Thomas Pattloch, LL.M.Eur., IP Officer EU Delegation, Beijing
Brand protection is no easy «sport», least of all in China.
During the Olympic Games in China, famous athletes
like sprinter Usain Bolt and basket ball star Yao Min were
widely engaged and present to enhance the brand image
of their sponsors. New forms of advertising a brand
also invite counterfeiters to jump on the band wagon of
success. Protecting successfully the investments into the
brand building exercise in China thus brings up the need
to combine multiple aspects in one strategy. A couple of
these aspects are discussed below.
a Chinese trademark alongside with the original
one in Latin. Choosing an appropriate trademark
which is easily memorized, uncomplicated to
write and describes the product and company
well is critical for a success of a brand. The first
step therefore remains the same for each new
product and each new brand to be introduced
in China: Make sure the mark fits your business
image and customers’ expectations.
Nick names
One size does not fit all
In the early days of global branding most experts would emphasize the
need to maintain a uniform brand throughout the markets on the globe.
Today the trend goes more into diversification suited to local needs,
sometimes under a unified umbrella trademark. In China, the use of
Chinese characters as written language basically requires to choose
Foreign language trademarks, though increasingly recognized, are still automatically transferred
into a Chinese equivalent by Chinese consumers.
If this is not done by the right holder himself, the
customers may do so and create nick names.
Counterfeiters are quick to notice such trends
and register nick names trademarks and company names
themselves, profiting from the
good will created by others. It is
therefore imperative to control
such phenomenon and register any nick name as soon as
they become widely used in
the Chinese market, rather than
allowing third parties to create
parallel businesses.
Timing for applications
© AlexAvich – Fotolia.com
Registration of new trademarks
requires a long time in China at
the moment: The average time
from application to registration
has grown to more than three
years. Where oppositions are
raised this process may take
much longer, up to five and some
times even eight years. Equally,
removing an infringing trademark registered by
a third party in bad faith (“trademark squatting”)
requires again many years and may even prove
unsuccessful. This demonstrates that brand
owners should plan their registration strategy
well in advance and apply early. Not fighting
fraudulent registrations by former agents or
trademark squatters can lead to serious problems
later on, as a five year time limit since knowledge
of the registration for cancellation applies, unless
bad faith can be proven by the right owner – a
challenge more difficult in China than in other
jurisdictions.
Registering widely, considering
defensive marks
For trademark registration China maintains
its own system of sub-classes in each main
class of products and services. Practice shows
that applicants for similar trademarks often
manage to register their trademark even in the
same main class, based on filing in different
sub-classes. Applicants should therefore pay
particular close attention to covering as many
sub-classes as possible. Strategically and as
regards costs it is better to risk a cancellation
action for consecutive non-use rather than
having to fight an application or registration
made in the same class. In general, the costs
for registration of trademarks in China are not
prohibitively high, and certainly much lower
than the costs of subsequent opposition or
cancellation procedures. Thus, registering
similar trademarks in all relevant classes and
sub-classes as defensive marks usually pays
off, especially for those marks likely to become
targets of counterfeiters.
My brand – a well-known mark?
Some companies may be tempted to rely on
their reputation for protection, rather than
going through a lengthy process of registration.
Obtaining the status of a well-known trademark
in China basically can be achieved either
through an application to the State Administration of Industry and Commerce and its
local offices, or through litigation in courts. The
reality shows that foreign trademarks, even in
their translated form, take a much longer time
– at least several years - for recognition in the
administrative process. Substantial evidence
of length and degree of its use in the Chinese market, advertising
efforts, money invested and geographical distribution of the specific
goods is necessary to prove the nation-wide recognition of a brand
in China. As a result, most foreign brands will struggle obtaining the
status.
Company and branch names
Besides using identical or similar identifiers on identical or similar
goods, counterfeiters nowadays tend to use company names as
alternative route to free-ride on the back of a brand. Often, a Hong Kong
company registered as Hong Kong «Brand» International Ltd will serve
as cover for local shops to sell knock-offs or similar branded goods.
Fighting these pirates can turn to a nerve-wrecking exercise, with many
local authorities in China reluctant to act unless a recognized wellknown trademark is involved. Conflicts in this area may require turning
to courts, which in the recent past increasingly tend to regard such
behaviour as unfair competition where confusion of consumers and
intention on behalf of the owner of the company name can be proven.
Internet
Domain grabbing and free-riding on the reputation of brands or their
stars employed is wide-spread in China, requiring a much targeted
strategy to control costs. More established B2B platforms like Alibaba
often cooperate and take websites down once indicated by right holders
to infringe. A much more difficult problem to control is sales platforms
like Taobao.com which allow counterfeiters to distribute freely branded
goods over the Internet. Communicating clearly to the own customer
base the proper sales channels is one way to start the Herculean task
of dealing with this new phenomenon. Private agreements and MoUs
for installation of filtering software may be another alternative for
bigger brands. Building up its own distribution network and intelligence
gathering network through the own sales staff throughout China is
often the only starting point to improve the scope of legal business
and avoid serious confusion among customers. Right holders may
finally be required to battle the frequent statements on websites that
the infringer is acting as “authorized distribution agent”. Registered
trademarks provide a more secure basis for action than a pure reliance
on unfair competition.
Enforcement
Right holders predominantly rely on the Administration of Industry and
Commerce and administrative authorities for enforcement. Trademark
holders may consider choosing the local technical supervision
bureaux where products show quality or sub-standard issues, which
allows quick investigations and often results in more substantial
fines. Investigation and raid results by law firms and local connections
to find sources of counterfeits need to be carefully assessed due to
business models sometimes sold to brand owners (“staged raids”).
If damages are sought, court proceedings must be initiated. A very
important first step is trying to identify and freeze bank accounts of
WFSGI Handbook 09
81
infringers. Where the manufacturer is easily located, a warning letter
may be a useful alternative to stop infringement, as there is still a
considerable number of unwary Chinese producers who are willing to
refrain from further infringement after some negotiations.
Damage awards in China are rapidly increasing. This indicates that it
is also important to avoid infringing trademarks registered by others
in China. It is further important to use the trademark as registered in
order to avoid counter claims for lack of protection, or even illegal use
of the “registered” – sign on goods. It is always advisable to keep a
very thorough written record of all business documents, catalogues
and invoices in Chinese, in order to be able to provide evidence for
possible later on proceedings. Witness testimonies and internet
printouts usually are not strong evidence unless notarized.
Trade fairs
Bigger trade fairs increasingly care about IP protection and provide
special administrative complaint centres at the venues. It is advisable
to monitor the most important trade fairs and come prepared for
infringement cases with original proof of ownership via the original
Trademark Registration Certificate and valid entrustment that is
notarized and legalized Power of Attorney for a Chinese trademark
attorney, together with proper documents showing the legal status
of the trademark holder and its entrusted agent. Local trade fairs
– often held without proper authorization, are more prone to offer
counterfeiters with a platform for offering fake goods.
Customs
For fighting counterfeiting, brand owners need to
identify those localities which act as production
centres for counterfeited goods and ensure that
typical exit ports, local authorities and their staff
is well informed on these issues. Interaction
with correct department at precise ports and
providing accurate information in writing and
with explanations how to identify fake goods is
essential. As the checking rate by customs at
export of goods is very low (a service which is
not mandatory according to TRIPS), especially
in main harbours like Shanghai with a checking
rate between 0.2-0.3%, providing information
to Customs is needed for success; warehouse
costs and difficulties to see counterfeited goods
destroyed are still valid concerns. However,
customs take a more and more pro-active agency
in China with dedication to stop counterfeits
at the border, especially in case of trademark
infringements.
C
M
Choosing a realistic approach –
growing legal business
Focusing on areas in China with sufficient
purchasing power for real branded products
can help to further increase acceptance of
legitimate goods by sports brands. Although
fake markets will continue to offer branded
goods, specialized closed distribution systems
can help to signal to consumers where legal
goods should only be obtained. Care must be
taken as regards distribution channels in the
Internet. As is the case in all places around the
world, the best protection starts with a precise
and good knowledge about the local market and
the consumers in China.
Y
CM
MY
CY
CMY
K
© treenabeena – Fotolia.com
All featured Trade Marks are owned by or licenced to Pentland Brands plc
Serving the Business of Sport
Francis Gurry, Director General of the World Intellectual Property Organization (WIPO)
In recent years, sport has mushroomed into a multi-billion dollar global
industry, generating huge revenues from sponsorship, merchandizing
deals and the sale of media rights, as well as enormous employment
opportunities. Intellectual property is central to many of the commercial
opportunities presented by sport. It protects the integrity of the image
and the reputation of sportsmen and women, clubs and teams through
trademarks, designs and unfair competition law. It provides a legal
and commercial framework for distribution and merchandizing. And it
enables, through copyright, sportsmen and women and their managing
teams and clubs to control the transmission and broadcasting of
sporting performances and games.
WIPO is at the service of the intellectual property user community. The
Organization offers a range of cost-effective services that help obtain
international protection for patents, trademarks and designs. The WIPO
Arbitration and Mediation Center offers a range of dispute resolution
services that provide an attractive alternative to lengthy and costly
litigation. In particular, the Center is recognized as the leading dispute
resolution service provider for disputes arising from the abusive
registration and use of Internet domain names. Under the Uniform
Domains Names Dispute Resolution Policy (UDRP) the Center has
handled over 29,000 cases since it was launched at the end of 1999.
These include cases involving a large number of sporting personalities,
companies and organizations, such as, lancearmstrongfoundation.
com, waynerooney.com, thelondonmarathon.com, worldcup2010.org,
wwwadidas.com and nike-shoes.com. WIPO is committed to further
improving both the range and quality of the services it offers, and to
tackling head-on the challenges arising from the growing demand for
intellectual property services.
WIPO is both a service provider to the global economy, and a
development agency which, through its capacity-building services,
seeks to promote greater participation on the part of developing
countries in the benefits of innovation and the knowledge economy.
These initiatives benefit not only those countries themselves, but all
foreign companies operating within them, by ensuring better access
to intellectual property services and a greater recognition of the
importance of respecting intellectual property rights.
As the international agency responsible for intellectual property, WIPO
is well placed to facilitate discussions on the future evolution of the
international intellectual property system. Our most basic challenge is
to ensure that the intellectual property system continues to stimulate
innovation and creativity and to contribute to market order. This will
require the Organization and its member states to explore new ways
to address the challenges arising from the
increasing economic value of innovation – for
example, the growing backlog of unexamined
patent applications worldwide. Similarly, in the
field of copyright, the international community
will need to find solutions to threats to the
copyright system arising from the convergence
of expression in digital technology and the
distributional power of the Internet. Perhaps of
greatest direct relevance to the sporting goods
industry sector, however, is the Organization’s
role in promoting greater respect for intellectual
property rights.
The sports industry is, like many other manufacturing sectors, painfully aware of risks and
threats posed by the expanding trade in counterfeit and pirated goods which, according to one estimate, is valued in excess of US$200 billion per
annum. While plurilateral accords to deal with this
scourge are under active consideration, the global
nature of these illegal activities and the threats
they pose to the safety and health of consumers
point to the need for a global response.
As WIPO opens a new chapter, I am confident that
the Organization is well placed to respond to the
evolving needs of users of intellectual property,
be they producers or consumers.
WIPO’s Services
WIPO provides a range of services for the owners
and users of intellectual property (IP). These
include international filing and registration services, which enable applicants to seek protection
for their patents, trademarks or designs in multiple countries by filing a single application. WIPO
also maintains IP classification systems, which
facilitate searches in IP databases and registries.
WIPO’s Arbitration and Mediation Center offers
alternative dispute resolution services for private
parties involved in international IP disputes. This
includes Internet domain name dispute resolution for tackling cybersquatting.
Patent Filing Services
The Patent Cooperation Treaty (PCT) is an efficient and cost-effective option for any company
seeking patent protection in multiple countries.
The PCT, an international treaty administered by
WIPO, simplifies the process of multi-national
patent filings by reducing the requirement to file
multiple patent applications for multi-national patent rights. Under the system it is possible to seek
patent protection for an invention simultaneously
in a large number of countries by filing a single
“international application” with a single patent office. By using the system, applicants can postpone
the major costs associated with internationalizing
a patent application. The system further offers
applicants the means to make more informed business decisions through its international search
and preliminary examination options. Applicants
may also benefit from certain cost advantages by
using the PCT’s secure and user-friendly on-line
application facilities. Further information about
the full range of services under the PCT is available at: http://www.wipo.int/pct/en/.
Trademark Registration Services
The Madrid System for the International Registration of Trademarks (“The Madrid System”) offers
a user-friendly and cost-effective service that
enables companies to acquire and maintain trademark protection in export markets. The Madrid
System offers a trademark owner the possibility
of having a mark protected in a large number of
countries by filing one application, in one language (English, French or Spanish), with one set of
fees, in one currency (Swiss Francs). Applicants
wishing to use the Madrid System must apply for
trademark protection in a relevant national or
regional trademark office before seeking international protection. An international registration
under the Madrid System produces the same
effects as an application for registration of the
mark in each of the contracting parties designated by the applicant. If protection is not refused
by the trademark office of a designated contracting party, the status of the mark is the same as
if it had been registered by that office. Thereafter,
the international registration can be maintained
and renewed through a single procedure. Thus,
the system provides a cost-effective and efficient way for trademark holders to secure and
maintain protection for their marks in multiple
countries. Further information is available at :
http://www.wipo.int/madrid/en/.
Industrial Design Registration Services
The Hague System for the International Registration of Industrial
Designs (Hague System) offers the owner of an industrial design
the possibility of protecting a design in several countries by simply
filing one application with WIPO, in one language, with one set of fees
in one currency (Swiss Francs). An international registration under
the Hague System produces the same effects as an application for
registration of the industrial design mark in each of the contracting
parties designated by the applicant, unless protection is refused by
the competent office of that country. The Hague System also greatly
simplifies the management of the industrial design right, since it is
possible to record subsequent changes or to renew the registration
through a simple, single procedural step with WIPO.
WIPO’s Alternative Dispute Resolution (ADR) Services
The WIPO Arbitration and Mediation Center offers ADR options for the
resolution of international commercial disputes between private parties. Developed by leading experts in cross-border dispute settlement,
the arbitration, mediation and expert determination procedures offered by the Center are widely recognized as particularly appropriate for
technology, entertainment and other disputes involving intellectual
property.
An increasing number of cases are being filed with the Center under
the WIPO Arbitration, Expedited Arbitration, Mediation and Expert Determination Rules. The subject matter of these proceedings includes both
contractual disputes (e.g. patent and software licenses, trademark
coexistence agreements, distribution agreements for pharmaceutical
products and research and development agreements) and non-contractual disputes (e.g. patent infringement).
The Center assists parties in the selection of mediators, arbitrators
and experts from the Center’s database of over 1000 neutrals with
experience in dispute resolution and specialized knowledge in
intellectual property disputes. Where necessary in individual cases,
the Center will use its worldwide contacts to identify additional
candidates with the required background.
The Center offers a case administration facility WIPO Electronic Case
Facility (WIPO ECAF) which allows for secure filing, storing and retrieval
of case-related submissions in a web-based electronic docket, by
parties, neutral(s) and the Center from anywhere in the world. It also
facilitates case management by providing, in addition to the online
docket, a case overview, time tracking and finance information.
The Center is also recognized as the leading dispute resolution service
provider for disputes arising from the abusive registration and use of
Internet domain names. In addition, the Center is frequently consulted
for other specialized dispute resolution services. Further information
is available at: http://www.wipo.int/amc/en/. 85
WFSGI Handbook 09
2009 China International Sporting Goods Show
2009 China International
Sporting Goods Show
International Trade Show for Brands in Sports, Fashion and Lifestyle in Asia
City and country :
Beijing, China
Address : China International Exhibition Center (new)
88 Yuxiang Road, Shunyi District,
Beijing, China
Telephone : +86-10-87183076/87183963
Telefax : +86-10-67102689/67120299
E-mail : [email protected] / [email protected]
Date of fair : April 23-26, 2009
Organized by : Sports Equipment Administrative Center of China General Administration of Sport and
China Sporting Goods Federation
Management : Ms. Yong Zhongjun (Laura), Project manager
Opening hours : 23-25 April 2009 :09:30am-17:00pm (Thu.-Sat.)
26 April 2009 : 09:00-12:00 (Sun.)
Prices for exhibitors : booth package ( 24 sqm space, booth system, carpet, lightening) EUR 1890
Cost for Exhibitors : Standard booth : (3m x 3m) USD2,000 / each
Indoor raw space (minimum 36m2) USD200 / m2
Tickets : Visitor˚: USD 2-3
Visitor Pre-registered before March 15th, 2009
Exhibitors accepted : Sportswear, Fitness Equipment & Accessories ,Outdoor Sports & Leisure, Tennis &
Badminton, Sports Apparatus & Rehabilitation Equipment, Ball Game Equipment,
Stadium & Gym Facilities, Sports Media & Others
Listing of service : Customs, forwarding & shipping agent, storage contractors, post office,
booth constructors, interpreters, cleaning, electricity, telephone, hotel
accommodation, etc.
Local transportation : Airport shuttle (free of charge with ispocard), railway station (12 minutes by subway),
subway station (5 minutes by feet), trams, buses
free of charge with visitor / exhibitor pass, taxi
Parking : Available
Total space exhibition : 100’000 m2
Number of exhibitors : approx. 1’000
Number of visitors : approx. 50’000
General information : Ms. Zhang Mei (Cilia)
China Sporting Goods Federation
Tel :
+86-10-87183076/87183963
Fax : +86-10-67102689/67120299
Website :www.sportshow.com.cn
Trade Committee - Activity Report 2008
Trade Committee Activity Report 2008
Brad Figel, Trade Committee Chairman
1.
Following the launch of the sub-committee at ISPO
in January, the WGSGI recruited members to join the
committee based on the proposedmission statement.
As a result of this recruitment initiative, the subcommittee has strong membership representing every
region of the world.
2.
In September, the Chairman developed and sent to
the Committee members a proposed work plan for
the sub-committee that included an extensive
overview of new U.S. product safety legislation and
discussion of upcoming trade cases facing the
sporting goods industry. The work plan suggested a
list of projects the committee should undertake, and
the Chair solicited feedback from committee members
which were then added to the proposed work plan.
3.
In October, the sub-committee chair wrote an article
for the WFSGI ISPO handbook on the importance of
the DOHA WTO Round for the sporting goods
industry.
4. In November, the Committee met via international
conference call and agreed upon the work plan. Specifi
cally, the members of the Committee agreed to :
• Organize and promote a seminar at ISPO (open for
all ISPO participants) on new product safety
requirements and testing that have been
developed in Europe and the United States.
Experts would provide an overview of the new law
and requirements, and how they impact the
sporting goods industry.
•
Organize and sponsor a series of regional
summits (North Asia, South Asia and Latin
America) for WFSGI members on current and new
trade defense cases facing the sporting goods
industry. The summits will cover basic information
on what these trade cases are, the threats to our
industry and identify ways our industry can
prepare for these cases. Organize and sponsor a series
of regional summits (North
Asia, South Asia and Latin
America) for WFSGI members
on current and new trade
defense cases facing the
sporting goods industry.
87
WFSGI Handbook 09
What a successful Doha Round means for the sporting goods industry
What a successful Doha Round means for the sporting goods industry
What a successful Doha
Round means for the
sporting goods industry
Brad Figel, WFSGI Trade Committee Chair and Director, Governmental Affairs and International Trade Counsel, Nike ; with the
collaboration of Tom Cove, SGMA President and CEO and Rory McMillan, Director, Government Affairs – EMEA, Nike.
Over the last couple of years, there has been a great deal of public
discussion and controversy about the World Trade Organization’s
(WTO) Doha Round with its on again/off again negotiations between the
developed and the developing world and its highly publicized failure to
reach conclusion this summer in last-minute talks. The negotiation’s
implications for trade in agriculture seems to have garnered most
of the attention, but how the WTO, and this round of negotiations in
particular impacts the sporting goods industry is little understood
or appreciated. But for our industry a successful conclusion to this
round and a strengthened WTO is vitally important to the growth and
future prosperity of our industry and why we as an industry need to do
everything we can to ensure this round of negotiations is successful
and that the objectives our industry seeks in these negotiations are
met fully.
If one looks at the world’s sporting goods industry and segregates our
industry down to its absolutely simplest form -- of making footwear,
apparel and equipment for the world’s athletes and consumers, it is
pretty clear that our industry, as a whole, is one
of the most highly regulated sectors in business
today. How? Well if you take into consideration
that most of sporting goods product (particularly
footwear and apparel) face some of the highest
import duties of any industrial product; that
these very same products face a wrath of current
and new trade defense cases from around the
world; and then couple this with the fact that our
products face some of the largest challenges
from counterfeiting – it becomes much clearer to
see how a successful Doha Round and a strong
WTO will help us address these challenges.
Let’s start with tariffs. Sporting goods products
have what is commonly referred to as peak
tariffs – tariffs that are amongst the highest of all
industrial products. Globally, according to the WTO,
tariffs on manufactured
product average just above
3%. But look at where our
industry is on tariffs: for
footwear, average tariffs
run 20%, apparel 25% and
sporting goods equipment
10%.
© Christophe Rio – Fotolia.com
The normal and conventional method of reducing or
eliminating regular import
tariffs, has always been
through multilateral trade
negotiations like the Doha
round or in regional negotiations such as NAFTA,
MERCOSUR, or the European
Union’s Generalized System
of Preferences (GSP) program for developing coun-
tries. However in many cases these tariffs are
only lowered if stringent country of origin rules
apply and so, for many developing countries,
duty rates have remained the same. Despite
these regional and bi-lateral efforts and previous
WTO Rounds, tariffs on our products still remain
high globally.
In the Doha Round, the global footwear industry
fought hard to eliminate most tariffs through
pushing for a sectoral negotiation on footwear.
Had this concept been accepted, it would have
reduced or eliminated footwear tariffs on a wide
swath of non-import-sensitive footwear products.
Unfortunately, some key WTO members opposed
this approach and footwear was placed in the
regular formula cutting approach (straight out
reductions on tariffs on a percentage basis).
But even under this approach, virtually all shoe
tariffs would have been reduced by 50% or more
in a final deal. Consider this. In 2006 the United
States collected nearly $1.9 Billion in footwear
tariffs. Even if our industry were to get a 50%
reduction in tariffs we, and our consumers would
experience significant cost savings.
The same is true for apparel. For the most part
apparel trade went through a significant transition when the Multi-Fiber Agreement (or quotas)
was eliminated in 2005. Domestic producers of
apparel products opposed the elimination of the
quotas in the Uruguay Round, and now strongly
oppose tariff cuts on apparel products in the
Doha Round. Despite this opposition, if the Doha
Round is completed, apparel products would have
gained some tariff reductions under the formula
approach.
On equipment, there was strong interest globally
in reducing global tariffs dramatically, in many
cases to eliminate them entirely. Led by the
initiative of several members of the WFSGI,
sporting goods equipment was included in the
“Zero for Zero” negotiations that had gained real
momentum during the course of the Doha Round.
While this initiative halted with the breakdown
of the larger negotiations, it is anticipated the
progress made on “Zero for Zero” can be restored
quickly if there is movement on the broader
issues of the Doha Round.
On trade defense cases, our industry has been
faced with anti-dumping cases and safeguard
cases from every region of the world on footwear, and will likely soon
face new cases on apparel now that the special quotas in several
markets on China will expire at the end of this year. Rest assured,
domestic producers in Europe, the U.S. and within Latin America are
preparing their cases even as you read this article. We can’t prevent
them from filing these cases, but having strong, clear, enforceable
rules and standards on how these cases can be used and a strong
dispute settlement process at the WTO are critical to ensure that only
legitimate cases move forward and not ones based on protectionist
impulses.
The same argument applies to protection of our industry’s intellectual
property. For the most part, WTO rules on Intellectual Property (e.g.
trademarks, patents etc) are well established. But enforcement around
the world remains weak, and the WTO provides a solid mechanism to
ensure countries adhere to their obligations on intellectual property
enforcement and when they don’t there is a mechanism to resolve
disputes in an effective way.
As leaders of the global sporting goods industry, we need to use
our voices to press our respective governments to get back to the
negotiating table and finish this deal. Our industry, and the fate of the
global trading system depends on it.
In the Doha Round, the global
footwear industry fought
hard to eliminate most tariffs
through pushing for a sectoral
negotiation on footwear.
89
WFSGI Handbook 09
Leading by example Multilateral Negotiations at the WTO
Leading by example Multilateral Negotiations at the WTO
Leading by example
Multilateral Negotiations
at the WTO
Bernard Kuiten, Counsellor, External Relations Division, World Trade Organization
2008 was a year marked by crises and setback. Aside from the Beijing
Olympic Games, it is hard to recall any other successes. Roaring food
and energy prices and a financial crisis with a magnitude the world
has barely seen before. Couple that with a changing climate, which is
about to mark the planet with irreparable and irreversible damage if
not acted upon quickly, and you have the sum of all fears. The policy
challenges facing the world leaders are as great as they have been
after the Second World War. The need for collective action and global
cooperation is emerging. Given the interdependent state of today’s
world, an improved multilateral architecture is the only way forward.
More than ever, rules-based solutions have to be put in place to fight
the problems of today and prepare for those of tomorrow. Where rules
do not exist, they need to be designed. Where they are insufficient or
fragmented, they need to be improved or made more coherent.
In this respect, World Trade Organization is a good example of a carefully built framework of internationally agreed rules and disciplines.
For more than half a century, governments have been making rules,
regulating international trade, thereby saving themselves from the
policies that brought about economic ruin in the last century. As WTO
Director-General Pascal Lamy has said, WTO rules provide a global insurance policy for a global real economy, thereby acting as a « shock
absorber » in times of turmoil and uproar. The WTO is a firewall against
protectionist tendencies, which is particularly relevant today as crises
surround the globe and protectionism is feared. Constructing this wall
took a long time. To preserve WTO’s functions and leadership in successful multilateral co-operation, it needs to be maintained and further
fortified.
A long but gratifying road
2008 is a historical year for the multilateral trading system. 60 years
ago, a small, but visionary group of countries realized the need to start
the construction of a system of international trade disciplines. Picking
up the pieces after a long period of economic and strategic disaster,
the 23 government leaders agreed that go-it-alone and beggar they
neighbour policies had ruinous effects on their economies. Instead, a
collective and rules-based approach in trade relations was proposed.
The intended International Trade Organization never got off the ground,
but instead, the countries signed the General Agreement on Tariffs and
Trade (GATT). This became the start of a new and unprecedented sys-
tem of international trade governance. 50 years
later, the GATT became the World Trade Organization, which now represents a sophisticated and
matured regulatory system under which nations
interact commercially. It has been updated through
eight rounds of trade negotiations between 1947
and 1994 and has a membership that rose from
the original 23 to 153 countries today.
The establishment of the WTO was as a milestone
in international cooperation. It reflected the continued believe in equitable and transparent trade
rules and the need for a permanent global trade
body to promote and expand those rules. It confirmed the world’s trust in collective action and its
willingness to subscribe to a multilaterally agreed
contract, coupled with flexibilities, safeguards
and controls to ensure that the legitimacy of the
system for all its Members. The membership takes decisions by consensus. One country equals
one voice, regardless of its size or share in world
trade. Negotiations on new or improved rules and
opening of markets are gradually implemented,
resulting in tailor-made trade agreements that cover most if not all aspects of trade in goods, services and intellectual property. The system has the
necessary surveillance instruments and a binding
dispute settlement mechanism, available to all
WTO Members. Finally, given the diversity of the
WTO Members’ economies, the rules allow for flexibility and compensation in order to meet the system’s overall trade and development objectives.
Multilateralism at work
There is a strong philosophy behind the idea of
multilateral, consensus-based and gradually
negotiated rules and market openings : it guarantees full ownership of the results, allows
country-specific diversity and warrants that
sufficient time is available to adjust to changes
in the regulatory system. As credible as this
may sound, the system has been put to test in
the last decade. Critics have argued that the negotiating philosophy of the WTO is not adhered
to, creating a sustained conflict between the
multilateral nature of the organization and the
negotiating practice. Accordingly, a small group
of developed country Members of the WTO (and
the GATT before) determined the shape and direction of trade negotiations and left insufficient
time to the majority of the membership – the
developing and least-developed countries - to
adapt to new rules and market liberalization. The
commitments taken on by WTO Members at the
end of the Uruguay Round negotiations in 1993
may have been burdensome for some developing
countries. The failed attempt to launch new negotiations during the famous WTO Ministerial meeting in Seattle in 1999 was evidence of reluctance
among the WTO membership to commit to a new
phase of market liberalization and expanded WTO
rules. In 2001, the membership tried again and
launched the Doha round of negotiations.
Since then, we have witnessed a remarkable and
decisive change in the negotiating process at the
WTO. The membership committed itself to the creation of a more equitable and development-oriented
trading system. History learnt the WTO lessons
about making development concerns part of and
central to any multilateral reform. Developing
countries, both individually and collectively, have
taken the major stage, reflecting their growing say
and importance in world trade, as well as the need
to see their interests and demands reflected. This
has greatly improved the inclusiveness of WTO
negotiations and will contribute tremendously to a
smoother and more harmonious implementation
of multilaterally negotiated results.
Concluding the Doha round is easier said than
done though. History shows that multilateral
trade negotiations take and deserve time. We
are 7 years down the road and the ride has
been far from smooth. This is not surprising,
given the WTO’s consensus-based negotiating
philosophy, the number of Members and their
diversity and a complicated agenda filled with
20 major negotiating topics and 15 subtopics
each. However, step by step, in line with the
gradual negotiating approach, the scope of the
work has been narrowed and in July 2008, WTO
Members came very close to agreements on
the major determinants of further liberalization of agriculture and
industrial goods trade. Negotiators hit the wall on a technical matter
– how and when to protect developing country farmers when imports
rise substantially- hiding the more fundamental problem of matching
development and liberalization interests.
A future unclear?
Work is nevertheless continuing at WTO’s headquarters in Geneva.
The July 2008 was a setback, but no reason to give up on what was
accomplished until then. Among others, there was essential agreement
on a formula to cut farm tariffs and reduce trade distorting domestic
farm subsidies. WTO Members already agreed to eliminate direct export
subsidies. Rich country duties on at least 97% of the poorest countries
exports will be eliminated. Gaps in market opening for trade in industrial
goods were narrowed. In short, the majority of the work was done and
the foundation for concluding the round is in place. The remaining part
of the puzzle will come once the political climate is confident enough
to make another attempt to finalize the Doha Round.
A WTO deal has often been compared to low-hanging fruit, which is relatively easy to identify and pick. WTO Members came very close at filling
the basket and have an obligation to prevent each other from drifting
away in opposite directions. This would send a very bad signal around
the world and would not bode well for future attempts to seek convergence on considerable more complex matters such as climate change
or the financial crisis. So far, the multilateral trading system has been
exemplary in making progress and seeking solutions collectively. Political failure to conclude the Doha Round would go contrary to the vision
developed 60 years ago. It would put to question the success of 6 decades of multilateral trade cooperation. But more importantly, it could
spell disaster for the enormous challenges of the 21st century.
What is the WTO?
Location: Geneva, Switzerland
Established: 1 January 1995
Created by: Uruguay Round negotiations (1986-94)
Membership: 153 countries on 23 July 2008
Budget: 185 million Swiss francs for 2008
Secretariat staff:625
Head: Pascal Lamy (Director-General)
Functions:
• Administering WTO trade agreements
• Forum for trade negotiations
• Handling trade disputes
• Monitoring national trade policies
• Technical assistance and training for developing countries
• Cooperation with other international organizations
WFSGI Handbook 09
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Perspectives for Global Trade in the Early 21st Century Expect Very Turbulent Times Ahead
Perspectives for Global
Trade in the Early 21st
Century Expect Very
Turbulent Times Ahead
Jean-Pierre Lehmann, Professor of International Political Economy, IMD & Founding Director, The Evian Group
“Through trade, people’s satisfaction, merchants’ profits
and countries’ wealth are all increased”. This was the
remark made centuries before Adam Smith and David
Ricardo by the Tunisian philosopher Ibn Khaldun in the
14th century. Throughout history, societies that have
traded together have mutually gained.
Because of its positive effects on the citizens of trading
nations, it has long been held that there is a correlation
between trade and peace. The early 19th century French
economist Frederic Bastiat commented: “if goods don’t
cross borders, armies will”. The most famous remark on that subject
was made by Franklin Roosevelt’s Secretary of State (and Noble
Peace Prize winner)in 1937 at the height of the trade wars that had
engulfed nations and that were within a short time to metamorphose
into military war: “I have never faltered, and I will never falter, in my
belief that enduring peace and the welfare of nations are indissolubly
connected with friendliness, fairness, equality and the maximum
practicable degree of freedom in international trade”.
Hull’s vision materialised after World War Two when a global
multilateral rules-based trade regime was established, initially under
the aegis of the GATT (General Agreement on Tariffs and Trade) and
subsequently, from 1995, the WTO (World Trade Organisation). In the
decades that followed World War Two trade boomed and contributed
massively to the rising wealth of consumers in North America,
Western Europe, Japan, Australia and to that of those developing
economies, notably Taiwan, South Korea, Hong Kong and Singapore
that engaged in international trade. The sporting goods industry was
clearly a major beneficiary of these very positive trends.
International trade proved so successful that eventually virtually
all of those countries that had shunned trade out of ideological
convictions, whether the communist states of the Soviet bloc or the
economic nationalists and protectionists of what used to be called
the “third world”, abandoned their positions and sought to join the
global market economy – as this would give them better fishing rods,
tennis rackets, golf clubs and better conditions in which to enjoy
them. The amazing and indeed unprecedented
trade success story of course has been that of
China.
The transformation that has occurred in the
global market economy has been amazing.
Countries ranging from Vietnam to Brazil to Chile
to South Africa have seen their trade grow by as
much as 100% per annum. Whereas the trade
community for most of the post-war decades
was mainly a small coterie of rich states, today
almost every country in the planet – if you add
members (153 countries) + applicants (some
30 countries) – is in the WTO.
And yet, while trade is highly beneficial to
the vast majority of citizens, it does have its
enemies. These are primarily people who work
in non-competitive industries that enjoy state
protection and hence are able to extract rents
either through very high prices or through
subsidies or, in the case of EU agriculture for
example, both. The economics of trade are
straightforward; the politics can be very complex.
Indeed when trade becomes too political, as is
the case at present; it is likely to generate more
confrontation than collaboration.
Thus, all the positive developments that
have occurred in the last couple of decades
notwithstanding, the major reason why the
WTO Doha Round has been paralysed is that the
countries that ran the trade agenda for decades
(basically the OECD countries) are not prepared
to diminish significantly, let alone abolish,
the privileges that have been granted to some
of their important political lobbies. Very high
tariffs and other restrictions are imposed, for
example, on garments, textiles and footwear
from developing countries in the US in order to
protect economically weak but politically strong
industrial sectors in the US South.
There is also a misplaced fear that trade causes
job losses. This is at best only partially true,
but it is much more convenient for politicians
to blame foreigners for their country’s ills than
to have to own up to their own failures in areas
such as education, innovation, infrastructure
development, and so on. This fear is exacerbated
at this moment by the apparent unstoppable
juggernaut of China.
When the world is in a state of anxiety, coupled
with poor political leadership, and especially if
other causes of fear arise, such as a financial meltdown, there is a visceral tendency for politicians
to engage in populist measures, one of the most
populist of all being protectionism.
This is the state in which we are at present. We
are heading for a period of protectionism and
trade turbulence. What can be done to reverse the
trend? One important source could be that those
who benefit from trade, such as the sporting
goods industry, should also seek to promote the
benefits of trade to public opinion and participate
in the trade public policy process. And indeed the
sports industry should be a prime candidate for
seeking to ensure not only that trade is properly
promoted, but in particular that there should be a
level playing field!
Through trade, people’s
satisfaction, merchants’
profits and countries’
wealth are all increased.
Tunisian philosopher Ibn
Khaldun in the 14th century.
The Evian Group, founded in 1995, is an international
coalition of corporate, government and opinion leaders,
committed to fostering an open, inclusive, equitable and
sustainable global market economy in a rules-based
multilateral framework.
The Evian Group advocates trade liberalisation
to achieve growth and sustain the momentum
of globalisation. The Evian Group believes that
international trade and investment has the great
potential of uniting people through greater mutual
understanding and common interest across countries,
continents, cultures, and generations, rather than
dividing them.
The Evian Group, although global in its outlook and
outreach, has focused on four key regions: Europe, the
Arab Region, Greater China and South Asia. All four have
played a major role in the development of global trade
and world civilisation. The four regions are vital to the
establishment of the 21st century global community,
without which the global market cannot be sustained.
The Evian Group is committed not only to establish a
constructive and strong presence in the four regions,
but also to act as a bridge between them.
The Evian Group adheres to the view that poverty,
inequality, injustice and intolerance are the key
moral issues of the 21st century, as slavery was in
the 19th and fascism in the 20th. It believes that a
market economy, founded on responsible capitalism,
combining the critical role of government in
providing public goods, a strong ethical base of good
governance, and free enterprise are the best means
for generating growth, employment, empowerment
and enrichment in terms of both wealth and welfare.
The Evian Group is strongly engaged in working
with the next generation of leaders and with youth,
convinced that if youth does not have hope in
the 21st century, there will be no hope for the 21st
century.
The Evian Group believes that every positive
contribution, no matter how modest, counts. It also
adheres strongly to the words of Edmund Burke :
“All that is needed for evil to happen is for good men
to do nothing. More on www.eviangroup.org
WFSGI Handbook 09
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CISO Committee - Activity Report 2008
CISO Committee - Activity Report 2008
CISO Committee Activity Report 2008
Marius Rovers, Chairman of the CISO Committee - Committee on International Sports Organizations
We can look back on a very successful year for the CISO
committee. Thanks to the professional guidance, the CISO
committee was run in the first 9 month in 2008 with interim
chairmen, Jean Pierre Morand and Celia Muir. Together with
the Secretary General they continued the directions and
preparations for the various meetings and Olympic Games.
The year 2008 was a challenging one because of the Olympic
year as we again have been able to play a role in the support
to our members present at the games.
The target of the CISO committee for 2008 was to reinforce
and/or re-establish contact with the IOC and International
Sport Federations. We also had to prepare the Olympic
Games when it comes to the implementation and
problematic of IOC Rule 41 and 51 (kit and advertisement
regulations), Technical Accreditations for the brands and
the Olympic tickets. We had a special task in analyzing
the Manufacturers Identification Guidelines and a Brand
Exposure study.
1. IOC information
The IOC installed a new kit and equipment approval
system (IOC Rule 51) for the Olympic Games which
showed to be a good way to evaluate the products
before the games and to avoid major problems during
the Olympics Games. Kit’s need to be approved up
front and an electronic platform has been made available
for submission support. In addition we like to thank the
IOC for the good collaboration in judging implementation
possibilities of the products in the field of play. For a more
harmonious collaboration and a respectful participation
at the games, the IOC and the WFSGI discussed about the
brands participating at the games. Our IOC – WFSGI Code
of Conduct gives the IOC and WFSGI the right for special
treatment but also respect against ambush marketing
and other misuse of the brand presence. Ideally, a
sporting goods brand present at the Olympics should
be part of the WFSGI. Last but not least we have to thank
the IOC and BOCOG for the great Olympic Games.
time line of the MIG has been discussed and shall in the
future be aligned to an ideal timeline for the industry (24
month before the Games).
4. Brand Exposure project
We launched a project together with the AISTS (Sport Ma nagement University of Lausanne) where we went through
major sports and disciplines and compared the world
championships with the Olympic Games when it comes
to exposure, branding possibilities, attractiveness, op portunities, threats, and other elements which could
influence the future collaborations between the sporting
goods industry, the federations and the IOC.
© ICF - Balint Vekassy
2.International Federations
In April and Mai we have visited several International
Federations where we discussed our organization and
our possible extension of our collaboration. With FIFA
we already collaborate on a local and specific product
manufacturer clearance system which will be extended
to a more world-wide system. The aim is to secure that
brands, using federation branded products (approval
schemes or other), are using factories that respect the
minimum ILO country standards for labor conditions
(Child labor, working conditions, wages, pension plans,
hygiene, etc.).
ZHANG Juan Juan (CHN), Individual Archery Olympic Champion / © FITA - Dean Alerga
During our WFSGI meeting, in Mai 2008, in Beijing we
invited Mr. Gilbert Felli, Executive Director of the Olympic
Games, to make a presentation about the Youth Olympic
Games and the impact for our industry. This discussion
continued in Lausanne in our CISO committee meeting
with the IOC. We agreed to evaluate the situation for the
sporting goods industry and to support the IOC where
ever possible and useful with our inputs.
We also pre-discussed with FIFA the WC2010 kit rules and
regulations where we organized a meeting to discuss the
comments and inputs from our industry on the proposal.
It is a pleasure to work with FIFA and their professional
team.
3.IOC Manufacturer Identification Guidelines project
This project was launched after the experiences from
the Athens and Torino Olympic Games. We noticed certain
problems where we have take the initiative to evaluate
the documents and to propose a better form. The aim
is to have clear guidance which is adapted to the industry
design and manufacturing possibilities. In the end we
wish to be innovative, efficient and cost saving. Also the
© Michael Flippo - Fotolia.com
Our mid-term objectives will be to get the WFSGI back at
the center of the IOC and IF’s radar screens and to identify
joined interest to grow the sports and our mutual activities.
We therefore plan in 2009 a closer collaboration with the
International Federations and the IOC. Certainly the IOC part
will be challenging because of the Manufacturer Identification Guidelines for Vancouver 2010 and the Youth Olympic
Games 2010. Two major Olympic events in one year with
also the FIFA World Cup 2010 is quite an interesting calendar for 2010 and which needs good preparations. Together
with our brands we will do our outmost to create the best
possible innovative products to support the athletes and
the attractive competition, both in sponsoring and development. The quality and timing of the events will decide the
future directions of the sporting goods industry and their
participation. With the economic recession it will become
more important to evaluate the brand performance against
the investment. WFSGI Handbook 09
95
sPORTs sPOnsORsHIP REacHInG lIFEsTylE sEGMEnTs
sPORTs sPOnsORsHIP
ReaChING lIFeSTYle SeGMeNTS
thomas Peichl, Manager Lifestyle Research, GfK Group
sports sponsorship aimed at the target (group)
The 2008 Olympic Games in China are being heralded in the press as the most successful games in
Olympic history to date. Perfect orchestration by
the Chinese organizers, superb performances and
the human endeavor illustrated by the spectacular
feats of sportsmen and women amazed and touched
people all over the world, making this the ultimate
sporting media event. Unforgettable personalities,
including 8-gold medal winning swimming champion
Michael Phelps from the USA, Chinese hurdler and superstar Liu Xiang,
who ultimately had to pull out due to injury, and German weightlifter
Matthias Steiner, who dedicated his victory to his late wife. Around 4.4
billion people watched the Olympic Games worldwide and according to
Germannewssite,zeit-Online,anunbelievabletwothirdsoftheglobal
population had tuned in to watch.
While the Olympic Games in themselves have always attracted a great
deal of interest, the reach of sports and sports sponsoring has also
been extensive and the level of public involvement high. Yet here, too, irrespective of event and
type of sport, there are differences in media perceptions between countries and spectators. The
interesting question for advertising clients is ultimately: which countries are particularly promising for sports/sports sponsoring and where can
we reach large numbers of spectators? Which
events or types of sports reach which target
groups and which types of sport are a good ‘fit’
with which brands?
sport: a high-interest subject with
regional variat ions in core focus
Sport impacts on a huge number of people
around the world, who participate in sports
themselves or are interested in sports. Consequently, it is a very interesting topic for the population.
The annual worldwide GfK Group study,
“Roper Reports Worldwide 2007”
[RRW], which surveys the attitudes
and behavior of consumer target groups
in 25 countries on five continents,
shows that around a third of the global
population do some kind of exercise or
endurance sport at least once a week to
keep fit. And 18% of respondents claimed
to be very interested in doing sport.
There is, however, a considerable level of
variation between the countries under
review. The countries to top the table
are Germany and Australia with 28% and
23% respectively, whilst in Russia and
China (before the Olympic Games), just
10% and 14% said they were interested
in practicing an active sport.
As far as sponsoring is concerned,
however, it is not only the issue of the
intensity with which sport is practiced,
which is decisive. It is much more about an
interest in sports and placing emphasis on
sporting events. The Roper study shows that an
average of 18% of the global population visit a
sports event at least once a month, with Spain
with 23%, followed by Australia and Brazil at the
head of the league table. The general interest in
sport is even higher. According to the percentage
of people who participate in sports on a weekly
basis (see above), a third of the population say
they are very interested in watching sports.
The front-runners are the UK, USA and Australia,
with an agreement rate of around 40% each. A
high interest in sports can be broken down to
show very differing patterns between various
countries with regard to active participation in
sports versus the passive enjoyment of sports.
Whilst in Australia, for example, an above average
interest in participating in and watching sports
can be documented, the UK records an average
level of activity and high level of interest in
watching and the USA documents a low level of
participation coupled with a high passive interest
in watching sports. Low active participation
in sports and low interest in watching sports
characterized the (urban) population of China,
before the Olympics at least.
sports (sponsoring) as a means
for target group marketing
arranged in a list of lifestyles, which shows the consumer-related
values of the individual target groups. Despite nationally varying
environments and commercial worlds, the chosen basic structures of
values and consumer patterns have proved to be accurate worldwide.
Differences between regions and countries can be perceived through
regionally differing target group sizes. For example, the percentage of
cosmopolitan people in Russia is 10%, in Japan, it is 15% and in Spain,
the figure is as high as 16%. Beyond this, national particularities can be
identified and analyzed using comprehensive databases.
GfK Roper Consumer Styles provide a basis for national and international target group analysis and marketing planning, which can be
traced back to target groups with internationally comparable patterns in value and preference, and comprehensive background information on targeting communications.
Analysis of an interest in sports shows that considerable differences
exist between lifestyle target groups and that target groups which
can be reached via sports are easily distinguishable from those target
groups where this is less the case.
The Adventurers, for example, have a disproportionately high interest
in practicing sports. At 35%, this lifestyle group’s level of sporting activity is almost twice as high as that of the general population. Other
groups which are more active than average are the Rational-Realist
and the Open-Minded lifestyle groups.
The Settled target group is positioned far below the average, with
just 7%, but with 10% and 12% respectively, the Organics and the
Dreamers also exhibit low levels of sporting activity.
Aside from regional differences, a particularly relevant issue in the domain of
sports sponsoring which target groups
can be reached via sponsoring.
Data collected from the RRW study
was analyzed further to investigate
the target group effects or target
group-specific potential of sports
sponsoring. The basis for this were the
GfK Roper Consumer Styles [GfK RCS],
a worldwide validated target group
typology produced by the GfK Group,
built on consumer interests, activities
and values and various social groups
with diverse lifestyles, that is, people
identifying with differing preferences
in terms of consumption, hobbies,
communication and media. The GfK
RCS typology distinguishes between
eight different lifestyles. These are
97
WFsGI HanDbOOk 09
There is a similarly wide spread in terms of sports spectators. Like
in the practice of sport, the Adventurers (47%) and the RationalRealists (44%) displayed most interest in watching sports, whilst
the Dreamers (18%) neither participated nor were keen on watching
sport. Conversely, the Open-Minded group, which is above average
when it comes to sporting activities, showed little interest in passive
spectatorship. On the other hand, the Homebodies offer an above
average opportunity for sports sponsoring, since this group, which
has hardly any interest in participating in sport (12%), very much
enjoys watching it (41%).
By way of summary, the Adventurers and Rational-Realist target
groups can be identified as groups where sports sponsoring can be
most effective. Additional target groups which can be reached by
sports and sports sponsoring are the Homebodies, the Demanding and
the Settled, while it would be hard to reach the Dreamers, the Organics
and the Open-Minded this way.
However, the various lifestyles not only differ with regard to their
interest in sport in general, but also in relation to their sporting
preferences. Irrespective of country-specific interest in individual
sports, certain types of sport are more or less suitable to reach
particular lifestyle target groups with sports sponsorship. Using data
on interest in individual types of sport in Germany by way of example,
(source: Allensbacher Werbeträger Analysse 2007), quite specific
interest profiles can be identified for the different lifestyles, and
these correspond closely to the values and wishes of the particular
lifestyles.
The Adventurers, whose defining characteristic is the desire for adventure,
excitement and standing out from the
crowd, have an above average interest in team and extreme sports. For
example, their interest in basketball
is 2.6 times as high as the average
for the population (index factor 2.6),
while 3.2 times more Adventurers
than average go snowboarding.
The Homebodies, who long for social
recognition and achievement, have
an above average affinity with combat and motor sports (boxing: index
factor 1.4; motor sport: index factor
1.4).
The Organics, who are searching for
sustainability and natural experiences, are particularly tuned into nature-oriented sports, such as sailing
(index factor 1. 6), or riding (index
factor 1.4).
FIFa anD THE FIFa WORlD cuP™ “bRanD”
The Open-minded, who are driven by values such
as internationality, beauty, creativity and wellbeing, have an above average interest in sports
like dancing (index factor 1.5) and ice skating
(index factor 1.1).
FIFa anD THE FIFa WORlD
cuP™ “bRaNd”
FiFa Public relations
Sports and spots sponsoring offer excellent
opportunities to reach a broad section of the
population at an emotional level, and are also
effective for regional and above all, target group
oriented activities. To avoid any dissipation of
the effort, in addition to homing in on the reach
(total and regional), it is essential also to focus
firmly on which target groups can be reached
by which individual types of sport. The brand
values involved must be reconciled with the
values of the target group and the type of sport
concerned, in order to generate well-targeted
momentum which is not only quantitative, but
also qualitative. In order to achieve this, ideally,
the current target group positioning of the brand
of the company concerned should be checked to
ensure that communications can be accurately
aimed at the strategic target groups.
The FIFA World Cup™ has never been, and never
will be, awarded to a nation to host for purely
commercial reasons. Over the course of the last
80 years it has been awarded on the basis of how
it can be a force for good in the host country in
terms of social and cultural terms – making a lot
of people’s live better both directly and indirectly.
Various ‘systems’ have been used over the years,
but the most important are the weights and
balances caused by the diversity of bids and
the desire of the FIFA Executive Committee who
award the event to look for merit beyond the
technical delivery of the event.
The commercial programmes, including media,
brand affiliate and merchandising partners,
have to make do with the decision of the FIFA
Executive Committee. But rather than seeing that
the commercial agenda comes after the fact and
therefore weakened, such is the power of the FIFA
World Cup™ that it could be held anywhere in the
world and it would mean the same to the billions of
fans of the event. The traditionalists would always
advocate the axis of talent between Europe on
South America, but recent forays into North
America, the Far East and in two years to the tip of
the African continent are proving the point that the
Committee are widening the game’s appeal using
the event and that is proving a massive success.
but is the FIFa World cup™ a
brand and can it therefore be
managed?
There have been millions upon millions of words
spoken and written about the FIFA World Cup
over the last 80 years. Every aspect of it has
been anticipated, discussed, reported, critiqued,
gossiped, argued passionately and joked lightly
about. Whether it was the welcome from the
hosts, the quality of the games, the heroes and
villains, the famous goals and results and the final
ecstasy of the presentation of the Trophy to the
winners, little has been left out down through history. Most is spoken
between friends new and old whose ephemera is lost but there are
plenty of text books that record every statistic for future generations
to add to the thousands of column inches penned by professional
journalists who capture the emotion of the event for posterity.
In a way, defining the FIFA World Cup as a ‘brand’ in the classic definition
of the word is belittling the series of events that has become the world’s
largest sporting festival.
The FIFa World cup™ has
never been, and never will be,
awarded to a nation to host for
purely commercial reasons.
It is a phenomena, a shared global experience, a summer (and sometimes a winter, as with the next event in South Africa) of escapism and a
strong sense of the positive power of humanity. The world doesn’t stop
turning during the event, but there is a collective consciousness towards
the event that somehow makes life better for billions of people who can
escape into the FIFA World Cup as the story of each finals unfolds.
If a brand is in the minds of the consumer or fan, a summary of their
emotional feelings towards the ‘product’ that differentiates and affects
the buying decision accordingly – then the FIFA World Cup™ must be
one of the world’s almost inspired brands.
So much is anticipated from 64 games of 90 minutes each; so much
excitement and positive emotion is felt and expressed towards
something that happens only once every four years; and so much is
forgiven for the event’s ‘imperfections’ – the games that don’t go as
planned, great players who don’t deliver, huge teams slain by minnows
as well as the occasional operational hic-cup including the Trophy being
stolen, the lights in the stadium failing and so on, that the brand ‘aura’
seems to be a marketeer’s dream.
Any yet... every four years, the brand evolves massively to meet the
expectations of the new event – new host, new era, new levels of
expectation.
WFsGI HanDbOOk 09
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FIFa anD THE FIFa WORlD cuP™ “bRanD”
When the inaugural event was hosted by Uruguay in 1930, there was
little need for the massive amount of commercially valuable graphic inventory produced for today’s events. A strongly patriotic poster was used
to promote ticket sales and doubled up as an event emblem of sorts.
Over the years, as the event grew in size, as it started to become a
‘series’ where the legacy of the last became the foundation for the
next, the hosts developed branding which was more usable than the
official art poster, firstly with an emblem and then, with the explosion
of the memorabilia industry in the 1960’s, the first event Mascots.
Every four years, the brand
evolves massively to meet the
expectations of the new event –
new host, new era, new levels
of expectation.
FIFA’s name was not used in the branding prior to France’98. This was
more out of modesty than any other reason, the feeling that the Host
Country should receive all the credit for their endeavours. In 2002,
FIFA worked closely with the two organisers from Korea and Japan to
create harmony between all three ‘parties’ in the relationship which
produced the new symbiotic branding concept whereby FIFA brought
the international football credibility and the hosts added their special
local flavour to the ‘brand’.
In 2006, the German people thought that both FIFA and the organising
committee lead by Franz Beckenbauer had totally lost the plot when
the presented the ‘faces’ Emblem. When billions of people joined in the
wonderful party in the summer of 2006, suddenly the bright colours
and wild design made sense to everyone and the organisers were
praised for their bravery and vision.
The history and legacy of the FIFA World Cup is bound up in their most
important perennial icon – the FIFA World Cup™ Trophy. Recently FIFA
has invested heavily in ensuring that the Trophy is both seen as the
highest prize in football, the game of everyone, but also treated as a
super premium ‘brand’ asset to be fiercely protected from those who
would wish to trash it commercially. Of the entire ‘brand inventory’, the
Trophy is pretty much the only element that does
not evolve or change with the advent of every
new event.
The FIFA World Cup changes continent and
country every four years. Whilst wishing to
ensure that the event is always consistently
presented as the world’s best sporting finals, the
celebration of the culture of the hosts and the
opportunity for them to present their national
message to the world is equally important. It
would be a travesty for FIFA to subscribe to
the brand ‘purists’ who see investment in the
same marks over many years as the only way
to build the brand positively in the minds of
the consumers or fans. As previously stated,
the FIFA World Cup™ and all its assets embrace
change, accept the fallibility and humanistic
highs and lows and would never want to be seen
as a ‘perfect’ product that cannot join their own
party for risk of their own reputation.
For 2010, a full palate of brand ‘assets’ has
already been assembled and launched, most
recently with the unveiling of zakumi, the
super-cool leopard mascot. The Emblem was
extremely well received when it was launched
on the penultimate day of the Germany 2006
event; the official Poster was unveiled last year.
All commissioned and produced using the talent
of South Africa coupled with FIFA’s experience in
creating unique assets which are commercially
valuable, legally protectable and are worthy
additions to the 80 year old series of quadrennial
events that are the FIFA World Cup™.
It will all start again for 2014 FIFA World Cup
Brazil™ in the near future, to ensure that the story
of South Africa flows into the rebirth of the brand
that will be the next event. FIFA plans to launch
the 2014 emblem at the conclusion of 2010, then
the poster, then the mascot and all the other
assets that will be seen on millions of products
and billions of TV screens.
Some brands are happy to stand and be judged
on their monolithic credentials. The products
associated with the brand may fail but the brand
reputation endures. The FIFA World Cup™ ‘brand’ is
as organic as the event that it represents and will
continue to be constantly evolving and changing
to meet the future and the fans expectation of
regeneration.
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eliminates lactic acid and other wastes faster,
allowing you to exercise at a higher rate for longer.
That probably won’t make your competitors very happy.
But we’re sure you’ll get over that.
Blood lactate (mmol/L)
In the early years of the World Cup (which would be evolved to the
current FIFA World Cup over the last decade or so), little thought was
put into the ‘brand’. The events could only be seen live or read about in
the papers or as movie reels taking many days to journey across the
world from the event. FIFA was well established and respected for its
work in bringing the professional football game to the world stage and
away from the problems of sham-amateurism of the event within the
Olympic movement.
With Skins™ long tights
No Skins™
Anaerobic
threshhold
Power (watts)
The physiological and performance effects of lower-body compression garments (Skins™).
Dascombe B, Scanlan A, Osbourne M, Humphries B, Reaburn P (2006)
This study showed practical improvements in the individuals’ anaerobic threshold and lactate clearance.
On average, the endurance level is increased by 15 watts (5%) when wearing Skins™ long tights.
skins.net
The impact of the 2008 Olympic Games on aquatic specialist TYR Sport
The impact of the 2008
Olympic Games on aquatic
specialist TYR Sport
Steve Furniss, Executive Director of TYR Sport, Inc., 1972 and 1976 Olympics in Swimming
Beijing 2008 : Swimming and Technology on the
Front Stage
The Olympics represent a unique marketing and brand exposure proposition for a specialist company of our size. As an athletic company,
no single event, other than the Olympics, can provide global exposure
across all markets and distribution channels.
As a former Olympian, I still believe strongly in the Olympic ideals as
it allows us, as a company and people, to connect with an event that
represents what sport, in the spirit of competition, can only uniquely
achieve ; namely the gathering and exchange of people of different
cultures, views and interests. We not only take pride in the achievements
of our countrymen, but can appreciate the performances and human
drama of so many great athletes. It is unique to the Olympic spirit and
something TYR is proud to be associated with.
Beijing 2008 represented an even greater
marketing opportunity than in past Games given
the tremendous Olympic investment made by
China to showcase their country, culture, people,
and position as a major economic and political
power. This coupled with the fact that aquatic
sports captivated the media’s attention and
public eye with both exciting races as well as
history making (Michael Phelps unprecedented
eight gold medals), placed both our sport and
company into the broader public consciousness.
The impact of the 2008 Olympic Games on aquatic specialist TYR Sport
played an integral part in athletic performance.
In aquatic sports, the uniform and the technical
equipment are the same, thus as brands we
become inexorably connected to both the
athlete and the athletic performance achieved.
This unique relationship provides us exposure
on an unprecedented level by reaching not only
our direct aquatic community, but the broader
general public as well. We leverage this exposure
into greater awareness of our brand and the ability
to tie into retail promotions and media exposure
through our athletes before, during and after the
Olympics. Due to the popularity of swimming
during the Games and the many positive roles
models we have in our sport, we expect to see
greater than normal participant growth the year
following as parents enroll their kids in swimming
programs. Longer term we feel the exposure will
assist us in our international growth due to the
connections to and exposure from Beijing.
TYR (pronounced tier)
Named after the mythical Norse god of warriors and
deity among all athletes, the TYR brand embodies
the competitive spirit of sports and is a symbol
of courage and victory. Founded in 1985, TYR has
passionately dedicated itself to redefining the next
generation of performance and recreational swimwear
and accessories, while continuing to be the model of
leading edge innovation and style.
TYR swimwear and goggles swam an
Antarctica mile
TYR was the personal choice of swimwear and
accessories for Lynne Cox, the «world’s most
extraordinary distance swimmer,» and subsequently
her proud product sponsor.
Lynne has set unprecedented records for swimming
such bodies of water as the English Channel, Cook Strait,
Strait of Magellan, Bering Strait, Cape of Good Hope and
becoming the first human to swim an Antarctic mile.
In January of 2004, Lynne’s book Swimming to
Antarctica was published by Knopf.
4-Time Olympic Gold Medalists Anastasia Davydova and Anastasia Ermakova
2-Time Olympic Medalist Amaury Leveaux. Features TYR Tracer Rise Full Body
On a personal level, I have had the good fortune of attending several
Olympics, but Beijing was different in that great facility architecture
provided the setting for extraordinary human performances which
we all could appreciate. Though we shared in the excitement of our
athletes achieving medal performances, we also experienced the
disappointment of those that did not realize their Olympic dreams.
Though it has taken almost 4 years of preparation, we could not be
more excited for London based on what we experienced and learned
from Beijing. Citius, altius, fortius!
Based in the United States, TYR distributes
its products in over 50 countries world-wide.
Our sponsorship of athletes and international
federations in the Olympics reinforces our
position as one of the leading technical aquatic
brands. It provides invaluable exposure and brand
awareness with our core participant markets in
geographic regions where we are less well known
and under distributed. As for media interest, we,
as well as our competitors, were able to showcase
new long body swimsuit technology which
Made for swimmers, by swimmers
Executive Vice President, Steve Furniss, competed in
two Olympic Games (1972 Bronze Medalist, 1976), and
was Captain of the 1976 U.S. Olympic Swim Team.
Steve Furniss, and his brother Bruce (1976 Gold
Medalist), participated in the 1996 and 2004 Olympic
Torch Relay.
3-Time Olympic Medalist Matt Grevers. Features TYR Tracer Rise Full Body.
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WFSGI Handbook 09
LI-NING’s innovative Olympic marketing
LI-NING’s innovative
Olympic marketing
Advertising and money can not make up a brand alone, innovative idea and well-knitted strategy is
more important. And communication in places attracting more eyeballs is far more effective than pure
sponsorship.
Frank Zhang, Vice-President Government & Public Affairs, Li-Ning
LI-NING failed to be the official sponsor of Beijing Games in a bid where
competition is as fierce as in the racing field before the opening of
the Games. Facing the prevailing communications of other Olympic
sponsors and LI-NING’s rivals, how shall LI-NING grip the opportunity of
Olympic Games which is held in China for the first time?
As there’s no straightforward means, maybe an innovative way is a
solution. LI-NING eventually obtained very good performance through
innovative marketing with just a small input. The national sports brand
stepped on the global stage with the opening of the Games.
“Eyeball” strategy : break through the Olympic
barriers
Just two days after failing in the bid, LI-NING entered into an agreement
with CCTV-5 (a monopolized state-level sports channel), requiring
that anchorpersons and reporters of all programs and sports events
broadcasted by the channel must wear LI-NING garment. If only
tuning in to the channel, LI-NING logo can easily be seen. At the eve
of the Games, LI-NING logo disappeared in the studio of the channel
according to the latest regulation of the Organizing Committee of the
XXIX Olympiad, but the conspicuous “L” logo on the suit of reporters is
still eye-catching.
Precision sponsorship : optimal communication
effect
When other rivals focus their sponsorship on the Chinese sports
teams, LI-NING selected to sponsor foreign sports teams. The Spain
National Men’s Basketball Team, the Argentinean National Men’s Basketball Team, the US Table Tennis Team, the Spain Sports Delegation
and the Swedish Sports Delegation all wore LI-NING-branded suit on
Beijing Games. The Spain and Swedish Delegation took the 13th and
43rd position on the Medal Tally, while the Spain National Men’s Basketball Team, the Argentinean National Men’s Basketball Team and the US
Table Tennis Team were three eye-catching teams with a big audience
rating, which are evidences of Li-NING’s foresight. In the meanwhile,
LI-NING focused the sponsoring fee on the China National Gymnastic
LI-NING,
Anything is Possible!
Team, the China National Shooting Team, China
National Table Tennis Team and the China National
Diving Team. The four teams, which are crowned
as “team of dream”, have awarded a total of 27
gold medals, more than half of the total of the
Chinese Sports Delegation.
Flame ignition : Anything is
Possible
The Opening Ceremony of Beijing Games fuels
LI-NING’s Olympic marketing to the climax.
Although the ignition of Olympic flame by Mr.
Li Ning, the founder of LI-NING brand may
not be regarded as an advertisement, the
public remember LI-NING brand. In Olympic
broadcasting, the words we heard the most in the
comments of the events is “Anything is Possible”
(LI-NING slogan). Such communications make LINING easily accepted by more consumers.
Although there’s no detailed data, but what
can be confirmed is that on the first stock
trading day, LI-NING’s stock price is sure to rise
significantly, LI-NING monopoly store will enjoy
hot sale and Li Ning Company Limited will have
an outstanding performance. The novel Olympic
marketing strategy makes Li Ning Company
Limited’s performance grows violently : the
company gets a revenue increase of 60.3% to
3.06 billion yuan and a net profit rise of 68.3% to
333.7 million yuan with a 1.6% expense increase
in advertisement.
yOuTH OlyMPIc GaMEs aDD a nEW DIMEnsIOn TO THE OlyMPIc IDEal
yOuTH OlyMPIc GaMEs aDD a nEW DIMEnsIOn TO THE OlyMPIc IDEal
yOuTH OlyMPIc GaMEs
add a NeW dIMeNSION
TO The OlYMPIC Ideal
Olympic Games will take place in 2012 in either
Harbin (China), Innsbruck (Austria), Kuopio
(Finland) or Lillehammer (Norway). The choice
of venue will be made by the end of the year and
announced in December by the IOC President.
the international olympic committee (ioc)
By creating the Youth Olympic Games on 5 July 2007, the IOC played
its role as a catalyst for the sports movement. It showed that its
commitment to the youth of today and tomorrow is about action, not
just words, by offering them an event of their own in the spirit of the
Olympic Games.
The Youth Olympic Games (YOG) are a 12-day multi-sport, cultural and
educational event, for young people and driven by young people. The
YOG will add a new dimension to the Olympic ideal, complementing
what is already being achieved through the Olympic Games and the
numerous IOC projects to bring the Olympic values alive. The YOG will
bring together talented athletes from around the world to participate in
high-level competitions and lead them on their way to becoming true
Olympians. This event will allow the Olympic Movement to extend its
reach and stimulate worldwide sports activities.
create a true community between young people
around the world and the participants by learning
and sharing experiences. A major role will thus be
given to information and education linked to sensitive subjects like the dangers of doping in sport;
violence in stadiums; the risks associated with
extremes, whether a sedentary lifestyle or overtraining; the benefits of a balanced diet; and the
advantages of striking a healthy balance between
sport and other social and educational activities.
© IOc - Hélène Tobler
The role of IOC, IFs and NOCs will be the same as for the Olympic Games.
The IOC runs the bid process and its members select the Host City. Once
the Host City is elected, a similar tripartite Coordination Commission
will guide the Youth Olympic Games Organising Committee (YOGOC) in
its preparations and during the event. The IFs will be in charge of the
technical aspects of their sport. They will also define the age categories
and the qualification criteria. National Olympic Committees will select
and manage the delegation of their territory for the YOG. The YOGOC of
the Host City and local, regional and national public authorities will be
in charge of the infrastructure and the smooth running of the Games.
Guaranteeing the universality of the YOG, the
IOC will make sure that approximately 3,500
athletes and 875 officials from all 205 National
Olympic Committees are involved. In parallel, all
NOCs will have representatives in the educational
workshops and cultural programmes at the
Games.
The Youth Olympic Games must set an example in this regard. Alongside competition itself, the event can offer an excellent platform to
The YOG will be innovative Games made to
measure for young People, with sports events
carefully chosen to protect the health of the
young athletes, but also Games made to inspire
them with the incorporation of all the Olympic
symbols (torch relay, anthem and flag).
Communication is key to the YOG and will be fully adapted to young
people. Active and user-generated content based on the latest trends in
new media, particularly electronic digital platforms, will guarantee that
the YOG will spread - before, during and after the Games - far beyond the
host country and the sports community. Tailor-made promotional campaigns will draw attention to the YOG in the months before the event.
In Singapore, the young athletes will compete in
all the Olympic sports that are on the programme
of the London 2012 Olympic Games. However
the disciplines will not be the same as at the
Olympic Games, and will be limited to around
3,500 athletes. Some sports will innovate with
formats that appeal particularly to the young. For
example, basketball will be played three against
three under a single basket, the so-called “33”
format.
The YOG are seeking to inspire young people around the world to take
up sport. We all know that sport today plays an ever greater role in
society. Never has it borne so many expectations as at the start of
this new century. People expect sport to promote the integration of
minorities; to reduce differences; to combat the rise of obesity; and to
help conquer all forms of dependency.
Singapore has already proved to be an efficient Games organiser. It is
also presenting an attractive cultural and educational programme. The
project foresees thematic festivals, an interactive website to build a YOG
community and a school exchange programme. The YOG experience will
enable the participants to learn, contribute, interact and celebrate, all
under the umbrella of the Olympic values of excellence, friendship and
respect. Special young ambassadors and young journalists will be in
charge to promote the event and its ideals.
The first Summer Youth Olympic Games will take
place in Singapore in 2010. The first Winter Youth
The age groups participating in a sport or
discipline will vary between 14 and 18, as defined
by the relevant International Federation (IF).
As a principle, there will be one age group, e.g.
14/15, 15/16 or 17/18, participating in a sport or
discipline.
The rights of the 12 existing TOP sponsors will be protected for the
YOG. The IOC will fund the production of daily TV highlights produced by
Olympic Broadcast Services (OBS).
The infrastructure and service level will have to
fit the purpose of the Games, ensuring conditions
adapted to young elite athletes. A look and feel
similar to the Olympic Games with clean venues
is required for the success of the event.
The Olympic Movement is convinced that the Youth Olympic Games,
together with other initiatives launched by the IOC to stimulate the
youth of the world, will help to boost sports activities and have an
important impact for the promotion of sport, also influencing the social
and economic components attached to it.
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WFsGI HanDbOOk 09
Healthy Sport in a Healthy Society
Healthy Sport in a Healthy
Society
Sport and physical activity on the
international agenda
Sport is increasingly a tool for development on
the international agenda.
Building new bridges and partnerships in a world striving for more sport activity, physically fit and
active people.
Lars Wiskum, CEO, Sportventure, & Mogens Kirkeby, President, International Sport and Culture Association
Sport is part of every man and
woman’s heritage and its absence
can never be compensated for.
Pierre de Coubertin
New opportunities for the sporting goods industry
During the 80`s, 90`s and in to the new century the sporting goods
industry has experienced tremendous growth. We have been through
the running/jogging boom, the first fitness craze, a growing wintersport
industry and the rise of the fan culture. This along with outdoor trends
like fitness walking with poles, more people choosing active holidays,
and the general campaigns for healthier lifestyles have lead to
continuous record results for most sports companies. Great athletes
have turned into superstars and product development and technical
innovations have crossed new borders for the industry. Sports lifestyle
segment has been growing and the wellness revolution is taking off
as a new trend. We dress sporty and watch sport for entertainment.
Nevertheless, we are today facing a worldwide epidemic obesity
situation; due to lack of physical activity the World Health Organisation
(WHO), the United Nations and the European Union urge the national
governments and all other stakeholders to take action.
Athletic achievements and competitions in
sports can be local events outside your doorstep.
Day to day fitness activities like running, riding
bikes, fitness walking and exercising in outdoor
equipment in parks have become more visible in
many counties – especially in western European
countries and USA. The obvious reason is that
more people around the world start to realize
that we get too little exercise through our daily
routines. Physical inactivity (a lack of physical
activity) is an independent risk factor for chronic
diseases, and is estimated to cause 1.9 million
deaths globally according to WHO.
The Sporting Goods Industry and its stakeholders
can be key partners in changing the culture of sport
and physical activity and encouraging more people
to move from inactivity to a physical active life.
Timeline of some developments internationally
• 1978 Unesco adopts the International Charter of
Physical Education and Sport
• 2001 UN Secretary-General Kofi Annan appoints
Special Adviser on Sport for Development and
Peace
• 2003 First International Conference on Sport &
Development, Magglingen
• 2003 First conference on “International Expert
Meeting on Development in and through Sport”
• 2005 International Year of Sport and Physical
Education
• 2007 European Commission publishes a “White
Paper on Sport”
• 2008 IOC and UN agree on an expanded
framework for action to use sport to reach goals
of the UN (Sport & Development 2008)
new games and exercise opportunities. Who would have imagined just
ten years ago, that walking with poles, like in Nordic Walking, would
be a new fitness trend for millions of people and the same time also
be a basic for creating new outdoor activity opportunities, like nature
fitness trails and outdoor exercise parks? And who could predict that
a new outdoor exercise culture inspired from China, where many parks
feature training devices, would arise from the growing concern in
Europe and USA about rising obesity rates and inactivity levels? In a
recent 2007 report about Sport and Physical Activity from the Danish
Institute for Sports Studies trampoline jumping was named the fourth
most popular sports activity in Denmark for kids and young people
between ages 7 and 15, after football, swimming and gymnastics.
Why? Because mini trampolines have mushroomed in private gardens
around Denmark through the last five years. New sporting devices
create new trends.
The Sporting Goods industry is a highly visible
industry worldwide. It is also one of the biggest
industries although it is considered to be a fairly
young industry. It is certainly a growing industry
with increasing economic relevance and sport
incorporates many industrial sectors and services.
Sports brands are global and highly visible. They
are excellent communicators. Physically active
people are key customers to sports brands.
© Rafael Marn
The efforts, innovation and will of sports companies to cross borders
and support the challenge of getting more people involved in sport and
daily physical activity is clearly needed. Sport and physical activity is a
global communicator. Globalisation is culturisation. The sporting goods
industry can initiate and support initiatives locally and worldwide
to build platforms for sport- and health organisations, NGO`s,
communities and others for the purpose of inspiring more people to a
healthy lifestyle and more sports activity.
The Start-to-Run project initiated by a sporting
goods retailer and Nike in 2005 and organised in
Denmark by DGI, a national sports federation, is a
good example of how a new way of organising and
supporting a grassroot project can be successful.
Within a five year period Nike and DGI expect to
attract 80.000 new and first time runners and
roll out a series of weekly training sessions and
fitness runs in 100 cities in Denmark. Start-toRun concept is developing internationally.
“We have experienced a true prosperity of new concepts and
products which now have reached the middleclass mass-consumer.
Weightlifting has developed from being an activity practiced by a
minority of bodybuilders into being an easy accessible form of exercise
at sport facilities and inside and outside the home. The affluent
middleclass mass-consumers compose as a group of the population a
crucial difference of, to what extent a sport activity can be regarded as
popular, peculiar or natural. The garden trampoline is in relation to this
an interesting phenomenon”
Kasper Lund Kirkegaard, Analyst, Danish Institute for Sports Studies.
Sport and physical activity – bridging the gap
between knowledge and action
Innovation as a key driver and
motivator
Through cooperation and development of new ideas, technologies
and concepts the industry can create new business opportunities.
The number of people employed in sports is expected to continue its
growth. New initiatives and organisations will be aiming for more focus
and networking within innovative, technology-based sport.
Through the last twenty years the boundaries of the sports arena has
been extended in a wider sense to cover also nature and urban areas.
© Rafael Marn
Can a ball or a javelin measure the distance when
you are throwing it? Not yet – but it could create
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WFSGI Handbook 09
Youth health and sport – a diverse approach is a
must!
Every year ISCA invites hundreds of young people from many different
countries to various educational sessions. The young meet, exchange
ideas and perspectives on sport across cultures and life conditions.
These young people are “youth leaders” in sport and will be the future
senior sport leaders and the meetings give us valuable impressions of
what is important for young people. It answers questions about young
people’s priorities and engagement, when it comes to sport and life
perspectives in general.
Very clear indications from these sessions the last years are that
young people’s priorities go towards :
• Participation - instead of being passive spectator
• Diverse and personalised activities - instead of the traditional
standardised disciplines
• Relation between sport activity, culture and lifestyle - instead of an
isolated sport focus.
more active and healthier citizens. For most
stakeholders this diverse approach means
change of priorities.
Doing the same, but in very
different ways
One of the strongest examples on this diverse,
personal and cultural focus among young people
is the fast developing activity “Parkour”. Parkour
is the younger version of Olympic sport discipline, 3000 meter Steeplechase. The philosophy is
the same: You move from A to B with some obstacles on our road. The 3000 meter Steeplechase
follows very standardised rules and is performed
at specific facility - the athletic stadium. Parkour
is also about moving from A to B, but here you
choose you own rules and facility – and the facility is often the city, using the city environment.
The ideas are not that new. Originally Steeplechase
was like Parkour. It was race between towns –
from one church steeple to another - with all the
natural obstacles along the road. However, the
popularity of Parkour, the self production and the
internal marketing of the activity are very precise
indicators of the current trend and interest among
young people.
Recreational sport is about being
a “Prosumer”
© Saska Benedicic Tomat
In other words, it means that the very competitive oriented sport
disciplines are loosing attention, especially among young people. The
vast majority of young people have a social, recreational and cultural
attitude to their sport and are therefore not interested in following very
precise rules and competitions regulation, as it is the case of many
traditional sport disciplines.
To reach young people in massive scale, a diverse approach from
all stakeholders in the sport sector is a must. The challenge for the
societies, the sport organisations and the industry is to stimulate –
and of course benefit from - an increase in participations leading to
In most occasions the personal sport activity is
in the context of the idea of being a “Prosumer”.
In this situation you are producing as well as
consuming your “own” sport activity. This is the
case for most grass-root sport activities. If you
do not contribute – produce – there is no activity.
On the other hand, you have as “prosumer”, a
huge influence on the format and profile of the
activity. Taking the example of the Steeplechase
vs. Parkour, we can even add another important
dimension – the marketing of the activity. You
will find a few hundred thousands of Google hits
on “3000 meter Steeplechase”, but millions when
searching for the much younger “Parkour”. This
added YouTube video clips of Parkour - some of
them viewed by more than 10 million viewers.
Knowing the profile of YouTube primary users,
there is a good chance, that this is marketing
directly from young people to young people – in
other words the best way to inspire and motivate
more young people.
The future belongs to those who
can describe it – and get involved
In 2010 Singapore will host the 1st Summer
Youth Olympic games, which will bring together
3.200 enthusiastic young athletes and 800
officials. The 1st Summer Youth Olympics will be
a prestigious new event. June 2009 one hundred
thousand participants are meeting in Frankfurt
am Main for a five day sports and cultural week
at the German International Gymnastic Festival. A
month later 25,000 participants will gather at the
Danish Sport for All festival in the city of Holbaek,
Denmark. The two sports events, which are open
to ordinary sports enthusiasts, will bring together
around 125,000 participants – equivalent to the
total number of participants at all the Olympic
Games from 1896 to Beijing 2008.
According to futurist Gitte Larsen co-operations
will replace corporations in the future. Healthy
sport for healthy societies is a theme with many
stakeholders. And an excellent chance of creating
win-win opportunities for all parties involved.
People in every nation
love sport. Its valuesfitness, fair play,
teamwork, and the
pursuit of excellence
– are universal. At its
best, it brings people
together, no matter what
their origin, background,
religious belief or
economic status.
Kofi Annan,
former UN Secretary-General.
Reach out and be part of healthier societies
More people will be looking for more sports products in a globalised
world. User-driven innovation has challenged major global companies
to reach out for their target consumers to uncover and understand new
market needs. Actors in sport, academia, private sector, non-profit and
non-governmental organisations, government agencies, international
organisations, the media and the public are interested in the potential
of sport as a tool for personal, community, national and international
development.
No need for analyzing consumer behaviour to understand the need for
a strengthened effort to reach out and be a part of building healthier
societies, based on physical activity and sports. Get involved. Be
innovative and proactive. Mogens Kirkeby
Msc. Sport Management and Political Science.
President of the International Sport and Culture
Association (ISCA).
e-mail: [email protected]
www.isca-web.org
The International Sport and Culture Association is a
non-governmental and not-for-profit international
umbrella association of organisations working in the
fields of Sport for All, Youth and Culture. ISCA supports
development of Recreational Sport, Health Sport, and
promotion of Sport for All. ISCA facilitates international
Sport for All cooperation, organisational development
and leadership traning. ISCA has members from more
than 70 countries on five continent.
Lars Wiskum is founder and CEO of SportVenture
– a consultancy for the international sporting goods
industry and for development projects within the fields
of outdoor exercise culture.
He has 25 years of experience from management,
sales and marketing of international sports brands
and served as board member and adviser for textile,
fashion and sports companies.
111
WFSGI Handbook 09
Manufacturers Forum – Goals and Objectives
Even the presidential nominees were scrutinised, so why not brands ?
Manufacturers Forum Goals and Objectives
P.C. Sondhi, Chairman of the Manufacturers Forum
The Forum has been created this year and therefore, as we cannot
produce an activity report already, we present you here the goals and
objectives for 2009.
A. PROPOSED FUTURE PROGRAMMES
1.We propose to have networking cocktails on the sidelines of the
Messe Munchen Fair at winter ISPO where representatives of the
brands & manufacturers of WFSGI can get to know each other.
2.We plan to have debates instead of committee meetings on such
topics as a)Who has a tougher job, manufacturers or brands?
b)Who tries to create more conditions and contracts in business?
Is it the brands or is it the manufacturers?
c)We plan to set up a blog on the WFSGI website in the ‘Members
Only Area’ where members can share concerns & problems and
also share ideas and solutions.
For example, if one manufacturer has found a good quality control
procedure to eliminate a particular safety concern e.g. a specific test
and is willing to share it, then he could share it on this blog.
Similarly if a manufacturer is having certain problems with CSR
compliance, which another manufacturer can help with, then again this
could be shared on the blog.
B. PROPOSED FUTURE GOALS
1.To get all brands to have a uniform Code of Conduct so that if a
manufacture is compliant for one brand then he is automatically
compliant for all brands.
2.To persuade the brands to do intelligent and comprehensive
monitoring rather than simply box ticking. In other words, CSR
Managers should be able to use their discretion and not just ask for
documents and policies where they are obviously not required.
3.Experience shows that CSR Managers in developing countries have
enormous power, partly because of the vast span of operations of
the brands. In other words, brands cannot personally monitor each
and every factory in the world and they have to delegate powers to
the local CSR Manager.
However in many cases, there is no accountability of the CSR
Managers with the result that the brands are not working with the
factories but in many cases are working against them and in other
cases, are actually losing good factories.
Manufacturers are generally reluctant to say
anything about CSR Managers because they
are so scared of losing business. There has to
be some accountability or independent checking of the work of these CSR Managers.
4.As mentioned above, our goal is that the brands
should work with manufacturers & not against
them. This involves a lot of sharing of objectives
and planning for the future. Manufacturers
must know what brands are going to expect
from them next year and the year after so that
they can plan and cost accordingly.
It is seen that some brands simply issue
instructions rather than entering into
dialogue. We wish that the Manufacturers
Forum will bring about dialogue rather than a
one sided conversation.
5.Another goal of this Forum would be to persuade
brands to at least once a year ensure that the
buyer visits the factory alongwith the CSR Ma nager. It is only fair from a manufacturer’s point
of view that they should visit together so that
the buyer at least knows what is being asked of
the Manufacturer by the CSR Manager.
6.Some of the manufacturers today are almost
as big as some of the brands and some of them
are emerging as brands in their own rights.
However we are not perhaps getting a sense of
equality. We need a polite and humane approach from the Brands and the Manufacturers
Forum would strive for this.
The days of “Sign this or else….” should now be
long gone and instead we should be saying
“How can we, together, achieve this goal”.
C. HOPEFULLY NOT A STRAINED MARRIAGE ?!
Manufacturers and Brands are almost like a married couple who certainly would have their disagreements and tensions from time to time but
who both rely heavily on each other and definitely
become stronger working together in harmony.
Even the presidential
nominees were scrutinised,
so why not brands ?
P.C. Sondhi, Chairman of the Manufacturers Forum and Managing Director, F.C. Sondhi and Co
By the time this Handbook is written, the new President of the United States will have been declared
and probably will be on the verge of being sworn in.
However, to get to that situation, he has had to go
through intense scrutiny of his days as a child, as
a student, as a young man, as a parent and as a politician. Everyone now accepts this as a fact of life.
important change in the whole setup and it is this change which has
highlighted the importance of the manufacturers to the brands. If the
manufacturers do not stand the intense scrutiny of the public, then it is
not the manufacturer that gets a bad name, but it is the brand, and this
is very cause of the genesis of the Manufacturers Forum.
In the same way, our brands also come under
intense scrutiny by the public. In the old days, a
Nike or an adidas product was simply that, but today these brands are expected to act in a corporately responsible manner, not only with regard
to the safety of the products produced and their
impact on the environment, but also where and
how they are produced. In other words people
also want to know whether the factory in which
these were produced was environmentally friendly and whether they look after their employees
well and whether good “health and safety” practices are adopted in those factories.
We cannot have a world where brands just sell with impunity, irrespective of how and who makes the product.
“The good old days ?!”
Well, no one wants to cast a judgment on whether
they really were good old days or not, but perhaps
a slower world was less demanding and less
stressful.
However, one notable feature of that world was
that brands very often used to have their own
factories to manufacture the products which they
sold. In other words, there was an inextricable
nexus between the brand and the manufacturer.
Indeed they were one and the same. With the
shifting of manufacture to offshore destinations,
in the short run, many brands continued to own
the factories. However, due to various reasons
including cost, control and cultural and legal problems, brands started to buy from manufacturers
rather than owning the factories themselves. It is
this latter development which has caused a most
Clapping with one hand In a similar way, manufacturers can manufacture, but they need
someone to sell to. Obviously the brand is of prime importance to the
manufacturer. It is quite clear then that we cannot have brands without
manufacturers. Similarly we cannot have manufacturers without
brands to sell to. This inter-dependence is key and out of this it is
critical that we achieve a win-win situation.
For example, if the manufacturer tries to dictate his terms and the brand
is unable to sell, that would be a win-lose situation for the manufacturer
– brand respectively. Conversely if the brand tries to impose numerous
conditions on the manufacturer without understanding his concerns, this
will be a win-lose situation for the brand − manufacturer respectively.
What we all have to strive for is a win-win situation where both manufacturers and brands can derive the maximum benefit with the maximum
peace of mind and at the same time strive towards a better world.
Positive & negative synergy This inter-dependence is like any other unit, whether it is a family unit
or a corporate unit where many people are working. Inter-dependence
can be positive or negative. If people in a company are all vying with
each other and tugging in opposite directions, then ultimately the overall success of the company will diminish.
Similarly in our Manufacturers Forum we feel that the reason we need
it is first of all because brands cannot do anything on their own today
without the support of manufacturers, but at the same time we need
a positive synergy so that we can move forward swiftly to satisfy
the needs and requirements of the modern world and the modern
consumer in particular.
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A decade of achievements : “must do” to “right thing to do”
A decade of achievements :
“must do” to “right thing to do”
Now the message will be conveyed through Lions
also. “Smart thing to do”.
External monitoring
SGFI has conducted over 120000 visits/revisits in the last 10 years.
3300 stitching locations have been registered comprising of 15000
workers.
Satish Wasan, Chairman of the SGFI (Sporting Goods Foundation of India)
SGFI was started a decade back by volunteer members
from the Indian Sports Goods Industry with an objective
to address the child labour issue. Over the period of time
with experience and learnings drawn because of close
contact with the community, SGFI’s vision was broadened
and we started looking at root causes like education,
health, social security and women empowerment. The
strategy followed was bottoms up approach which meant
understanding what is required at the community level and
then devising methodology, action plan and activities addressing the
needs of the community. To take this agenda forward, support was
extended by UNIDO-CDP in the form of capacity building, knowledge
linkage, monitoring and evaluation. This is part of Jalandhar’s social
responsibility which we define as SERB (Social and Environmental
Responsibility of Business).
Education
While surveying each house as to why the children were stitching
soccer balls, we came across one house where school bag was lying
and the child was also at home. When asked, why has he not gone to
school, his reply was, I did not do home work and if I don’t do home work,
the teacher scolds me. Next house, we saw the same situation. The
books were there but the child had gone out in the street to play. When
contacted, this child also said the same i.e. did not do home work given
by teacher because father is illiterate, mother is illiterate. Third house,
Tuition center
sight given to all 75). Besides this, free medical check ups are also
done once every week at one of the 30 tuition centers run by SGFI.
same situation, till we came across a young girl
about twenty years old who looked educated, and
asked her if it is possible for her to help children
with their home work in the afternoons so that
they go to school the next morning. She agreed
saying yes I help my younger brother with his
home work and he is quite regular to school.
Then we went to a temple in the same locality
and found out that community members came
for prayers only in the morning hours or in the
late evening hours and whole day the premises
are not used anyway. We requested the priest
and he agreed to let the children and the teacher
sit in premises of the temple and do their home
work etc. The tuition centre started working and
these kids started going to schools not afraid of
the teacher. Within next seven days, the temple
priest of next locality comes to us and praises this
way of encouraging kids to go to school. Another
teacher was found, another tuition centre started
functioning and today we have 30 such tuition
centres and we have been able to show the way
to school to as many as 1050 children.
REACH (social responsibility movement initiated
by wives of SGFI members)
Tuition center
Self help groups (SHG’s) – women
empowerment
SGFI works closely with 3000+ families covering
about 15000 home based football stitchers. Most
of these workers were trapped under the vicious
circle of debt & high interest rates. They have
no insurance or savings to cover themselves
from unforeseen circumstances. SGFI has in the
last 2 years created 47 SHG’s comprising of 20
families each thereby empowering 900 families
covering about 4500 people. These SHG’s are run
by women who are contributing equal amounts in
a bank. The money so collected is being used for
their insurance, micro finance needs & income
generation schemes. SGFI plans to create further
20 SHG’s by the end of 2008 thereby covering
8500 + workers.
Had these tuition centers not opened, the parents,
having no patience and having no educational
background themselves would have pushed their
kids into child labour but NO; the tuition centers
helped these kids to go to their respective schools
instead of being pushed into child labour.
SGFI has started skill mapping of these SHG
to determine their other skills so that income
generation schemes relating to their skills can
be brought and they are encouraged to further
educate their children and don’t feel the financial
burden of their education.
Under the NCLP (National Child Labour Project)
of Govt. of India SGFI was managing four schools.
Having seen our performance the Government of
India has entrusted the management of four more
schools to SGFI making a total of eight schools under our management. This is a big pat on our back.
Healthy mind healthy body (health
project)
Having seen the working of Sports Goods Foundation of India, Lions Clubs International nominated
the undersigned as District Chairperson of Child
Labour in Lions District 321-D because we have
moved from “MUST DO” to “RIGHT THING TO DO”.
SGFI conducts 1 free medical camp every 2
months for its football stitchers & their families
where free medical check ups are done and
medicines are distributed. So far over 40 such
medical camps have been conducted thereby
benefitting over 10000 people. Medical camps
conducted are for General, ENT, Dental, Orthopedic
and Eye (last year in the eye surgery camp 75
cataract operations were performed and gift of
SGFI has brought together wives of exporters who have volunteered
for community welfare in Jalandhar. Under this project 8 schools are
involved who collect clothes, books etc. 23 collection centers have been
opened where such material is collected and distributed to the needy
people. 160 distribution drives have been held in the past one year.
CFC – common facility center
SGFI has in the past 1 year started R&D projects to increase productivity
of the industry namely as :
1. MACHINE STITCHED FOOTBALLS : 6 football stitching machines were
procured and workers from SGFI member factories are being trained
daily for stitching footballs on machines. Members have also
started procuring machines and few of them have completed orders
for machine stitched footballs.
2.TABLE SCREEN PRINTING : For faster and mass production of footballs
SGFI is developing a table for screen printing of multiple football
panels at a time.
3.MULTIPLE CUTTING DIE : To save time and increase production,
a multiple cutting die is being developed to cut many panels in one
stroke of the cutting machine.
4.ROLL LAMINATION MACHINE : A lamination machine is being
developed to laminate and dry one full roll at a time.
Medical camp
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WFSGI Handbook 09
A step moving from home based “stitching units”
to “stitching centers”
A few SGFI members have established their own stitching centers
outside of their factories. They have shifted their production from
home based stitching units to their stitching centers. Other SGFI
members are in the process of opening up collective stitching
centers.
IMAC – Socially responsible entrepreneurship
IMAC – Socially responsible
Members of the Sports Goods
Foundation of India
Dr. Nouman Idris Butt, Director, Capital Sports and representing SCCI (Sialkot Chamber of Commerce & Industry)
Akay International.
Anandco Sporting Corporation.
Beat All Sports.
Brightway Exports International
Cosco (India) Ltd.
F.C. Sondhi & Co (India) P. Ltd.
Freewill Sports Pvt Ltd.
Hans Raj Mahajan & Sons.
International Legguard Works.
Kamal Brothers
K.N. Sports.
Legend International
Mayor & Co.
Pioneer Sports Works P. Ltd
Self help group
entrepreneurship
Premsons Plastics Pvt Ltd.
R.K. Mahajan Exports
Facilitating social responsibility initiatives
Ranson Sports Industry.
SGFI has started strengthening silent social responsibility of its
members. Informal philanthropic activity is being streamlined
in a formal way. SGFI has also organized a team of experienced
professionals to help its members for setting up of a “trust” to
conduct social work in a formal manner keeping in view the needs of
the football stitching community. Sakay Traders
Contact Us:
Shant Sports.
Mr. Satish Wasan Chairman
Mr. Ravi Purewal Project Director
22 – A Tagore Nagar, Opposite Hotel Regent Park
Jalandhar – Punjab – 144002
India
Tel : +91-181-2203777
Mobile : +91-92160-20377
Email : [email protected]
Website :www.sgfi.org Sports Syndicate.
Sanspareils Greenland’s.
Sharma Exports
Soccer International.
Sports Specialist.
Savi International
Universal Sports Industries.
Wasan Exports.
Wintex Exports.
In the endeavours of addressing the child labour issues in the soccer ball industry in Sialkot,
(Pakistan), the Sialkot Chamber of Commerce
& Industry, in collaboration with other stakeholders, has been instrumental in establishing an organization called IMAC (Independent Monitoring
Association for Child Labour). IMAC has proven
to be a reliable successor of the ILO-IPEC’s work
place monitoring programme which was set up in
early 1998, as a part of ILO-IPEC’s Programme on
the Elimination of Child Labour in the Soccer Ball
Industry in Sialkot, Pakistan. Prior to the IMAC, the
work place monitoring in the soccer ball industry
was undertaken by the ILO-IPEC. In March 2003,
ILO-IPEC decided to phase out of the programme
and handed over its monitoring functions to IMAC.
Since then, IMAC is carrying out the work place
monitoring functions with the same fervor and
zeal as it was done under the auspices of ILO.
IMAC’s mandate is to provide work place monitoring services against child labour as well as the
basic working conditions at work places. The manufacturers of hand stitched balls voluntarily join
IMAC’s Child Labour Elimination Programme through the Sialkot Chamber of Commerce & Industry
(SCCI). They pay the joining fee as well as the monitoring fee, on pro rata basis, to the SCCI. IMAC has
signed a five years contract with SCCI wherein SCCI
has committed to provide necessary funding to
the IMAC. SCCI uses two sources to arrange the necessary funds for IMAC: 1) contribution of the participating manufacturers in shape of joining fees
and pro-rata payments as per the number of balls
produced every year, and 2) contribution from the
TDAP agreed in the 36th meeting of the Board of
Administrators of the Export Development Fund.
Under this provision the TDAP had committed a
fund of Rs: 30 million for a period of five years.
Socially Responsible
Entrepreneurship in Sialkot
The child labour programme has helped the soccer ball industry, in particular, and the other in-
dustries in general, to be more socially responsible. Although, even
before the introduction of this programme, children were not the need
of the industry. A manufacturer was paying the stitching wages on per
ball basis without having any consideration as to who has stitched a
ball. However, there was not much awareness about the menace of
child labour among the stitching families and the sub-contractors. The
programme has not only brought in the consciousness about the rights of children, but it has also enlightened the industrialists in Sialkot
for better working conditions for their workers and in turn improving
the quality of their products. This would definitely help the industry to
face the future challenges of WTO. The corporate sector in Sialkot has
taken the lead to solve their problems on self help basis that range
from improving the communication and drainage infrastructure in the
city to constructing their own airport, which is a unique example in
whole of Asia.
Monitoring Progress During Past Three Years
Year 2006, was a Soccer World Cup year. During the World Cup Year,
soccer ball stitching activities are quite intensified. Accordingly, IMAC
also intensified its monitoring visits during 2006. Earlier, during 20002005, IMAC monitors had undertaken, on the average, 1193 monitoring
visits per month. However, this figure was increased to 1,588 per month
during 2006. This was done by increasing the working hours per week
and also sometimes carrying out monitoring visits on weekends. IMAC
also engaged two monitoring interns during 2006 that also helped
to increase the number of monitoring visits. IMAC maintained their
intensified monitoring visits during the following years.
During the past three years, IMAC has carried out 61,351 monitoring
visits to the average 2,611 stitching centers of about 93 soccer ball
manufacturers. In this duration, 21 more soccer ball manufacturers
voluntarily joined the Child Labour Elimination Programme.
As such, each of the registered centre/ work place has been visited at
least 23 times during this period which means IMAC maintained the lap
time of 7 weeks.
Working Conditions in the Stitching Centers
Monitored by IMAC In addition to monitoring the work places for child labour, IMAC also
looked at the conditions prevailed at the work places visited. During
these visits the shortcomings identified were communicated to the
respective manufacturers and were followed up for rectifications. All
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WFSGI Handbook 09
the shortcomings identified by the IMAC monitors so far have been
rectified by the respective manufacturers. Generally IMAC monitoring
teams try to assess the physical conditions at the stitching centers
such as sufficient sitting space for stitchers, light, sitting arrangements, ventilation/ air circulation, drinking water availability and toilets. However, while collecting the information cultural norms and social aspects are kept in view. Generally three categories are used for
these assessment :
1 : Excellent/ More than sufficient
2 : Good/ sufficient;
3 : Poor/ insufficient/not available.
The stitching centers are classified into two types i.e. Purposely Built
Centers and others. The Purposely Built Centers are monitored for two
additional conditions i.e. Fire Extinguisher and First Aid facilities.
IMAC regularly updates its database and the respective monthly
progress reports covering each and every aspect of its monitoring,
and regularly publishes the results on its website for public viewing/
information.
Criticism on IMAC
IMAC came into existence and became operational in March 2003.
It had taken over monitoring functions from ILO-IPEC.
ILO-IPEC, being an international organization and a UN specialized
body, has its own standing, credibility, culture and norms. IMAC was
a new born organization. In order to reach the maturity and credibility
level it was expected of, it required time and constant support from
Management of IMAC
As per its Memorandum & Articles of Association,
IMAC is managed by a Board of Governors. The Board
of Governors has representation of almost all the
stakeholder i.e. Government, Workers, Employers
& Business Community, international community,
civil society organizations i.e. NGOs and academic
institution. Out of the 14 members of the BOG, only 4
belong to the soccer ball industry.
The Memorandum & Articles of Association of IMAC
requires its BOG to meet at least once in 15 months.
During the past three years, the BOG of IMAC held 5
meetings and dealt with the usual management as well
as the policy issues.
all the stakeholders, particularly the international
organizations that had contributed in its establishment. Among these organizations, ILO-IPEC
had not only the responsibility of supporting it
but also of nurturing it as it played a unique catalytic role in its conception and realization. It
was, apparently, the first experiment of ILO-IPEC
to sustain the efforts put in over a period of five
years to address the issue of child labour in the
soccer ball industry in Sialkot. Therefore, it was
not merely an action programme of IPEC, it was
rather making of a new era to institutionalize and
indigenize the achievements made through the
unique partnership of business community, international organizations, NGOs and government
functionaries.
During its initial years, it sailed quite smoothly
and developed an environment and culture that
made it credible and it was seen as a trustworthy
monitoring organization by the international
community concerned about the issues of child
labour and the working conditions of workers in
the soccer ball industry.
However, a significant event that took place in
2006-2007 questioned the credibility of IMAC.
This was the decision of Nike to cease business
with its prime supplier in Pakistan i.e. Saga Sports.
It had great repercussions for the workers of Saga
Sports as well as IMAC. Nike’s decision put a great
pressure on IMAC’s efficacy and credibility. In this
scenario, ILO offered to do an independent evaluation of IMAC. In February 2007, two international
experts carried out an independent assessment
of the working of IMAC. The Draft Report of the ILO
Experts is placed at Annex-B.
The two experts declared that IMAC’s Monitoring
System was of very high standard. However, they
made recommendations to broaden the scope of
IMAC beyond soccer ball to other industries and
also monitor for the social compliance along with
the child labour issues. They also suggested for
IMAC to be financially independent in order to enhance and ensure its credibility as a monitoring
organization. For the purpose the international
consultants recommended to establish an endowment fund for IMAC. The report of the ILO Independent Evaluation was presented in a multi
stake holder conference jointly organized by ILO
and the Government of Pakistan in Islamabad on
21-22 February 2007. The outcome of the confe-
rence had been termed as “Sialkot Initiative”. ILO
is coordinating activities with the related stake
holders for translating various recommendations
of the conference into action.
IMAC’s Child Labour Elimination Programme is a
voluntary programme and the soccer ball manufacturers join it at will on the basis of their needs
and requirements. Therefore, if anything happens
at the work places of manufacturers who are not
part of the IMAC’s programme, IMAC can not help
it. Moreover, IMAC is not a statutory body. Its role
is only advisory and supportive. Since monitoring
work places is an activity and not 24 hours surveillance, therefore, IMAC basically informs the
respective manufacturers to rectify problems it
finds out during its monitoring visits and recommends them to improve the working conditions at
their work places. IMAC also follows up with the
manufacturers about the implementation of its
recommendations.
Therefore, as far as the failures of IMAC were
concerned, this was the only occasion when some
corners cast their doubts about the credibility
of IMAC. Otherwise IMAC enjoys the trust of its
clients i.e. soccer ball manufacturers and the
international stake holders.
Successes of IMAC & its
importance for the Export
Industry of Sialkot
Before the inception of IMAC, ILO-IPEC’s Child Labour Elimination Programme only concentrated
on the issue of child labour. After taking over from
ILO-IPEC, IMAC not only continued this programme with the same zeal and fervor, rather made it
more authentic by adding the working conditions
in its monitoring list. This gave a lot of assurance
to the international buyers about the status of
the working conditions in the soccer ball industry. This could be evident from the fact that, despite the big odds of price competition with China
and the technological changes in the soccer ball production in terms of
mechanization, Pakistan’s exports of soccer balls increased from 36
million balls in 1998 to around 100 million balls in 2006-2007.
The success of IMAC could also be gauged from the fact that while
evaluating the IMAC the two ILO experts, inter-alia, recommended to
expand the mandate of IMAC to core labour standards and standards
on Occupational Safety and Health.
Importance of IMAC for Export Industry
In the present day export business scenario, the importance of the
CSR has become very critical. The consumer in the developed world has
become so conscious about it that any hint of the violation of CSR or
exploitation of workers can have serious consequences for producers/
suppliers. Therefore, the international buyers always look for such
assurances before buying any product especially from developing
countries. In this regard, a continued role of IMAC has become very
important. FIFA does not issue licenses to soccer ball manufacturers in
Pakistan unless they become members of IMAC. Similarly international
buyers, most of the time, confirm the membership of a manufacturer
with IMAC before making any deal. International media has also become
very conscious of the presence and role of IMAC. A recent event that took
place in Switzerland in April 2008 is a testimony to this fact. Bank Credit
Suisse – the second largest bank of Switzerland, through a sourcing
company in Switzerland, made a deal with a supplier in Sialkot for the
supply of 200,000 balls. This supplier was not a member of IMAC. A
Swiss TV investigated the matter and found out that since the respective
supplier M/S Sunflex was not a member of IMAC, therefore, its production
could not be ensured as child labour free. The further investigation of the
Swiss TV which was done by their journalist in Sialkot confirmed their
stance. As a result the Bank Credit Suisse had to donate one million
Swiss Francs to UNICEF as a kind of compensation.
FLO-CERT GmbH is an independent International Certification Company offering Fair-trade Certification services to clients in more than
70 countries. In Sialkot, Pakistan they have their certified producers of
soccer balls. In order to ensure that their certified producers in Sialkot
are socially benign, FLO-CERT relies on IMAC’s monitoring and for the
purpose has signed a Cooperation Agreement with IMAC. All the above
stated facts show that the importance of IMAC, especially for the soccer
ball industry is increasing day by day. As such its continued operations
in Sialkot have become a necessity in order to continue and promote
the soccer ball exports from Pakistan.
The programme has not only brought in the consciousness
about the rights of children, but it has also enlightened the
industrialists in Sialkot for better working conditions for their
workers and in turn improving the quality of their products.
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WFSGI Handbook 09
Why a Labour Contract Law In china?
Why a Labour Contract Law
In china?
Chang Hee Lee, Senior Specialist on Industrial Relations and Social Dialogue ILO Beijing Office
Introduction
The Labour Contract Law (hereafter LCL) has come into effect since
1st January 2008. During the legislative process, the LCL created not
only very heated debates among various stakeholders at home and
abroad but also unusually high degree of public reaction. When the
Chinese legislature, the National People’s Congress, invited public
comments on the first draft LCL, it received more than 190,000
comments.
Opponents of the LCL argued that the LCL would significantly increase
labour costs and impose rigidity on businesses in China, harming
competitiveness of Chinese industries. Proponents of the LCL argue
that the LCL will offers better protection for workers’ legitimate rights
and create a balance between workers and employers for stable
labour relations at the workplace.
Historical and Social Context
Both sides of the debate would not disagree on the fact that the
introduction of the LCL marks a major shift of social and labour policy
orientation of the Chinese government in particular and society in
general.
Since the economic reform in late 1970s, China has achieved
unprecedented economic success not only in terms of GDP growth
but also in terms of pulling out hundreds millions of its population
from poverty. However, the historic success of Chinese economic
© Nerijus Dilba - Fotolia.com
development did not come without prices. While
rapid deterioration of the environment threatens
sustainable development in China and elsewhere,
rising inequality has threatened social stability.
At the same time, there were widespread abuses
of workers’ basic rights, arising from inadequate
legal framework governing employment relations
and its enforcement, and also unbalanced power
relations between workers and employers. It
is therefore not a surprise that the number of
labour disputes has increased at annual rate of
25-45% for the last decade, two or three times
higher than the impressive GDP growth in China.
Rising inequality, widespread abuses of workers’
basic rights and exploding number of disputes
were seen as a serious threat to social stability –
if unchecked, it can even undermine social fabric
necessary for sustained economic growth. In
addition, there was growing call from international
community for the rule of law in labour relations,
which was emphasized by various corporate
social responsibility (CSR) initiatives. This
sets the social and economic context for the
introduction of the LCL.
What the LCL attempts to do
Broadly speaking, the LCL aims to :
1. ensure all employees have labour contracts in
accordance with legal requirement ;
2. increase costs of employers’ non-compliance
with labour laws and regulations ;
3. create new balance between short-term
flexibility and long-term stability/security of
employment relations at the workplace, and ;
4. bring new balance between workers and
employers by encouraging consultation
between workers’ representatives and
employer on issues of mutual concerns.
Before the implementation of the LCL, it was not
uncommon that employers often did not establish written labour contracts with employees.
w w w. l a c o s t e . c o m
Even when the contracts were signed, contents of labour contracts
were not up to the statutory labour standards, exposing workers to all
types of abuses by employers. The LCL makes the signing of formal
labour contracts in full compliance with legal requirements mandatory.
Failure of employers’ signing written labour contract in certain time limit will result in either financial sanction of payment of twice wages for
the period of work performed without written contract if the contract
was not signed one month after workers performed their work, Article
82 or having to give the employee concerned a non-fixed term contract
if written contracts were not signed one year after the actual employment relationship was established (Article 14.3).
As shown in the above case of penalty against non-singing of lawful
labour contracts, the LCL intends to increase significantly the costs of
employers’ non-compliance with labour laws and regulations. To take
a few examples, various types of bondage labour (Article 84), failure
of paying wages in timely manner (Article 85.1), failure of paying
at least mandatory minimum wages (Article 85.2), failure to pay
economic compensation for termination of labour contracts (Article
85), termination of labour contracts in violation of the LCL (Article 87),
unlawful restriction of personal freedom to compel a worker to work
(Article 88) entail various administrative and financial sanctions.
Together with better enforcement of lawful labour contracts, higher
costs of employers’ non-compliance with labour laws and regulation
are likely to improve the rule of law governing employment relations
in China.
brought by the LCL attempt to create new
balance between short-term flexibility and longterm stability/security of employment relations
at the workplace.
Finally, the LCL intends to promote and mandate
consultation with workers’ representatives and
trade unions at the workplace on the issues of
mutual concern. Article 4 of the LCL states “when
an enterprise formulates, revises or decides on
rules and regulations or material matters that
have a direct bearing on the immediate interests
of its workers concerning remuneration, working
hours, rest and vacations, occupational safety
and health, insurance and welfare, employee
training, disciplinary actions or work quota etc, it
should discuss with the workers’ representative
congress or workers’ congress”. There are
other Articles obliging employers to have prior
consultation with workers’ representatives or
enterprise unions regarding mass redundancy
(Article 41), unilateral termination of labour
contracts (Article 43). Indeed, the Chapter 5
is entirely devoted to promotion of collective
bargaining.
The LCL marks a major shift
of social and labour policy
orientation of the Chinese
government in particular and
society in general.
The LCL also intends to bring significant changes to norms governing
various types of labour contracts. Under the LCL, employers should
convert fixed-term contract into non-fixed (or open ended) contracts
if either an employee has been working for a consecutive period of
no less than 10 years or consecutive conclusion of two fixed term
contracts, provided that the worker concerned wants to have a
non-fixed term contract. It is a sharp departure from the previous
legal norm which allowed employers to hire workers on one or two
fixed-term contracts for virtually any duration. A consequence was
unusually high incidence of fixed term contracts at the workplace
in China. In turn, this has led to high turnover, lack of committed
workforce and no incentive for training, potentially harming a long
term productivity potential of industries in China. The changes
© Goran Bogicevic - Fotolia.com
w w w. l a c o s t e . c o m
Federations Committee – Activity Report 2008
Implications of LCL for businesses
As seen above, the LCL brings a wide range of changes to legal norms
governing employment relations and collective industrial relations
in China, which will have significant implications for businesses in
managing human resources and labour-management relations in
China.
Some have expressed their concern that FDI will move to other
countries with lower labour costs because the LCL will impose
higher labour costs on enterprises. The LCL is likely to bring some
modest increase of labour costs for law-abiding companies – for
example, due to newly created obligation of economic compensation
at the time of terminating labour contract – and indirectly – for
example, likely costs associated with more careful recruitment
process and obligation to convert fixed-term contract into non-fixed
contract. It is likely that the more highly developed human resource
management companies have, the lower costs associated with the
LCL implementation would be. For non-complying employers, the LCL
will bring steep cost increase.
Beyond legislative dimension, we also need
to look at rising labour costs and better legal
framework from longer term changes in Chinese
society. Since 2003, many industrial cities in
China have begun to experience labour shortages,
initially limited to skilled labour but recently
affecting unskilled labour as well. The labour
shortage is associated with two factors: changing
supply-demand in China’s labour market due to
the uninterrupted high economic growth for the
last three decades, and; demographic changes
due to the one child policy, which is predicted to
make the size of the labour force in China to begin
its decline after 2015. These changes are taking
place in conjunction with overall policy shifts
designed to upgrade China’s industry from low
value added production to high added production
and to balance economic efficiency with social
justice.
All the changes – labour laws, labour markets and
government’s economic and social policy – imply
that competitive edge of enterprises operating
in China should be more than low labour cost
advantages. If they want to remain competitive
in China, enterprises need to enhance flexibility
of work organizations by multi skilling workers,
to improve productivity by creating environment
for working smarter instead of just working
harder, to nurture commitment of employees by
innovative remuneration and career development
schemes, and to build partnership with trade
unions or workers’ representatives in managing
changes at the workplace.
© Kajzer - Fotolia.com
It is important to note that new labour standards introduced by the
LCL are by no means higher than neighboring developing countries,
not to mention developed economies. Many of new provisions – for
example, rules on converting fixed-term contract into non-fixed term
contract – have been in place in many neighboring Asian countries
including Viet Nam. In a sense, the implementation of the LCL signals
that China is catching up with prevailing legal norms governing
employment relations in developing and developed countries –
nothing more, nothing less.
The LCL represents significant improvement of
labour legislation in China, though it may not
be fully compatible with international labour
standards governing labour relations. The LCL
creates new rules of the game for enterprises
operating in China regarding managing human
resources. Evidence so far seems to indicate that
the government authority is taking seriously full
implementation of the LCL. And the implementation guideline of the LCL adopted in September
2008 will certainly help smooth enforcement of
the LCL. Whether firms can maximize benefits
from new legal framework will largely depend
on whether they can successfully adjust and
develop human resource management strategies and labour relations policies based upon
fairness and partnership within the parameter
of the new law.
Federations Committee –
Activity Report 2008
Tom Cove, Chairman of the Federations Committee
2008 marked the first year for the WFSGI
Federations Committee, which was established
by President John Larsen as a new initiative when
he took office.
The Committee’s initial focus is to help national
and regional Federations serve as a conduit of
information to their individual members. There
are many significant programs, services and
information sources generated by WFSGI activities
available to individual federation member
companies that are currently underutilized.
2008 brought many
significant legislative and
regulatory amendments
to the sporting goods
marketplace.
In 2008, the Federations Committee identified the
work of the CSR Committee as an area that could be
highlighted. The Committee identified the need to
create an information exchange protocol through
which federations could share and promote best
practices to their members. Specifically, the work
of the CSR Committee on issues such as Restricted
Substances Lists, energy efficiency, waste
management and labor relations will be greatly
enhanced if Federations can drive this information
throughout their national industry groups. The
Federations Committee is working with WFSGI staff
to utilize the WFSGI website for such information
exchange, and to publicize and promote the value
of same throughout the global industry.
The Federations Committee also worked with the
International Trade Committee to create aware-
ness for and participation in its work. 2008 brought many significant
legislative and regulatory amendments to the sporting goods marketplace. Two areas of great significance are product standards and safety
regulations, and international trade policy. In the first case, WFSGI has
developed a databank of applicable product standards. Federations are
providing information and documentation from their respective countries/regions to populate this databank. Additionally, Federations are
working to provide legislative and regulatory language and analysis
to WFSGI for the same purpose. In 2009, detailed presentations on
the U.S. Consumer Product Safety Improvement Act (CPSIA) and the
European REACH program will come on line and be made available to
WFSGI members. The Federations Committee is further working with
the International Trade Committee to conduct information seminars
on critical issues. WFSGI will present at the 2009 ISPO workshops on
CPSIA, REACH and possibly international trade policy, all supported by
members of the Federations Committee.
The Federations Committee also explored how research products
produced or commissioned by national and regional federations can
be appropriately shared within the WFSGI family. The Committee would
like to create an equitable process to publicize and facilitate distribution
of the many excellent sports participation and market research products
developed at the national level.
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WFSGI Handbook 09
The Sport of Politics
SGMA, the business trade association of the sports products industry is
dedicated to providing manufacturers, retailers and interested parties with
actionable research in key sports products markets.
Our knowledge-based consulting services help you strategically use data,
information and research to manage your business.
Leveraging Sporting Goods industry assets to promote a public policy agenda.
Bill Sells, Vice President of Government Relations, SGMA - Sporting Goods Manufacturers Association
SYNDICATED AND CUSTOM RESEARCH
SGMA provides unique insights for
your company by turning data into insightful custom studies, projects and presentations.
•
•
•
•
• Hockey Trend Report
• Consumer Panel Reports
• Custom Consumer Research
Specialty Running Store Audit
Athletic Footwear Industry Shipments Report
Team Dealer Trend Report
Team Sports Industry Shipment Reports
MARKET SEGMENT REPORTS
SGMA market reports provide the most
complete and concise view of critical market segments.
• State of the Industry Report
• Sports Participation In America
• U.S. Trends in Team Sports
• Tracking the Fitness Movement
• Special Topic Reports
• Industry Shipments by Category
PARTICIPATION REPORTS These reports measure playing interest in more than
114 competitive sports, fitness activities, outdoor endeavors, and recreational pursuits.
• Single Sport Participation Reports
• Sports Participation In America
• Topline of Sports Participation in America
• Participation Studies by Major
Sport Categories
INDUSTRY REPORTS
SGMA industry reports highlight the key trends in the
industry, with statistical information on industry sales and outlooks for major
product segments.
• Industry Sales by Segment
• ActiveWear and Team Color Cards
• Canadian Market Reports by Trendex European Market Reports
FINANCIAL REPORTS Discover the financial state of the domestic sporting
goods industry based upon actual financial results of sporting goods companies.
• Financial Performance of the Sporting Goods Industry
SGMA, the first choice for sports and fitness research.
For a consultation on our full range of services please contact:
Gregg Hartley, SGMA Vice President at
561.427.0663, [email protected]
Bill Lawliss, Director of Business Development at
802.372.9099, [email protected]
View and Order publications online at www.SGMA.com
or call VJ Mayor at 202.349.9421
SGMA serves its members in many ways and
like all trade associations our goal is to benefit
our member’s businesses. For years our three
primary member benefits were the trade show,
research and public policy. With the trade show
environment changing, research and public
policy are more critical to delivery of member
value. SGMA research provides the U.S. industry
with information on trends to help plan for the
future. SGMA public policy generates demand for
member products through promotion of physical
activity and lowers members’ costs of getting
products to the consumer by pursuing favorable
trade policies.
Delivering results $250 million in
equipment purchases and more to
come
In 1999 SGMA sought funding for quality
physical education in schools to help combat
the disturbing increase in childhood obesity in
the U.S. To get the attention of Congress, SGMA
recruited three celebrities; two athletes and Miss
America. While there were not immediate results
that initial effort has blossomed, with over 100
athletes working with SGMA to deliver more than
$500 million in funding for the Physical Education
Program (PEP) since 2002. The money is split
between training physical education teachers in
innovative P.E. methods and purchasing fitness/
sports equipment. PEP has resulted in more than
$250 million being pumped directly into the U.S.
sporting goods and fitness equipment industries.
Not to mention the residual effect of cultivating a
new generation of physically active consumers.
Over the past 10 years SGMA has worked to
increase its visibility in Washington and enhance
the industry’s image among U.S. decisionmakers. In the past year alone, SGMA brought in
18 athletes to meet with Congress on National
Health-through-Fitness Day, lined-up former
professional (American) football players to coach the Congressional
Football Team, loaned equipment for Congressional Football, Baseball
and Basketball games, co-hosted Congressional health and fitness
events, provided celebrity-athletes as star witnesses for Congressional
hearings on obesity and health and supplied athletes for press
conferences on youth sports.
SGMA has used the equity from its support of sports & fitness in
Congress to lead the effort to provide consumers with a tax incentive
to offset costs associated with physical activity. The Personal Health
Investment Today Act (PHIT) would lower the cost of participation in
sport and fitness activities by making them ‘tax free’. PHIT would
cover everything from youth and adult league registration fees to
health club and fitness center dues to sports equipment needed to
participate on teams to fitness equipment purchased for the home.
The manufacturer sells its product to the retailer at wholesale,
the retailer sells the product to the consumer at full price and the
consumer submits the receipt to get a discount of up to 45 percent
of the product’s price. If passed PHIT could direct millions of dollars
into the sporting goods and fitness industries.
Broad Support for Physical Activity
It is no secret that physical activity is a key component in the battle
against heart disease, cancer, arthritis, diabetes and other chronic
illnesses. Politicians engaged in resolving our health care issues
are natural allies. However, there are numerous other supporters
of physical activity. A review of the list of PEP and PHIT supporters
reveals a large number of participants in Congressional sports events
and members of the Congressional Fitness and Congressional Youth
Sports Caucuses. Combined these physical activity advocates make
up more than a third of Congress.
By working with national political leaders and our partners in
Washington, DC to raise awareness on the importance of physical
activity to a healthy lifestyle, SGMA is positioned to promote policies
that will lead to a more active America. Greater participation in sports
and fitness will increase demand for SGMA member products.
The impact of SGMA’s involvement in Congressional sports, hearings
and events related to health is not limited to just physical activity
policies; the Association relies on the good will we create to pursue
other policy objectives including trade.
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WFSGI Handbook 09
Reducing costs through trade policies
SGMA has a broad and ambitious trade agenda, focused on reducing
the cost of bringing sporting goods and fitness products to market.
Our advocacy efforts on trade policy focus on lower duties/tariffs,
reasonable regulation of trade and increased access to foreign
markets. U.S. manufacturers as a whole share SGMA’s concerns on
trade and SGMA often works within coalitions representing the
larger group to more effectively achieve its trade policy objectives.
However, there are also industry and product specific issues which
require SGMA to work independently; it is in these instances that the
association uses its reputation with policy makers to accomplish our
trade goals.
National / Regional Federations members of the WFSGI
Maximizing resources through
innovative approach
SGMA does not play the money game in
Washington. We do not make contributions to
campaigns or parties and we do not host political
fundraisers. SGMA does use the equity generated
by bringing famous athletes to meet directly
with politicians. We also want to encourage
sports among our nation’s decision-makers and
providing equipment to make sports a more
enjoyable experience achieves this. Politicians
are like most people; they enjoy sports. We
recognize those in Congress who live active,
healthy lifestyles and participate in sports
and they recognize us for making active lives
and sports more enjoyable. Politicians may be
public figures but many are fans of sports, we
are fortunate to represent a popular and greatly
appreciated industry. The nature of our products
give us a great advantage over other interests
seeking to promote their agenda: We just have to
use the resources that we often take for granted.
SGMA is proud to play this role in Washington and
throughout America. It is gratifying to know that
our actions in support of sport and fitness help
promote our physical activity and trade agenda.
However, even without our public policy goals,
SGMA would still be a huge advocate for physical
activity because health is far too important to sit
on the sideline!
Bill Sells speaking to U.S. Congressman Jeff Flake in the dugout during the 2008 Congressional Baseball Game
In 2006, SGMA sought relief from an outdated duty on certain inflatable
balls. The import duty was designed to level the playing field between
domestic and overseas production of these balls. With no domestic
production, the duty was nothing more than an unnecessary tax
on these products. SGMA worked with a few Congressional athletes
personally familiar with these balls to help get the duty temporarily
suspended. The effort was successful and the support of SGMA’s
Congressional athletes didn’t hurt.
Let’s be honest, Congress will not make decisions based on
SGMA support for their athletic pursuits or because we brought
a hometown athlete to their office to discuss physical activity.
However, the relationship developed through these casual
encounters and athlete visits on physical activity portray the
organization in a very positive light. The favorable opinion of
the industry allows SGMA to deliver its trade message to a more
receptive audience.
Over the past
10 years SGMA
has worked to
increase its visibility
in Washington
and enhance the
industry’s image
among U.S.
decision-makers.
National / Regional
Federations members of
the WFSGI
One type of full membership of the WFSGI is National or regional organizations. It means organizations
constituted and recognized as national or regional sporting goods governing bodies in any country
throughout the world.
AMERICA
What is SGMA?
The Sporting Goods Manufacturers Association is the premier trade
association in the US for :
• More than 700 sporting goods manufacturers, retailers and marketers
in the sports products industry;
• Representing over 3,000 business locations, plants and distribution
centers;
• Employing more than 375,000 people; and
• Generating $70 billion in domestic revenue and $15 billion in
international revenue, wholesale dollars.
Our purpose is to support our member companies and promote a healthy
environment for the sporting goods industry by providing access to insight,
information, influence and industry connections. SGMA enhances industry
vitality and fosters sports, fitness and active lifestyle participation.
Members
Current members of SGMA range from large, international companies
such as Nike, adidas/Reebok, New Balance, Wilson Sporting Goods, and
Mizuno to smaller companies that have a smaller distribution and are
just focused on selling product in the U.S. For the most part, members of
SGMA manufacture, market, and distribute products which fall under the
category of sporting goods equipment, sports apparel, exercise/fitness
machines, athletic footwear, and recreational transport.
Officials & staff
Executive Committee
• Tom Cove
(President and Chief Executive Officer)
SGMA
• Tom Rogge (President and CEO - Cramer Products Inc.)
Chairman
• Richard Kazmaier (President - SR Industries)
Immediate Past Chairman
• Steve Furniss (Executive Vice President - TYR Sport Inc.)
Vice Chairman
• Carl Ferraro (Industry Consultant)
Secretary/Treasurer
• Larry Franklin (CEO - Franklin Sports)
Board of Directors
• Jim Baugh • Richard Bourne • Dan Bower
• Chris Considine • Jim Tompkins
• Paul Ehrlich • Carol Hochman • Gregg Shearson • Mitchell Modell
• Lindsay Stewart • George Napier • Kevin Plank • Robert Puccini • Robert Whip Founder / President - PE4life; Consultant
President and COO - ASICS America Corporation
President - Century Inc.
President - Wilson Sporting Goods Company
President and COO - New Balance Athletic Shoe Inc.
Vice President / Business Affairs & General Counsel - adidas America
President and CEO - Danskin Inc.
President / CEO - Jarden Outdoor Solutions
CEO - Modell’s Sporting Goods
Special Advisor to the Chairman/CEO - Nike
CEO and Chairman - Prince Sports Inc.
CEO - Under Armour Performance Apparel
President - Mizuno USA Inc.
President - Horizon Fitness
Staff
• Tom Cove
President/CEO
• Gregg Hartley Vice President
• Chris Strong Director of Business Development
• Bill Sells Vice President of Government Relations
• Chip Baldwin CFO
• Mike May Director of Communications
• Jan Ciambor Executive Assistant to the President
• Lauren Wallace Director of Marketing
• Vincent Mayor Membership Coordinator
• Karen Youngblood Finance Manager
• Jonathan Michaels Membership Assistant
Aims & objectives
The Sporting Goods Manufacturers Association, your #1 source for sport
and fitness research and the owner of the Sports Research Partnership,
is the global business trade association of manufacturers, retailers, and
marketers in the sports products industry. SGMA leads the sports and
fitness industries while enhancing industry vitality and fostering sports,
fitness, and active lifestyle participation. More information about SGMA
can be found at www.sgma.com.
Events and Programs Organized by SGMA
For decades, SGMA has been a trusted source for research and analysis
on sports and fitness through its Sports Market Research Partnership. The
organization is also a rich source of business information and a central
hub for connections to buyers, markets, media and peer networks. As the
voice for the industry in Washington, D.C., SGMA advocates for a healthy
business climate and for public policy promoting active lifestyles. SGMA
produces signature industry event is held each March – National Health
through Fitness Day on Capitol Hill in Washington, D.C. More information
about SGMA membership can be found at www.sgma.com.
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WFSGI Handbook 09
Contact Details
SGMA- Sporting Goods Manufacturers Association
1150 17th Street, NW
Suite 850
Washington DC 20036
USA
Phone : 202.775.1762
Fax : 202.296.7462
E-mail : [email protected]
Website : www.sgma.com
What is ABIAE?
The Associação Brasileira de Industriais de Artigos de Esporte (ABIAE)
is a national trade association for Brazilian. producers and distributors
of Sporting Goods. ABIAE was founded in November 1977. The people who
started the Association were also present at the foundation of the WFSGI
in September 1978.
Officials & staff • Raul S. Hacker President
• Roberto Estefano Vice-President
• Ms. Alice Frank Secretary
Aims & Objectives
Constantly in contact with the governmental sectors responsible for the
study and implementation of reducing taxes. This is a very important step
towards the effort and the aim of being able to be a important co-partner
in the global endeavor to spread more widely the practice of sports. The
sporting goods industry is very much involved in this effort and is working
towards this goal.
Contact Details
A.B.I.A.E - Associacão Brasileira de Industriais de Artigos de Esporte
Av. Pedroso de Morais, 1553
3° andar / CEP 05419-001
São Paulo
Brazil
Phone :+55 (11) 3811 49 00
Fax : +55 (11) 3811 49 42
ASIA
What is SCCI?
The Sialkot Chamber of Commerce and Industry is a trade body which
was established and incorporated under Section 23 of the Companies
Ordinance 1984 (LXXI OF 2007) in 1982. It is licensed Vide License No. 24,
dated 15.07.1982 (New license No. 12, dated April 18, 2008) granted
by the Ministry of Commerce, Government of Pakistan, under the Trade
Organizations Ordinance 2007. Its jurisdiction spread over the entire area
of District Sialkot. Late Mr. A.D. Bhutta was the founder President of this
esteemed organization. It comprises of industrialists, importers and
exporters belonging to the various fields.
Members
At the moment, the number of members of this Chamber are more than
7000. Most of them are connected with the manufacturing and export
of Sports Goods, Surgical Instruments, Gloves, Textiles and Sports
Wear, Leather Garments/Products, Hand Embroidered Badges, Musical
instruments, Judo Karate Uniforms, Accessories, Knives & Cutlery etc.
The industry-wise membership of the SCCI is as under :
• World Federation of the Sporting Goods Industry
• Federation of Pakistan Chambers of Commerce & Industry
• To communicate with the Chambers of Commerce and Industry or public
bodies within outside Pakistan and to concert and promote measures
for the protection of trade, commerce and manufacturers and the labor
engaged therein and to remove mutual hardship.
• To establish a commercial and statistical Library.
Contact Details
Mr. Nawaz Ahmad Toor, Secretary General,
SCCI - The Sialkot Chamber of Commerce & Industry
P.O.Box: 1870,
Shahrah-E-Aiwan-E-Sanat-O-Tijarat Road,
Sialkot City. 51310
Pakistan
Phone : +92 52 4261881-3 / +92 52 265895-97
Fax : +92-52-4268835 / +92-52-4267919
Email : [email protected] / [email protected]
Website :www.scci.com.pk
50 Departmental committees on different subjects assist the President,
SCCI in formulating proposals/suggestions for the betterment of the
respective industries.
Aims & objectives
• To promote, aid develop, stimulate and protect the economic interest
of Pakistan in general and of those engaged in industry, agriculture,
commerce, trade, banking and insurance, in particular.
• To consider all questions connected with trade, industries, agriculture,
manufacture and commerce and to initiate and or support necessary
action connected therewith.
• To consider, support or oppose legislative or other government
measures affecting the economic interest of businessmen and
industrialists and also make representations to Government on
grievances if any.
• To adjust controversies between members of the Chamber.
• To arbitrate in settlement of disputes arising out of commercial
transactions between parties willing and agreeing to abide by the
judgment and decision f the Chamber.
Link Between the Industry and the Indian Government : SGEPC is the
direct link between the industry and the Government whereby it provides
feedback on industry’s requirements to the Indian Government and also
informs Government directives to the industry.
Export Statistics and Projections : SGEPC collects export data from its
members, maintains a statistical record of exports of sports goods and
toys and evaluates its performance on an annual basis.
Contact Details
• Dr. Khurram Anwar Khawaja President
• Zia Ullah Mirza Senior Vice President
• Fazal Jilani Vice President
Members of Executive Committee 2007-2008
• Sh. Abdul Waheed Sandal
• Muhammad Arshad Durrani
• Nadeem Anwar
• Ghulam Mustafa Ch.
• Sheikh Asghar Hussain
• Hassan A. Bhatti
• Majid Raza Bhutta
• Abid Mahmud Qureshi
• Pervaiz Ahmad Khan
• Amer Hameed
• Muhammad Sarfraz Butt
• Ghulam Murtaza
• Naveed Zafar
• Mian Muhammad Khalil
• Faisal Rashid
• Javed Iqbal Awan
• Mir Farooq Meyer
• Muhammad Ghafoor
• Asim Shafique Sulehria
Dissemination of Information : SGEPC provides important information to
the members on market intelligence, standards & specifications, quality
& design, and on any other issue which may directly or indirectly affect
the industry.
Export Awards : SGEPC recognizes the achievements of exporters and
awards the top performers annually.
Officials & staff
An Executive Committee consisting of 22 members runs the affairs of
the Chamber. The Executive Committee elects Pwresident, Senior Vice
President and Vice President for a tenure of one year.The Executive
Committee members are elected for a period of 3 years.
Trade Promotion Activities : SGEPC organizes trade promotion activities
like Indian participation in International Trade fairs, Visits of Business
Delegations, Promotional campaigns in international markets etc.
What is SGEPC?
Sports Goods Export Promotion Council (SGEPC), an organization
sponsored by the government of India, is working for the promotion of
India’s exports of sports goods and toys. Founded in 1958, SGEPC, till the
year 2003, was looking after promotion of only Indian sports goods. After
2003, toys have also been added by the Government of India in its ambit.
SGEPC represents all the leading manufacturers and exporters of sports
goods and toys in India.
Organisation
SGEPC is managed by a Committee of Administration (COA), which consists
of elected representatives from the Indian industry and Government
representatives. The COA is headed by the Chairman, the Vice-Chairman
and the Regional Director.
• A.G. Mukim Chairman
• B.K.Kohli Vice Chairman
• Raghunath Singh Rana Regional Director
• Tarun Dewan Secretary
Committee of Administration
• K.C. Anand
• Rajan Mayor
• Anil K. Sharma
• Vikas K. Gupta
• A.N. Chadha
• K R. Mahajan
• Kulbhushan Kumar Gupta
Aims & Objectives
The one point objective of SGEPC is to promote exports of sports goods and
toys from India.
Activities
SGEPC’s range of activities include both that spur the industry’s
performance on one hand and those which helps to promote its presence
internationally, on the other.
An Apex Industry Forum : SGEPC is a common platform for companies
from all over the country, with common interests, where they can meet
to exchange views, decide on common strategies for promotion and also
where from they can voice their concerns at both national and international levels.
SGEPC Headquarters - Sports Goods Export Promotion Council
The Sports Goods Export Promotion Council
1-E/6 Swami Ram Tirth Nagar,
New Delhi – 110055
India
Phone : +91 11 23525695 / +91 11 23516183
Fax : + 91 11 23632147
Website :www.sportsgoodsindia.org
SGEPC Regional Office
201, Shakti Nagar, Jalandhar – 144001, Punjab
India
Phone : +91 181 2403734
What is KOSPA?
Since approved and established in March 19, 1970, Korea Sporting Goods
Industry Association, Centering on the manufactures of sports and game
equipment, has tried to develop sports industry for 38 years. Currently,
a total of 150 companies, as the number of association as of 2008 are
actively involved.
Officials & staff
A total of employees (13 absentee executives and 4 full – time executives
and employees) are operating various business of the association.
• O Sung Kwon
President
Board of Directors
• Bo Young Chang (Kae Sun Sports Co., Ltd)
• Bong Yeol Kim (Kuk Je Leisure Ind.Co., Ltd)
• Jung Hyun Cho (KIHO Products Co., Ltd)
• Jin Ok Kim (Da Woo Leports Co., Ltd)
• Jae Eul Kim (Dae Han Ultravision Co.,Ltd)
• Chae Jun Park (Myung Sun Industry Co.,Ltd)
• Dong Hwa Kim (Ora System Co.,Ltd)
• Chang Ju Lee (Joong Ang Sports Co.)
• Soon Ja Lee (Han Kook Sporting Goods Co.)
• Kwang Sik Shin (Hyun Dai Sports Equipment Ind.Co.,Ltd)
• Ki Dong Kwon (Korea Sporting Goods Industry Association)
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WFSGI Handbook 09
naTIOnal / REGIOnal FEDERaTIOns MEMbERs OF THE WFsGI
naTIOnal / REGIOnal FEDERaTIOns MEMbERs OF THE WFsGI
aims & Objectives
aims & Objectives
• Ourassociation,withthebasicoperatinggoalsoftheassociationsuch
as financially sound of the association, increasing cooperation between
the members of the association, activating a guiding education,
strengthening the services for the members and intensifying a supportive business for public purchase system, is promoting various business.
• Protect for member’s rights and interests, make a suggestion to
government for health development as well as communication article.
• Standardizedimensionofmember’sproductandcooperatedinspection
as well as test research.
• Management technology about business for member as well as a
guide for management of product quality, business about training for
examination research.
• Tojoineffortswiththoseofthedepartmentsconcernedfromhomeand
abroad to promote a healthy development and growth of sporting goods
industry in China.
• To serve the interests of CSGF members as well as to strengthen
communications and exchanges among.
• Representing China sporting goods industry to set up ties and
exchanges with international sporting goods organizations and
companies while at the same time to help domestic brands to become
internationalized.
• Toprovidememberswithservicesoninformationonsportinggoodsindustry at home and abroad by issuing a magazine and newsletter monthly.
contact Details
KoSPA - Korea Sporting Goods Industry Association
Yeouido- Dong 61-4 (Life Combi 505)
Yeungdung po- Gu, Seoul
KorEA
Phone : +82 – 2 - 786-7761~3
Fax :
+82- 2 – 786 – 7764
Website : www.kospia.or.kr
What is csGF?
Tradeshow organized by csGF
China International Sporting Goods Show (China SportShow) first started
in 1993 and developed into summer and winters shows in 2002.
Figures for SportShow Summer 2008 :120,000 sq.m., about 1000 exhibitors
Figures for SportShow Winter 2007 : 10,000 sq.m., about 120 exhibitors
contact Details
CSGF - China Sporting Goods Federation
Tiyuguan Road 3, Chongwen District
Beijing 100763
CHInA
Contact:
Laura Yong
Director of International Exchanges Dept.
Phone : +86-10-87183963
Fax :
+86-10-67102689
Website : www.csgf.org.cn
China Sporting Goods Federation (CSGF) was founded in October 1993. It
is composed of various companies and enterprises engaged in research,
manufacturing, marketing, and distribution of sporting goods. Up to the
end of year 2007, it had got about 700 members.
structure of csGF
What is TsMa?
Members
The total number of TSMA members has grown to 353, representing nearly
50% of the annual turnover of the sporting goods industry in Taiwan.
Officials & staff
• WANG JUN
• MA JILONG
• LIU JUN
President (2004 - )
Vice-President & Secretary General (2004 - )
Vice-President & WFSGI Board Member (2004 - )
Organization
General Assembly — Board of Directors and Board of Supervisors —
Chairman — 8 Divisions — 4 Committees (International Affairs, Trade
Shows & International Trade Promotion, Intellectual Property, Overseas
Investments) and Secretariat.
aims & Objectives
•Topromotedevelopmentandgrowthofthesportinggoodsindustryin
Taiwan.
•To coordinate with WFSGI for the ultimate goal to regulate supply and
demand of the sporting goods for the world market.
•To support and assist the government to forestall design piracy and
trade mark counterfeiting in the sporting goods industry.
•Toadviseonreductionofindustrialwasteanditsrecyclingandre-useto
ensure environmental protection in Taiwan.
•To act as arbitrator to disputes among TSMA members and associate
members.
•TodefendtheinterestsofTSMAmembersandagainstirrationalforeign
requests and illegal patent violation and trade mark copying.
•To promote export of sporting goods through trade fairs around the world.
Tradeshows co-organized and cosponsored
2008 35th Taipei International Sporting Goods Show (TaiSPO 2008) :
300 exhibitors, 1582 booths, 14,057 visitors (http://www.taispo.com.tw/
chinese/overview/report2008.shtml) TaiSPO 2009 will be held from March
19 to 22 (Contact : [email protected])
contact Details
taiwan Sporting Goods Manufacturers Association (TSMA), founded in
1972 in Taipei, is the largest official association for Taiwanese sporting
goods industry in Taiwan. Its major tasks are to promote export of Taiwanmade sporting goods, to stage trade fairs in import countries, to achieve
concerted actions for industrial developments, and to facilitate government
policies for industrial environmental protection and prevention of design
piracy and trademark counterfeiting. Since 1981, TSMA Yearbook has been
annually published and recognized as the most authoritative source for
the sporting goods manufacturers in Taiwan. It contains full information of
the products of TSMA’s members.
Officials & staff
• PETEr Lo (Johnson Health Tech. Co., Ltd.)
• IMI SU (Young Chief Industrial Co., Ltd.)
• AnDY M.C. WU. (Tonic Fitness Technology Inc.)
• H.T. CHEn (Jih Kao Enterprise Co., Ltd.)
• GrACE Y. FAnG (Playmaker Co., Ltd.)
• PAo-CHUAnG HUnG (HorngDahZippersCo.,Ltd.)
• JACK CHEn (Sportsman Corp.)
• Dr. GEorGE WooD (TBS Group Corp.)
• ArTHUr LIn (Freesport Corp.)
• JAnE WEn
• JESSICA LIAnG AnD vIvIAn CHEn
• MEI FEnG YAnG
• YUEZHUANLI
Chairman
Honorary Chairman
Secretary General
Exhibition Division
Accounting Division
Design Division
executive directors
• CATHErInE WAnG (Yuan Chi overseas Ltd.)
• BEnJAMIn LIU (Poyang International Co., Ltd.)
TSMA - Taiwan Sporting Goods Manufacturers Association
8 F., No. 22, Teh-Hwei Street
Taipei City 10461,
TAIWAn
Phone : (886-2) 2594-1864
Fax : (886-2) 2591-9396
Website : www.sports.org.tw; www.taiwansports.net
Officials & staff
The Board of Directors elects for 2 year term : one President, several VicePresidents and 38 to 43 directors, two auditors and one Director General.
• FUMIYA TAMIAKI (MoLTEn) President
vice-Presidents
• MASATOMIZUNO(Mizuno)
• YOSHIKAZUISHIMOTO(Descente)
• MInorU YonEYAMA (Yonex)
• TAKASHI HATAno (D&M)
• KIYOMIWADA(Asics)
• TAMENOBUYAMAMOTO(Yamamoto Kogaku)
• KANEMITSUONO(national Hat)
• ISAOKITAOKA(nittaku)
• HIroTAKA MIYAJI
Director General
aims & Objectives
To contribute to the promotion of sound development of the sporting goods
industries and the national physical education in Japan by encouraging
rationalization of production, trade as well as effective use of equipment
and apparels for sport with constant efforts for improvement of the quality
and safety standards of the products.
activities
• Researchsurveyofproduction,distribution,tradeandconsumptionof
sporting goods.
• Studyfortechnologicaldevelopmentandimprovementofproductionfor
sporting goods.
• Establishment and promotion of the size and standard of sporting goods.
• Securingandregisteringlegalrightsfordesignsandutilitypatentsfor
sporting goods.
•Researchstudyforproductliability.
•Planningandpromotionforthesafeandefficientuseofsportinggoods.
•Makinganddistributionofresearchinformationofsportinggoods.
•Other activities achieve the result to meet the objectives of the association.
contact Details
JASPo - Association of Japan Sporting Goods Industries
9TH Floor, Misaki Bldg., 28-9
3 Chome, Kanda Ogawa Machi Chiyoda Ku
Tokyo 101-0052
JAPAn
Phone : +81-3-3219 2041
Fax : +81-3-3219 2043
OCEANIA
What is JasPO?
Association of Japan Sporting Goods Industries.
JASPO is the Japanese authoritative body for sports industry under the
approval of Ministry of Economic, Trade, and Industry. It is a non-profit
organization and does not pursue any objective of ecomomic character for
its own gains. It provides the common platform for sports industry.
Members
What is asGa?
JASPO members are classified under the two following categories :
• RegularMember-SportingGoodsManufacturers
• SupportingMember-Corporation/organizationrelatingtosportbusiness
The Australian Sporting Goods Association is the peak industry body for
the Australian sporting goods industry. ASGA’s primary focus is to foster the
market growth of wholesale and retail sport and active lifestyle businesses.
JASPO members total 120 companies including foreign brand companies
representing the 90 % of total Japanese sporting goods turnover.
ASGA provides market intelligence to its Members across a variety of
categories including sporting footwear, apparel and equipment.
133
WFsGI HanDbOOk 09
In addition ASGA is an industry voice to government on specific issues
impacting the health and growth of the overall industry.
EUROPE
Contact Details
FESI - Federation of the European Sporting Goods Industry
Rue Belliard 20
B-1200 Brussels
Belgique
Phone: + 32 2 762 86 48
Fax:
+ 32 2 771 87 46
E-mail: [email protected]
Website:www.fesi-sport.org
Members
ASGA has three categories of Membership :
• Premium Membership
• Industry Membership
• Non-Industry Membership
All three categories of membership allow for subscription and access to
the market intelligence surveys as well as the other great benefits of being
associated with the Industry Association.
Officials & staff
• Ian Fullagar (Lander and Rogers Lawyers) Chairman
• Sean Cary (ASGA)
Executive Director
• Nikki Wynd (ASGA) Office Administrator
Wholesale Representative Directors
• Ross Langdon (Amer Sports)
• Guy Tuthill (T ‘n’ F Group)
Retail Representative Directors
• Mark Abeyaratne (Drummond Golf)
• Chris Morgan (ARL – Sports Power)
Aims & Objectives
Vision
To be regarded as the authoritative peak body representing a unified and
influential sport and active lifestyle goods industry.
Mission
We are in the business to drive the performance and growth of the
Australian sport and active lifestyle goods industry and its people.
ASGA Core Values
• United representing the collective interests of all stakeholders and
Members
• Influential providing a powerful and relevant industry voice
• Responsive being proactive and ahead of the game
• Honest integrity, transparency and openness
• Informed continually seeking new and meaningful info and providing
valuable insight to the industry
Strategic Themes and Priorities 2008-2011
1.Lead Industry Growth Provide visible and informed leadership to
strengthen the drivers of industry growth and
performance
2.People Development Deliver professional development support and
resources to attract and retain talented people in
our industry
3.Market Insight Premier information source for the Australian
sport and active lifestyle industry
4.Business Development Increase investment in the industry by substan
tially growing our revenue.
Contact Details
ASGA - Australian Sporting Goods Association Inc.
767 Springvale Road
Mulgrave Victoria 3170
Australia
Phone: + 61 3 9263 5394
Fax:
+ 61 3 9263 5294
E-mail: [email protected]
Website:www.asga.com.auw
What is FESI?
FESI Members
The Federation of the European Sporting Goods Industry (FESI) is the
Brussels based Association for European manufacturers and suppliers of
sports and leisure goods. It represents a wide range of products, i.e. sports
goods, sports apparatus, sports clothing, sports shoes, camping, garden
furniture, and other sports and leisure equipment for all sports activities.
FESI was founded in 1960 and is the member of the WFSGI representing
Europe since many years.
VSSÖ - Verband der Sportartikelerzeuger und Sportausrüster Österreichs
Eschenbachgasse, 11
A-1010 Wien
Austria
Phone :+43 1 587 36 33-24
Fax : +43 1 587 01 92
Members
Obmann des Bundesgremiums des Lederwaren, Spielwaren-und
Sportartikelhandels
Wiedner Hauptstrasse 63
A-1045 Wien
Austria
Phone :
+43 5 90 900 3370
Fax :
+43 90 900 13370
President:
Mr. Walter Schwarzinger
Responsible Person : Ernst Aichinger
E-mail :
[email protected]
Website :
www.vsso.at
Today FESI counts on the membership of some 1800 sporting goods
manufacturers mainly represented through its affiliation system :
Regular members
• National Sports Industry Federations (as presented hereafter)
• Industry Suppliers : Acquablitz, Acushnet, Adidas, Asics, Atomic, Diadora,
Fila, Lacoste, New Balance, Nike, Puma, Salomon
• Associated Members: Blizzard, Champion, Elan, FEPI, Fischer, Head,
K-Swiss, Lotto, Marker, Pentland, Rossignol, Siport, Tecnica, Timberland,
Tyrolia, TMd, Umbro, Völkl
In addition, FESI offers the Sustaining membership possibility to other
bodies, companies and institutions, which organise and run sporting
goods trade fairs : ISPO, APLF, KölnMesse
Officials & staff
Key Board Members
• Horst Widmann
• Giancarlo Zanatta
• Claudine Reynes
• Rory Macmillan
• Frank Dassler
• David Pomfret
President (PUMA Vice-President)
Vice-President ASSOSPORT
Vice-President FIFAS
Vice-President Nike
Vice-President adidas
Treasurer FSPA
Permanent Staff
• Alberto Bichi
• Patrycja Polak
• Jérôme Pero
• Irina Mihalcut
Secretary General
FESI Issue Manager
FESI Issue Manager
Assistant to the Secretary General
Aims & Objectives
As mentioned in the bylaws, FESI is the representative European organization voicing the legitimate interests of its sporting goods industry members
vis-à- vis the European institutions as well as other authorities and bodies.
More specifically it has to :
• Protect and promote the joint interests of its members relating to all
basic matters of the European Market.
• Represent its members vis-à-vis European authorities and institutions.
• Create the conditions for supra-national cooperation of its members.
One of the principle goals of FESI is to foster and preserve free trade
between all European Member States and, of course, to facilitate trade
world-wide. FESI represents a total amount of approximately 1800
companies with an annual turnover of about 45 billion Euro.
BSI - Bundesverband der Deutschen Sportartikelindustrie
Mullenweg 12
D-53604 Bad Honnef
Germany
Phone :
+49-22/24 763 81
Fax :
+49-22/24 759 40
Responsible person : Mr. Adalbert Von der Osten
President : Désirée-Derin Holzapfel
Website :
www.bsi-ev.de
ETENDYPO
Syngrou 348
Kallithea, Athens,
Greece
Phone : Fax : President : +30 210 9464 400
+30 210 9464 300
Mr Michael Malamatinas
ASSOSPORT
Palazzo Giacomelli
Piazza Garibaldi 13
I-31100 Treviso
Italy
Phone : Marisa +39 0422 41 00 87
Manuela +39 0422 41 91 67
Fax : +39 0422 579 535
Responsible Person :
• Mrs. Manuela Viel e-mail : [email protected]
• Mrs. Marisa Bosa e-mail : [email protected]
President : Mr.Giancarlo Zanatta
Mr. Luciano Andreatta / [email protected]
Website : www.assosport.it
AVOZ CR
AVOZ/Prosport Praha
Karla Mündla 636
CZ-252 30 Revnice
Czech Republic
Phone :
+420-241/483 338
Fax :
+420-241/481 339
Responsible Person : Mr. Jan Cermak
E-mail :
[email protected]
Website :
www.avoz.cz
FGHS
Vereniging van Fabrikanten en Groothandelaren in Sportbenodigheden
Sports Business Centre
Plesmanstraat, 1
NL-3833 LA Leusden
The Netherlands
Phone :
+31-334/34 35 80
Fax : +31-334/34 35 83
Responsible Person :Mr. Dirk Vinken / e-mail: [email protected]
President : Ms. Lizette Visscher
Website : www.fghs.nl
SPORTSBRANCHEN
Sportbranchens Leverandorforening
Damvejen, 22
Bendstrup
DK-3400 Hillerd
Denmark
Phone :
+45-48/28 58 10
Fax :
+45-48/28 58 15
Responsible Person : Mr. Preben Boas
E-mail:
[email protected]
Website : http://www.sportsbranchen.dk
AFYDAD
C. Viladomat 174
ES-08015 Barcelona
Spain
Phone : +34-93/416 94 89
Fax :
+34-93/416 93 01
Responsible person : Ms. Cristina Guevara
President :
Mr. Marc Puig
E-mail :
[email protected]
Website :
www.afydad.com
FIFAS - Fédération Française des Industries du Sport et des Loisirs
3, rue Jules-Guesde
F-92300 Levallois
FRANCE
T :
+33-1/4731 56 23
Fax : +33-1/47 31 56 32
Responsible Person : Mrs. Catherine Trachtenberg
President : Mrs. Claudine Reynes
e-mail : [email protected]
Website : http://www.fifas.com
SPORTFORUM
Fleminggatan 14
Box 22307
S-10422 Stockholm
Sweden
Phone :
+46-8-678 60 05
Fax: +46-8/679 96 65
Responsible Person : Mr. Klas Elm
President : Mr. Christer Jansheden
Website : www.frisab.com
135
WFSGI Handbook 09
FSPA - Federation of Sports and Play Associations
Federation House
National Agricultural Centre
Stoneleigh Park
UK-CV8 2RF Warwickshire
United Kingdom
Phone:
+44-2476/41 49 99 ext 210
Fax:
+44-2476/41 49 90
Responsible Person :
• Mr. David Pomfret e-mail:[email protected]
• Ms Jane Montgomery e-mail :[email protected]
President : Mr. Mark Hammersley
Website : www.sportsandplay.com
The Board selects the President, Vice-presidents and the Secretary General
of Association.
Board of Directors
• Vyacheslav Starshinov
• Leonid Strakhov
• Alexander Perlov • Andrei Maslak • Vladimir Bogdanov • Sergey Vorob’ev • Sergey Lepnukhov • irina Kadakova President
Vice-president
Vice-president
Secretary General
Member of the Board
Member of the Board
Member of the Board
Member of the Board
• Alexander Bereznikov Executive Director
The RASIE Inspection Commission controls the financial and economic
activity of the organization. The RASIE Inspection Commission members
are elected for the term of 2 years by the General Assembly.
Members of the Inspection Commission
• Dmitry Ovsiannikov
Chairman
• Vadim Gavrilov
Member
(Information about 3d person I’ll add later, if it is possible)
What is RASIE?
Russian Association of Sports Industry Enterprises (RASIE) is a non-profit
organization, which unites enterprises and companies, manufacturing and
selling sporting goods in Russia, and suppliers of the industry. RASIE was
founded at the beginning of 2004. At present, more than 60 sport industry
companies are the members of RASIE. RASIE is a member of Russian
Chamber of Commerce and Industry and a member of the World Federation
of the Sporting Goods Industry, Federation of the European Sporting Goods
Industry.
Members
AVM Ssport
Asidas
Al Sar
Amer sports
Australian
Angel
AST-Sport
Baltic Bridge
Bamard
BASK
City Sport – M
Dinamo
EFSI
Elit International
Eurofootball
Factory of sports footwear (Klin)
Fan sport
Football industry
Infosport
International Sport Group
Intersport
John-rus
Kait-sport
Legal initiative XXI
New balance
Nike
DIVS
Proline
Neva Engineering
Sovetsky sport
Sport collection
Sport Communication Group
Sport contact
Sport hall
Sport House
Sport House International
Sportmaster
Sportsoorugeniya
Sprandi
Stayer
Decathlon
CSI Moscomsport
Atemi
Union sport
Gaztehnika
Bamard
VMZ Yantar
Vega group
Milanj 2000
Utres group
Red fox
Ronin sport
Madwave
Vasil
Mesuca Joerex
Modus
Vizavi
Omega
Stavelektrostroy
Unitrade
VISTI
Officials & staff
The members of the Board Directors as well as the Executive Director are
elected for the term of 2 years by the General Assembly of RASIE members.
Structure
• Committee on production
• Committee on trade and regional activities
• Committee on industry informatization
• Committee on construction and equipment of sports venues
• Committee on foreign-economic activities
• Committee on creation of technical regulations
• Committee on interaction with state structures
Aims & Objectives
• Development of civilized sporting goods market in Russia.
• Promotion of constructive dialogue between business and state.
• Development and realization of measures for preventing counterfeit
production, and protection of trademarks as well as industrial and
intellectual property on the territory of Russia.
• Emphasize on the social responsibility of business.• Creating an organization, which could present interests of sports
companies in state bodies, public and business community in Russia
and abroad.
RASIE was founded on March 2004. From the date of its foundation, RASIE
managed :
• To organize and hold the 2nd, the 3rd, the 4th and the 5th National Forum
«Sport Industry of Russia-2004», Forum «Sport Industry of
Russia-2005», Forum «Sport Industry of Russia-2006», Forum «Sport
Industry of Russia-2007».
• To organize and hold regional conferences on sports subjects.
• To work on creation of Technical Regulations in sports industry.
• To lead activity on Russian custom rates decrease.
• To provide active communications among sporting goods enterprises.
Contact Details
RASIE head office - Russian Association of Sports Industry Enterprises
Build 1., 1st Volokolamsky proyezd, 10.
Moscow, 123060
Russia
Phone / Fax : + 495-981-53-48
Website : www.rapsi.ru

Handbook 2009

Transcription

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