On announcing the availability of Nike’s 2007-09 Corporate Responsibility (CR) report, Nike president and CEO, Mark Parker, said that sustainability would be key to the company’s future growth. The report details progress on Nike's five-year CR goals set in 2007 and provides a comprehensive review of its CR efforts over the past three years.

The CR report outlines the next step in its CR strategy from a risk management, philanthropic and compliance model to a long-term strategy focused on innovation, collaboration, transparency and advocacy. The company plans to incorporate its Sustainable Business and Innovation (SB&I) strategy across its business units, aiming to provide greater returns for its business, communities, factory workers, consumers and the planet.

"Sustainability is key to Nike's growth and innovation," said Mr Parker. "Making our business more sustainable benefits our consumers who expect products and experiences with low environmental impact, contract factory workers who will gain from more sustainable manufacturing and our employees and shareholders who will be rewarded by a company that is prepared for the future."

Nike’s vision is to reach a closed-loop business model which achieves zero waste in the supply chain and uses products and materials that can be continuously recycled, involving no pre- or post-consumer waste.

"The link between sustainability and Nike as a growth company has never been clearer," said Hannah Jones, vice president, SB&I. "There are serious potential impacts of social, environmental and economic shifts on labour forces, youth sport, supply chains and products. This gives Nike the opportunity to use our power of innovation and our commitment to transparency and collaboration to tackle these complex issues."

The company says it has made progress on many fronts, such as implementing lean and human resource management training in contract factories and reducing waste and toxic materials as well as increasing its use of environmentally friendly materials.

The report discusses area where progress against other goals remains more challenging, such as managing overtime in contract factories. The company has revised or clarified targets in a few instances “due to a better understanding of the complexities of the issue or a change in strategy”.