nike csr presentation

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MOVE TO ZERO

MOVE TO ZERO IS NIKE’S JOURNEY TOWARD ZERO CARBON AND ZERO WASTE, HELPING TO PROTECT THE FUTURE OF SPORT.

OUR PATH TO ZERO

We all share the responsibility for our playground—Planet Earth. That’s why we’re reimagining things top to bottom through sustainability and circularity. We’re focusing on carbon, waste, water, and chemistry, aiming to hit targets by 2025. Check out our Impact Report to see our progress.

2025 TARGETS

0.5M tons less of greenhouse gas emissions, through increasing our use of environmentally preferred materials to 50% of all key materials: polyester, cotton, leather and rubber.

100% waste diverted from landfill in our extended supply chain with at least 80% of waste recycled back into Nike products and other goods.

25% reduction of fresh water usage per kilogram in textile dyeing and finishing.

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BLOOM OVER DOOM

Nike has pushed the boundaries of sustainable innovation for decades. But what got us here won’t get us where we need to go. We’re evolving the playbook, transforming science fiction to science fact, at Nike’s scale. We’re not there yet, but we know where we’re going—moving to zero and then beyond. We think of it as “Bloom Over Doom”—tenacious optimism, audacious innovation and collective action so we all, and this beautiful blue ball, thrive.

MATERIALS WITH LESS IMPACT

By reusing existing plastics, yarns and textiles, and inventing entirely new materials, we’re making big strides forward on our journey to zero carbon and zero waste.

CIRCULAR SOLUTIONS

Protecting the future of sports means rethinking how we bring products into the world, make them last and giving them new life. Learn about the services we offer, the steps we’re taking, and how you can move to zero with us.

MAKE YOUR GEAR LAST

Explore our Product Care guide for easy maintenance and care recommendations to get the most out of your favorites.

Recycling + Donation

Help reduce waste by donating or recycling worn athletic shoes and apparel.

Refurbished

We source a mix of eligible returns and open box footwear to create an opportunity to purchase gently used shoes at a lower price.

Re-Creation

We collect local vintage and dead stock product, using its materials to create newly designed and manufactured pieces.

TAKING ACTION, TOGETHER

Did you know? The “Sunburst” symbol was created in the 1970s as a circular option where asymmetry of the Swoosh logo didn’t work. Since then, in the same nature of our circular design philosophy, we’ve repurposed the logo. Today, when you see this logo, you see one small step in our journey to Move to Zero.

Get the latest Nike Sustainability news and discover new ways we can help protect the future of sport together.

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Nike Forward: A Little Care Goes a Long Way

Nike Forward is a special material that appreciates special care. Wash Nike Forward garments on cold before laying them flat to dry. Take care of any piling with an electric fabric shaver.

Move to Zero

Meet Nike Forward

The inaugural collection is made with an average of 75% less carbon compared to our traditional knit fleece. We call it Forward because that’s where we’re going.

Maximum Mileage: 12 Easy Ways to Extend the Life of Your Running Shoes

Runners share tips on getting started with simple, daily gear care. The best part? These hacks can help you reduce waste and be a more mindful runner.

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Want your running shoes to last longer? Simply cleaning them can go a long way. Watch as Nike apparel designer Raj Mistry shows how small, everyday actions can have a big impact.

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Circular design guide.

Did you know? The “Sunburst” symbol was created in the 1970s as a circular option where asymmetry of the Swoosh logo didn’t work. Since then, in the same nature of our circular design philosophy, we’ve repurposed the logo. Today, when you see this logo, you see one small step in our journey to Move to Zero. Get the latest Nike Sustainability news and discover new ways we can help protect the future of sport together.

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How Nike’s Sustainability Mission Has Transformed + What the Athletic Giant Is Focused on for 2025

Peter verry, senior news and features editor, athletic and outdoor.

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As Nike strengthened its grip on the ultracompetitive athletic market over the past 50 years, the company has worked to evolve and strengthen its purpose. During that time — especially since it released its first Impact Report two decades ago — one thing has remained constant: sustainability matters.

As time went on, the company knew it had to evolve to address the complex and constantly-changing issues, according to Nike chief sustainability officer Noel Kinder.

“A lot of companies have a chief sustainability officer and maybe a small team around them that works with their constituents around the company, which is an approach we took for a long time,” Kinder told FN. “As we moved through the maturity curve, when I came to this role about three years ago, we decided it was time to embed sustainability throughout the company. There are senior leaders, usually vice presidents, who lead sustainability teams and sit at the leadership tables of the major functions throughout the company: innovation, product creation and operations and logistics, contract manufacturing all the way through Nike retail and even marketing and communications.” 

He continued, “Pairing the specific quantitative targets we have with teams that are embedded with the folks that are getting the work done, has allowed for progress in a way that we haven’t had in the past, just because it’s so institutionalized throughout the company.”

The athletic giant recently revealed its 2021 Nike Inc. Impact Report, which included an assessment of its sustainability efforts from the past year and a look into the company’s goals to hit by 2025.

Nike listed highlights from 2021, including the use of 78% renewable energy powering its globally-owned or operated facilities. In addition, 100% of the manufacturing scraps at its Tier 1 finished goods footwear suppliers were diverted from landfills through increased recycling, and recycled polyester made up 38% of the Nike brand footwear’s total polyester usage, which is two times the previous year.

In terms of its facilities, Nike debuted the LeBron James Innovation Center in October 2021, which received LEED Platinum certification. The facility features 908 solar panels on the roof, 21,210 pounds of Nike Grind on the Nike Sport Research Lab floors, 100% renewable electricity and 40% less water because of water-efficient fixtures.

The Serena Williams building on campus — which was also completed in 2021 — received LEED Platinum certification and the Nike Adapt distribution center in Byhalia, Miss., earned LEED Gold certification.

From a product perspective, one of the more attention-grabbing efforts in 2021 was Nike Refurbished , an initiative it described it as a “fully circular consumer offering” where it refurbished hand gently worn, like-new or slightly imperfect footwear, both performance and lifestyle, in men’s and women’s sizing.

More recently, Nike revealed several sustainability-minded footwear and apparel selections for the spring and summer. These selections include reimagined Air Max classics for spring ’22 (Air Max 90, Air Max 95, Air Max 97) made with at least 25% recycled synthetic leather and 100% recycled polyester, and a trio of looks (Air Max 2021, Air Max Dawn, Air Max Motif) made will have at least 20% recycled content by weight. And in the summer, Nike will debut the Sun Club Pack, featuring playful shoes (Air Max Pre-Day, Blazer Low ’77 NN, Air Force 1 LV8 NN, Court Vision Lo NN) made with at least 20% recycled content by weight.

While Kinder said it’s difficult for him to choose one area that is making the biggest difference, he noted that the company’s progress in water conservation is perhaps the most impressive.

According to Nike, the company reduced its freshwater use by 6.7% per kilogram in 2021 of material for its textile dyeing and finishing factories.

“We’ve done good work in the water space over the last couple of years, and have over indexed against our targets pretty consistently,” Kinder said. “That’s a function of taking an outside-in perspective. We’ve hired talent from the semiconductor industry, we’re deploying that talent against the textile partners that we have, and we’re learning from industries that are more sophisticated than ours to get better.”

Looking ahead, Nike has detailed a series of targets to hit by 2025, including the 70% absolute reduction in greenhouse gas emissions in its owned or operated facilities and 10 times the amount of finished product waste refurbished, recycled or donated (over its baseline of 2020) and to adopt clean chemistry alternatives for its 10 priority chemistries across its supply chain.

Despite the progress that has been made, Kinder acknowledged there’s still room to improve. The biggest opportunity, according to Kinder, concerns speed and scale.

“We’re pretty good with [speed and scale], but the reality is with the complexity and urgency of climate change, and the size that Nike’s footprint represents, we need to go fast,” Kinder said. “We’re fortunate that we have the scale that we have, but that doesn’t mean we don’t continue to push ourselves. What’s great about where we are today is the notion that we’ve integrated sustainability at all the major functions in the company, and we’re harnessing the passion and energy of our employees.”

That team focus has been critical, he said. “In a lot of ways, the folks that design and create our products continue to push us even harder. They’re looking to us and saying, ‘Hey, we want to do this work, help us find better alternatives.’

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Nike Stakeholders & Corporate Social Responsibility

Nike Inc. maintains corporate social responsibility (CSR) programs to address the interests of its major stakeholder groups. According to Archie Carroll, stakeholders are individuals or groups that have a stake in what the business does. The company influences them, and they influence the company in return. The brand image and sales performance of Nike sports shoes, apparel, and equipment are subject to the effects of stakeholders’ interests and corresponding actions. Nike addresses these stakeholders’ interests through a number of corporate social responsibility programs. However, charitable programs are the main arm of the sporting goods company’s corporate social responsibility strategy.

Stakeholders’ interests are satisfied through Nike’s corporate social responsibility (CSR) programs. The corresponding CSR policy and strategy are based on Nike’s consideration for communities and customers, whose interests influence the company’s design and production of its athletic footwear, equipment, and apparel. Considering that members of these stakeholder groups represent the sporting goods market, the satisfaction of corporate citizenship goals relates to the effectiveness of the brand and other competitive advantages described in the SWOT analysis of Nike . For example, a sustainable or green brand image can increase the company’s effectiveness in attracting environment-focused customers.

Nike’s Stakeholder Groups & CSR Initiatives

As a global business, Nike Inc. has a wide variety of stakeholders influencing the sales of its sports shoes and other products. However, the company’s corporate social responsibility programs target only a number of major stakeholder groups. Nike has the following stakeholders, arranged according to the company’s prioritization:

• Customers (top priority)
• Communities
• Governments
• Interest Groups

Customers . Nike’s corporate social responsibility strategy gives top priority to customers as a stakeholder group. Customers are significant because they affect sales revenues in the footwear, apparel, and equipment market. In the case of Nike Inc., these stakeholders’ interests include high-quality products and reasonable prices. The company addresses these interests through R&D investments. For example, Nike continues to provide products with high quality and advanced technology. Many of the corporate citizenship efforts for this stakeholder group are communicated through Nike’s marketing mix (4Ps) . For example, the public relations component of promotion activities highlights the company’s CSR programs, sustainability status, and business ethics, to maintain a positive brand image. The corporate social responsibility strategies of competitors, like Adidas and Puma, affect how customers respond as they compare the corporate citizenship statuses of firms in the sporting goods market. Considering high profitability and growing sales revenues, Nike’s corporate social responsibility programs effectively satisfy the interests of customers as a top-priority stakeholder group.

Communities . This stakeholder group influences Nike’s corporate social responsibility standing and brand strength. Customers tend to buy more of a product that has a positive impact on communities. The interests of these stakeholders include support for the development of communities. Nike Inc. addresses these interests through charitable programs and grants, which serve as the company’s primary means of supporting community development initiatives. For example, the company has community development programs in developing countries, focusing on supporting the empowerment of girls. The company also has a variety of “Community Impact” corporate social responsibility programs, such as the Active Schools & Youth Sports program, which donates funds and sports shoes, apparel, and equipment to promote physical activity among students. These Community Impact programs align with Nike’s mission statement and vision statement , in terms of considering everyone an athlete. The sportswear company allocates a percentage of its pre-tax income to support these community development initiatives.

Employees . Nike Inc. recognizes the significance of employees as a stakeholder group that influences organizational effectiveness. For instance, employees’ performance directly translates to business performance. The interests of these stakeholders include fair compensation, career development opportunities, and a sense of purpose. Nike addresses these interests through corporate social responsibility policies and programs that focus on internal leadership development, talent management through coaching and mentoring, and team building. Also, Nike’s company culture (organizational culture) promotes an inclusive work environment that boosts employees’ morale and facilitates the satisfaction of their concerns regarding corporate social responsibility and business ethics in the workplace. These CSR efforts maximize human resource support for Nike’s ability to produce more popular and advanced athletic footwear, apparel, and equipment.

Governments . As part of its corporate social responsibility strategy, Nike Inc. identifies governments as a stakeholder group. These stakeholders are important because they affect how Nike operates, in terms of its permits, limits, and legal actions. Governments are interested in legal and regulatory compliance, as well as business contributions to tax revenues and community development. Understandably, the community development interest is addressed through Nike’s corporate social responsibility programs for community development. In addressing the other interests of this stakeholder group of governments, Nike Inc. maintains policies and standards to ensure compliance in all its business areas. Thus, the firm’s corporate social responsibility strategy satisfies the interests of governments as stakeholders.

Interest Groups . Nike’s corporate social responsibility policies also address the concerns of some interest groups. These stakeholders affect Nike in terms of potential government intervention and in terms of consumer perception regarding the company and its sporting goods. The interests of these stakeholders are varied, including fair labor practices, business sustainability, and environmental conservation. These interests reflect sociocultural and ecological trends, such as the ones identified in the PESTLE/PESTEL analysis of Nike . These trends show that communities tend to favor sustainable businesses and companies that have satisfactory corporate citizenship programs. Nike Inc. addresses these interests through charitable giving, sponsorships, and funding for some social programs. The company also has corporate social responsibility policies for improving labor management and environmental impact. These considerations indicate that Nike Inc. satisfies the concerns of interest groups.

Nike’s CSR Performance in Addressing Stakeholders’ Interests

Nike’s prioritization of customers reflects the importance of this stakeholder group. The satisfaction of customers directly affects revenues. The company’s corporate social responsibility strategy is also satisfactory in terms of giving second priority to communities, considering the variety of policies and programs to support these stakeholders. While it is understandable that employees determine organizational performance, Nike’s corporate social responsibility support for communities is congruent to its support for customers as a top-priority stakeholder group. Communities determine customers’ buying behaviors. Overall, Nike Inc. is effective in ensuring that its corporate social responsibility programs support the sporting goods business aims of optimizing sales revenues while contributing to societal improvement.

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• Park, J. G., Park, K., Noh, H., & Kim, Y. G. (2023). Characterization of CSR, ESG, and corporate citizenship through a text mining-based review of literature. Sustainability, 15 (5), 3892.
• U.S. Department of Commerce – International Trade Administration – Consumer Goods Industry .
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The CSR Strategy of Nike

Nike is not only the largest supplier of sportswear in the world. It is also one of the prime examples of a multinational corporation that has used its resources and influence to create value through a dedicated corporate social responsibility or CSR strategy. The company has even made CSR part of its mission and vision while also aligning its CSR programs with its branding. Nevertheless, considering how it allocates and uses a portion of its capital for various causes, the CSR strategy of Nike has become a source of its competitive advantage and a tool that complements its strengths and overall marketing strategy.

Understanding and Appreciating the CSR Strategy of Nike: Moving the World Forward Through the Power of Sports

The company faced criticisms for human rights abuses transpiring in its outsourced manufacturing facilities. It was one of the several Western companies that were part of the global sweatshop scandals throughout the 1980s and 1990s. The company was specifically accused of tolerating the use of child labor and poor working condition in its factories.

Nevertheless, to quell negative sentiments from the public and deal with boycotts, Nike created a dedicated department in 1996 responsible for managing the compliance of its outsourced partners with labor standards. The company created a proper department in 1998 following its realization that corporate social responsibility goes beyond compliance.

The first Corporate Responsibility Report was published in 2001. Reporting took various forms. These included the Sustainable Business Performance Report which was first published in 2010 and the Impact Report which was first published in 2018. The Impact Report has since become its main document detailing the milestones and targets of its CSR strategy,

Noteworthy CST Programs

The entire CSR strategy of Nike is built on four focus areas or main pillars. These are workforce empowerment, ethical supply chain, community empowerment, and environmental protection. The following are the details of each pillar:

• Diversity, Equity, and Inclusion: Part of the CSR strategy of Nike is to build more equitable and inclusive practices to empower its employees and create its envisioned workforce. It has rolled out tactics aimed at budling a team that is representative of the people it serves and accelerating the careers of its employees.

• Responsible Sourcing: The company has also advocated for better practices and greater transparency throughout its global supply chain. It has used its resources and influence to help create and advocate for policies, practices, and tools that promote the interests and protect the welfare of people working for its suppliers.

• Empowering Communities: It has also made significant investments in programs designed to strengthen communities through play and sports. The company has collaborated with more than 100 community partners to deploy research-backed and inclusive play-based and sports-based programs for children.

• Protecting the Planet: Another notable element in the CSR strategy of Nike is its commitment to promoting sustainability and addressing pressing environmental issues. It uses scalable innovations to tackle issues like carbon emission, waste generation and waste disposal, water conservation, and sustainable chemistry.

Nike has developed and deployed specific initiatives and programs under each pillar. Some of these programs are even intended to fulfill the goals and objectives of at least two pillars. The following are some of the notable CSR programs of Nike:

• Business Diversity and Inclusion: It has a specific program tailored to promoting diversity and inclusion among its various business partners. These partners range from suppliers of raw materials and contract manufacturers to marketing agencies and general contractors. The specific Business Diversity and Inclusion or BDI program requires interested business partners to meet a set of standards.

• The Girl Effect Movement: Nike is a founding member of the global movement called Girl Effect. It aims to address the root cause of gender inequality by empowering and educating adolescent girls in developing countries. The specific program attached to the movement focuses on providing girls with access to education, health services, mentorship, and opportunities for economic empowerment.

• Product Red Involvement: The company has also produced sportswear products under the Product Red brand. Product Red is an initiative that aims to raise awareness and funds to help eliminate transmissible diseases. Companies like Apple and Starbucks have also developed products under the brand. A portion of sales from Product Red products goes to the Global Fund to Fight AIDS, Tuberculosis, and Malaria.

• Sustainable Apparel Coalition: Nike is one of the founding members of the Sustainable Apparel Coalition that works on developing and promoting sustainable practices across the textile and fashion industries to promote environmental protection and positive social impacts. The Coalition is a collaborative effort involving various companies or brands, retailers, manufacturers, and non-government organizations.

• Nike Better World: It has developed an initiative called the Nike Better World that focuses on sustainable design and innovation. The specific goals and objectives of this initiative center on creating products that are more environmentally friendly. Examples include products that use recycled materials and even production processes that utilize minimal raw materials and generate less waste.

• Design To Move Partnership: The company has partnered with other organizations to launch the Design To Move Initiative which aims to combat the global physical inactivity epidemic. It focuses on creating specific programs and opportunities for people, especially children, to engage in physical activity and lead healthier lives. The initiative also conducts studies documenting the effects of physical inactivity.

• Nike Grind Materials: Nike has developed a collection of materials called Nike Grind. These are composed of pre-manufacturing scraps, recycled post-consumer products, and unsellable products or production rejects. Examples of Nike Grind materials include rubber, foam, and fiber. The goal of this initiative is to reduce waste, promote sustainable fashion, and close the lifecycle loop of Nike products.

• Reuse-A-Shoe Program: The company has launched the Reuse-A-Shoe Program to develop its capabilities of collecting and recycling old and worn-out footwear products. This program involves placing dedicated bins in strategic locations, operating larger drop-off locations, and operating dedicated recycling facilities. It supports specific programs like the Better World program and the Nike Grind initiative.

• Move To Zero Strategy: Nike also has a specific strategy within its greater CSR strategy that aims to drive the company toward zero carbon emission and zero waste production. The entire strategy develops, implements, and evaluates all related decisions, initiatives, and programs aimed at making the company carbon-neutral and waste-neutral. The strategy aspires to achieve these goals by 2020.

Purpose of the CSR Strategy

The entire CSR strategy of Nike has demonstrated a multi-faceted approach to adhering to the socioeconomic model of corporate social responsibility . Remember that the company believes that its responsibility does not rest alone in promoting and protecting the welfare of people working to produce its products. It believes that it has a greater role in promoting and protecting the interest of all of its relevant stakeholders.

It would appear that the company is dedicated to its CSR but it is also important to underscore the fact that its CSR strategy has brought forth numerous benefits that add to its strengths and competitive advantage. For starters, through its various CSR programs and initiatives, the company reinforces a positive corporate image and enhance further its brand reputation that helps attract like-minded investors and customers.

Furthermore, in considering its efforts to promote diversity and inclusivity in its workforce, Nike has expanded its access to the global labor market and has managed to attract and retain top talents across the world. It also reduces the risks that come from possible legal consequences, public backlashes, and business operation disruptions due to unfair labor practices within its organization and across the workplaces of its suppliers.

The CSR strategy of Nike has also complemented its product strategy and overall marketing mix. Its attempt to integrate the principles of sustainable fashion within its supply chain strategy and production processes has brought forth innovative ways of developing and producing its products. Relevant initiatives aimed at promoting sustainable fashion have helped in controlling further its supply chain and creating product differentiation.

Nevertheless, based on the aforementioned, the company provides a leading example of how a business organization can create a win-win situation through a well-designed and properly executed corporate social responsibility strategy. Its specific CSR programs and initiatives have produced positive outcomes that have benefitted its stakeholders and its entire value chain. Its CSR strategy demonstrates that a business can do good by doing good.

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NIKE Global Impact and CSR Report – NIKE Spent $81.9 million on community development

Girls get it done. and no other brand depicts this better than nike. this sports brand, which has epitomised cool for decades, is making sports and fitness all the more inclusive, especially for girls and women across the board. a look at the nike global impact and corporate social responsibility (csr) initiatives of late drive home this commitment not only towards inclusive sports but also to a circular economy, minimising waste and environmental impact, driving renewable energy and experimenting with sustainability in every aspect of manufacturing., the commitment to transparency, accountability, and impact specially since the year 2015 is reflected by the approach to sharing “priority issues” and reporting on progress toward nike’s 2020 targets. the csr journal presents excerpts from the brand’s 2019 impact report., nike global impact and csr report, the targets and measures in this report represent the brand’s public commitments and are an aggregated view of the company’s long-term goals to meet stakeholder expectations and align with business priorities. building on nike’s reporting tradition since 2001, the nike global impact report charts progress against social and environmental targets and priority issues annually., 1. letter from the ceo, writes john donahoe, president and ceo:, “nike exists to progress sport. but in recent years, we also face a broader challenge: to help protect sport itself. today, that’s why we’re thinking even bigger than delivering inspiration and innovation for athletes. to best serve future generations, we’re also bringing the best of nike to respond to some of the most pressing challenges of our time. nike’s purpose is to unite the world through sport to create a healthy planet, active communities and an equal playing field for all. these are more than aspirations – they are foundational priorities that shape decisions across every aspect of our business.”, “as of this fy19 nike, inc. impact report, i have been president and ceo of nike for less than two months. yet the extraordinary impact nike can have is already clear to me. this is the power of sport. like so many across our company, i came to nike because i believe in sport. i believe in sport’s capacity to transform lives and communities. and at a time when our society is more fragmented than ever when polarization is wearing down our institutions and climate change is threatening our very survival, i believe in the power of sport to bring us together to change the world for the better.”, “nowhere does that capacity for impact matter more urgently than with regard to our changing planet. when it comes to the growing climate emergency, the data is crystal clear – and so too are the voices of our athletes. as marathon start times get moved into pre-dawn hours and players and fans suffer from heat exhaustion due to extreme weather conditions, those who work in sport see first-hand the damaging effects of climate change. this crisis is affecting the athletes we serve – not someday, but right now – and in turn compelling us to swiftly evolve our business.”, “if there is no planet, there is no sport. it is this understanding that drives the urgency of our commitment to sustainability and impact. in fy19, we made some incredible progress toward our goals. we invested more than $81 million to drive impact in our communities and got more than 17 million kids active. when we help unleash the power of play and sport for kids, we can change lives. that’s why our priority in our community work is to get kids moving. and because a good coach can make all the difference in a kid’s experience – we’ve helped train nearly 100,000 community coaches through nike-supported programming. one particular focus for us is increasing the number of female coaches, as we know they are such powerful catalysts in inspiring more girls to get active.”, “from partnering with community organizations to recruit and train female coaches to launch a training guide with the united states olympic and paralympic committee to help all coaches create a girl-inclusive culture, we continue to invest in creating safe spaces where girls can learn, grow and become the leaders we know they can be, in sport and in life.”, “we’ve previously set a target to reach 100% renewable energy in our owned or operated facilities by 2025. we recently achieved 100% renewable energy across north america – an impressive stride toward our global energy goals. we are also working to eliminate footwear manufacturing waste to landfill or incineration. in fy19, 99.9% of footwear manufacturing waste was recycled by contract factories or converted to energy. in addition, we are increasing the use of more sustainable materials across our products, transforming some 1 billion plastic bottles per year into recycled polyester for jerseys as well as other materials for both apparel and footwear.”, “across our supply chain, we’re also investing in creating a skilled, valued, and engaged workforce. one key, we believe, is enabling contract factory workers to share in productivity gains. this year, we scaled our supplier engagement and wellbeing survey, which provides a holistic, comprehensive view of the worker experience and captures an actionable data set for our suppliers. in fy19, we increased participation in the survey to 45 facilities, nearly doubling the reach to 270,000 people in their combined workforce.”, “we also continue to think critically about the change we want to drive inside nike. in fy19, we maintained the global pay equity ratio for men to women, and white to underrepresented groups in the u.s., that we achieved last year. over the past year, we increased vp-level representation for women by 3 percentage points (p.p.) to 39% globally and for u.s. underrepresented groups by 2 p.p. to 21%. while this is good progress, we know there is more work to do. we will continue to increase representation and strengthen our culture of belonging.”, “and we will continue to strive to bring sport to kids and communities everywhere by scaling more sustainable solutions that teams across nike are tirelessly developing every day. we will continue to innovate for all athletes everywhere to help ensure an equal playing field for all and to challenge existing systems while we drive toward a more circular future.”, “to me, the same qualities that have made nike the world’s leader in sport – our boldness, our creativity, our ambition – are the same qualities that position us for wider impact in the face of today’s global challenges. this is why i’m so hopeful. already, i can see the meaningful difference that our teams are making in the world – for our people and our planet. the stakes couldn’t be any higher. and yet, the opportunities couldn’t be any greater.”, “like so much else at nike, it’s not enough to be in the game. at nike, we lead. and as we challenge ourselves to always do better and think bigger, we can and will create the future we want to see.”, 2. corporate governance, nike’s corporate governance reflects the company’s commitment to monitor the effectiveness of policy and decision making both at the board of directors and senior management level. in this context, nike approaches governance with a view to enhancing long-term shareholder value and corporate purpose, including corporate responsibility, human rights, sustainability, diversity and inclusion, and global community and social impact., 2.1. crs&g team, the corporate responsibility, sustainability and governance (crs&g) committee of the board of directors sets the tone and pace for sustainability within nike’s business strategy. the committee is responsible for reviewing significant strategies, activities, and policies regarding sustainability, contract manufacturer labour practices, community impact, and charitable activities, among other duties., 2.2. purpose committee, the purpose committee directs and oversees the end-to-end integration of nike’s work in diversity and inclusion, community, labour, and environmental impact. it challenges the business to better understand social and sustainability impacts, to set ambitious targets for improvement, and overcome obstacles in achieving progress, and helps to shape the group’s evolving approach to transparency. the purpose committee meets regularly to review these targets, performance, and disclosures., 2.2.1. this committee includes:, 1) evp, chief financial officer – andy campion, 2) chief marketing officer – dirk-jan van hameren, 3) president of consumer and marketplace – elliott hill, 4) evp, chief administrative officer and general counsel – hilary krane, 5) evp, global human resources – monique matheson, 6) vp/gm of global categories – amy montagne, 7) president of nike direct – heidi o’neill, 8) evp, chief communications officer – nigel powell, 9) president of categories and product – michael spillane, 10) chief operating officer – eric sprunk, 11) president of jordan brand – craig williams, 3. nike global impact on communities, nike has a deep-rooted legacy as committed partners in the communities where employees live and work. the corporation plays to its strengths and prioritizes bringing play and sport to communities around the world. and that’s a more pressing need today than ever before because the world is moving less and today’s kids are among the least active ever., 3.1. csr spend, they consistently meet the target of investing 1.5% of nike’s pre-tax income (pti) to drive positive impact in communities, and fy19 was no exception. the brand surpassed the target again, investing $81.9 million to drive impact in communities around the world. this represents 1.9% of pti, based on the prior year., from fy15 to fy19, nike global impact report shows that it invested $417 million in communities, of which $130 million helped promote equality and level playing fields for all, says the nike global impact. while the target measures money invested, the corporation is prouder of the millions of people positively affected in fy19: getting kids moving, training coaches, and bringing people together to experience the power of play and sport through the global “made to play” commitment., 3.2. impact on play and sport, nike is focused on getting and keeping more kids active by removing barriers to play and sport, particularly for girls, training more youth coaches, and supporting environments that promote physical activity like active schools. in fy19, 17 million kids got active with the help of nike and its more than 90 community partners around the world. together with their partners, they have also reached nearly 100,000 community coaches who help kids enjoy play and sport, says nike global impact report., 4. unlocking sport and play for girls, globally, girls tend to be less active than boys. research by the women’s sports foundation shows that only one in three girls between the ages of 6 and 12 participates in sport on a regular basis; 40% of teen girls don’t participate in sports, and boys get 1.13 million more sport opportunities than girls every year., why researchers point to a “complex confluence of cultural, social, and economic factors, including, but not limited to, physical and perceived barriers to accessing sport, and a lack of supportive coaches”. active girls are more confident, do better in school, and are better at setting goals – and these benefits continue into their adult lives. that’s why removing barriers is a primary focus of nike’s made to play commitment., the made to play csr programme partners with local, national, and global organizations around the world, working to grow girls’ access to sport and remove the barriers currently preventing them from play and obstructing the path to their potential. the brand also supports girls with products so they can play with confidence. made to play uses gender-inclusive training models and enhanced curriculum that are made widely available., a few examples of sports csr initiatives in fy19 include:, – donated 25,000 sports bras to girls through more than 50 community programmes around the world., – in china, nike launched boundless girls, dedicated to unlocking barriers to sport participation and reimagining sport for girls – on their terms. the programme covers 10 schools in beijing and shanghai where a specially designed curriculum combines gender-competent training, expert talk, and products delivered throughout the academic year., – in europe, the middle east and africa (emea), nike launched a made to play fund with gurls talk and women win. the fund supports women changing the lives of girls in their communities. it gives 17 young women from south africa to london the training they need to become even better leaders, funding to support their individual efforts to get girls under the age of 14 active in their communities, and mentor training., – together with girls, inc., the company produced an enhanced physical literacy curriculum called steppingstones for the organization’s affiliates across the u.s. and canada. the csr programme helps girls, ages 8–10, develop movement skills based on a diverse array of sports and activities., – by collaborating with play international, the company is reaching out to 3,000 kids in 20 primary schools in paris through playdagogy, according to the 2019 nike global impact report. playdagogy uses games to discuss ideas about gender-based representations with kids. sessions help change views on representation and even, over time, behaviour, making girls more confident and boys more inclusive while playing., – with nike and the women’s foundation for a greater memphis, the memphis grizzlies hosted the third annual girls summit for 450 girls from 16 middle schools. the event included hands-on demos and panels, as well as free sports bra fittings, removing one of the barriers girls face to staying active., – in tokyo, they support jump-jam, an innovative programme that merges sport and free play to give physical activity and social skills to elementary school children at 72 children’s centre locations. at 35 of those children’s centres, nike trained staff to facilitate play that encourages girls’ participation, reaching 2,450 kids., 4.1. girl effect, the nike foundation has invested more than $200 million in programmes and research supporting adolescent girls through girl effect since 2004. girl effect was first launched with other organizations as a movement based on the premise that the most effective way to break the cycle of global poverty is to improve the lives of adolescent girls, and in 2015 evolved into an independent global nonprofit organization by the same name., using a deep understanding of girls’ needs and expertise in behaviour change science, girl effect works to inspire and equip girls to navigate adolescence and make choices about their health, education, and economic future. the nike foundation’s commitment continues – in partnership with nike, the two organizations contributed over $12 million to girl effect in fy19., 5. sports coaching, when it comes to helping kids fall in love with play and sport, a great coach can make all the difference. but there is a serious shortage of trained youth coaches across the globe. today’s kids need more role models who look like them – similar gender, identities, and backgrounds – to help motivate and inspire them to reach their full potential, on and off the court., research shows that girls benefit from female coaches. yet, less than a quarter of youth coaches in the u.s. are female. that’s why the brand is growing the number of female coaches and improving coaching for girls. for example, in fy19, nike partnered with the women’s sports foundation to develop a first-of-its-kind report – coaching through a gender lens: maximizing girls’ play and potential – to examine the intersection of girls’ sports development needs with their current-day experiences. this research, which focused on sport-playing girls from ages 7–13, revealed that when girls like their coaches, they are more likely to see the importance of being active, love their sport, and keep playing as they get older., the foundation applied these findings immediately, integrating them into training for more than 400 prospective female coaches at the nike legacy summit in los angeles. the event kicked off with women coach la, an initiative between nike and the city of los angeles to increase the number of women coaching., 5.1. how to coach kids project, in the u.s., less than one-third of youth coaches are trained, limiting the ability to effectively engage, develop, and retain children in play and sport. in fy19, nike and the u.s. olympic and paralympic committee launched how to coach kids, as part of the commitment to the aspen institute’s project play 2020. it’s a free 30-minute training course on coaching kids ages 12 and under. the course supports project play’s multi-year effort to increase the quality and quantity of volunteer youth coaches in the u.s. and keep kids engaged in play while promoting active, safe, and healthy lifestyles., 5.2. active schools, active kids, the group supports active schools initiatives around the world to champion heroes in physical education and help inspire school communities from london to shanghai to get even more kids moving., nike and discovery education collaborated to help more than 64,000 teachers and reach nearly 900,000 kids in the u.k. since 2017 through the active kids do better initiative. this initiative supports schools and parents in their efforts to get kids moving by delivering open-source resources, tools, and activities for use during the school day and at home., in fy19, nike and ukactive kids, a leading nonprofit, launched the first-ever active school hero award to celebrate and support inspirational primary school staff working hard to improve activity levels in schools across london’s 33 boroughs. in addition to this recognition, the winner receives professional development training from nike and local community organization youth sport trust. the teacher’s school also receives a visit from nike athletes to further inspire the students to be active., in china, nike and the ministry of education (moe) hosted the country’s second national active schools innovation awards ceremony. the ceremony recognized 100, out of more than 2,600 nominations, of the country’s most creative and inspiring teachers who are transforming the culture of sport and physical activity in their schools. the active schools programme is part of a long-term strategic relationship between the company and the chinese moe, which began in 2013. in the last three years, nike has helped train more than 7,000 teachers to deliver sports lessons during the school day and has provided physical education resources to 7,100 schools, making a positive impact on 2 million kids., we know that physically active kids can improve whole school environments; studies show higher levels of progress and achievement, improved attendance, happier kids, and more satisfied school communities. since 2013, nike has partnered with active schools initiatives around the world. active schools call for at least 60 minutes of physical activity a day, deliver high-quality physical education, and create a culture of physical activity for all., 5.3. sports coaching initiatives globally, throughout fy19, nike expanded its relationships and programming investments to train coaches and get kids moving in several cities., – los angeles and new york city : nike, together with children’s aid and nba legend kobe bryant, brought mamba league to new york city, with more than 250 kids in the inaugural season. mamba league is an eight-week youth basketball league in los angeles – and now new york city – that helps kids ages 8–10 learn basketball fundamentals, develop self-confidence, and practice teamwork. in an effort to level the playing field, the programme also strives for coaches and players to be 50% women and girls, respectively, with coaches from the community trained in both basketball fundamentals and social-emotional development skills., – mexico city : in mexico city, with yo quiero yo puedo, nemi foundation, and proed, they trained 60 physical education teachers from 31 schools, reaching over 9,000 kids through the juega más (“play more”) active schools programme. and as part of the commitment made through the brand campaign, juntas imparables (“together unstoppable”), nike has trained coaches from the nemi foundation to deliver play sessions at 80 schools and 13 community organizations, impacting 45,000 girls and boys., – sourcing backyards : in the sourcing communities, they work with educators, community leaders, and employees to respond to local needs while helping to get kids moving. in fy19, partnerships like unlock school gates and active with sport in guangzhou, china and vietnam, respectively, reached more than 37,000 primary school kids across 20 schools., 6. learning and culture, jordan brand’s wings initiative is rooted in the core belief that the influence of basketball culture extends beyond the court and that education and mentorship both on and off the court help connect youth to opportunity. through wings, the jordan brand creates and supports innovative solutions for underrepresented communities., the wings initiative’s global impact expanded to new cities in fy19, serving youth ages 11–21 in chicago, los angeles, new york, portland, philadelphia, new orleans, charlotte, hong kong, shanghai, shenzhen, and nine other provinces across greater china., together with the united negro college fund and other organizations, the jordan scholars programme awarded college scholarships to 27 high school seniors in north america. in greater china, 350 eighth-graders received high school scholarships., in 2019, 100% of wings scholars participated in college counseling or a one-on-one mentorship programme with nike employees., jordan designers programme expanded to three new cities – los angeles, new york city, and charlotte – reaching nearly 100 student designers. hundreds of hours of creativity and design came to life through the mentorship of jordan’s own design and marketing teams and trusted partners. six designs created by student groups were placed on t-shirts and sold in the local communities that inspired the design. students planned the launch of their products and helped craft the marketing plan and retail environment of their tees., 7. industry partnerships, many issues addressed with suppliers are complex and beyond the ability of an individual company or supplier to solve. nike believes in collaboration with a wide range of other companies, organizations, and stakeholders. together, they develop better systems and practices to address systemic problems, improve working conditions, and promote respect for the rights of workers., since fy17, nike global impact report shows how the company has worked with two technology providers, microbenefits and workplace options, to support contract manufacturers in improving communication, enhancing worker knowledge and experience, and enabling ease of access to hr tools and policies. to date, 15 supplier facilities have adopted one of these two platforms, while three others have developed and deployed their own digital solutions., in fy19, nike joined the responsible labor initiative (rli), an organization within the responsible business alliance (rba), and the leadership group for responsible recruitment (lgrr), an initiative of the institute for human rights and business (ihrb). through these memberships, nike will build more partnerships with leading companies across sectors to address risks of forced labour, especially those related to the recruitment and employment of migrant workers., the company also launched verité’s cumulus forced labor screen, a new due diligence tool to help identify risks related to the recruitment of foreign migrant workers by suppliers. this tool will help the company map labour in their supply chain and more proactively identify, prioritize, and address forced labour risks. in fy20, they will continue to evaluate expansion to other high-risk countries according to the nike global impact report..

The company continues to work with the International Finance Corporation (IFC) on a trade finance programme that incentivizes supplier performance by offering lower trade finance terms for facilities rated Bronze or better. At the end of FY19, 31 factories in 11 countries were participating, which disbursed more than $437 million in FY19.

8. reducing environmental footprint, through their issue prioritization process, nike identified a set of priority issues in fy19, which determined the focal topics for this impact report. for fy19 priority issues not specifically covered by a 2020 target, they have provided additional space in this report to describe challenges faced and progress underway. circular systems design falls into this category., circularity in design is a powerful concept with many potential applications. at its core, it means creating systems that make the most of materials by using and reusing them at their highest potential. in aspiration, circular systems design points toward an enterprise that generates little or no “waste.”, the traditional linear system of production based on a take, make, waste model puts pressure on the world’s natural resources. the nike global impact report envisions a circular future that is regenerative and restorative by design. to transition to a more circular economy, we’ll need new business models and collaboration across the value chain. right now, the company is pioneering the circular economy by transforming waste into value streams., 8.1. nike grind, the nike grind programme collects excess materials with recoverable value from the product supply chain. the programme recycles and repurposes these materials into innovative products designed with athletes in mind. end-of-life shoes and manufacturing scrap – including rubber, foam, leather, and textile blends – become new material feedstock for use in products by nike and other industries., the programme has recycled over 120 million pounds of footwear factory material, equivalent to the weight of approximately 700 jumbo jets, and transformed 30 million pairs of athletic shoes – material that would otherwise have been considered “waste” – into running tracks, basketball courts, playgrounds, and other surfaces..

In FY19, the programme celebrated 25 years of impact with a public exhibit at NIKE’s WHQ, showcasing the project’s contributions to advancing a zero-waste future. As a part of this celebration, the Nike Grind Makers Summit welcomed more than 100 brand designers and cross-industry R&D leaders to a collaborative discussion of sustainable design and material innovation.

Nike grind showcases nike’s larger role in catalyzing recycling by connecting the dots between excess materials and circular economy markets. in fy19, nike, its contract factories, and nike grind customer companies facilitated the recovery of approximately 87 million pounds of post-industrial footwear scrap materials from the production of products and transformed those into new products, including playgrounds, athletic surfaces, floor and carpet underlayments, and more. in addition, over 17 million pounds of post-industrial “waste” materials were recycled right back into nike footwear, avoiding disposal and the need to source virgin materials., in addition, over a 1.28 million pounds of textiles were given new life in nike and converse fleece and tee apparel in fy19, and nike grind thermoplastic polyurethane (tpu) was repurposed in over 500 apparel trim items, including zipper pulls, cord lock, buttons, grommets, says the fy19 nike global impact report., the programme engages externally to fuel the circular economy outside of nike. among many others, mondo sports, the track manufacturer that has supplied every olympic track since 1976, uses nike grind rubber to manufacture premium tracks. amorim, the world’s largest cork products manufacturer, turns nike grind midsole foam waste into flooring. yogo, the winner in nike’s circular design with grind challenge, creates yoga mats and blocks using nike grind materials., they also work to close the loop by recycling consumers’ shoes and nike’s samples and defective shoes. in fy19, more than 121 thousand pounds of shoes were recycled into nike grind purchasers’ products. in fy19, they repurposed sneakers into nike grind to help build a new playground facility for the 3rd primary school of hongqiling county, in china’s northeast jilin province. through this programme, underprivileged kids in remote areas of china were better able to access play and sports., post-consumer material recycled by the nike grind programme decreased in fy19 due to u.s. grinding operations transferring to a new facility and eu grinding operations undergoing renovation., 8.2. reuse-a-shoe, the reuse-a-shoe is a sneaker recycling programme that collects end-of-life footwear from consumers and transforms them. reuse-a-shoe makes it easy for consumers to recycle their worn-out sneakers. since launching reuse-a-shoe and nike grind, more than 30 million pairs of shoes have been recycled. this is enough material to circumnavigate the planet more than five times., 8.3. global fashion agenda, the sportswear is part of global fashion agenda’s (gfa) strategic partner group, working to mobilize the global fashion system and support industry leaders in changing the way they produce, market and consume fashion. as a strategic partner, the company provides leadership to support gfa’s mission, helping to shape their agenda and develop thought leadership, as stated in the nike global impact report. the company has set specific targets for two areas including implementing design strategies for cyclability and increasing the volume of used garments and footwear collected., in fy19, nike signed gfa’s 2020 circular fashion system commitment to accelerate the transition to a circular economy by committing to action toward implementing design strategies for cyclability, increasing the volume of used garments and footwear collected., 8.4. innovating towards a circular world, nike published circularity: guiding the future of design , in collaboration with the students and staff of central saint martins – university of the arts london and with inspiration from global fashion agenda. this open-sourced guide encompasses up-front product design innovation, best practices for reimagined waste as a source of value, and innovative ways to reclaim materials throughout the manufacturing process and at the end of a product’s life cycle., the circular design guide provides 10 key circularity principles, including material choices, cyclability, waste avoidance, disassembly, green chemistry, refurbishment, versatility, durability, circular packaging, and new models. by focusing on progress over perfection and by showing designers how they can make better choices, they are embracing the chance to reconsider their craft and inspire a groundswell of change where all products are designed with better materials, made with fewer resources, and assembled to allow for easy reuse., 8.5. converse one box, the converse “one box” is an employee-led initiative to reduce waste from packaging by shifting from using two boxes to package one product to one specially designed box. the one box project came to market on may 9, 2019, for converse by you in the u.s. and western europe with 26,200 units. by fy20, converse had shipped 128.7 thousand units using one box, saving about 40 cents per unit compared to prior packaging methods and decreasing cardboard use by 25%., in conclusion, nike, inc.’s purpose is to unite the world through sport to help create a healthy planet, active communities and an equal playing field for all. they do that by building creative and diverse global teams, making a positive impact in the communities where they live and work, and by making products responsibly and more sustainably., the nike global impact report reiterates set goals and progress on them. the corporate citizenship team has plans in place to achieve these goals, knowing progress depends on end-to-end execution. progress will not be linear. there will be setbacks and failures. however, these goals are integral to this sports giant’s purpose. the company treats purpose with a near-sacredness hard to find in other corporations..

Disclaimer : This report contains excerpts from the FY19 NIKE, Inc. Impact Report. The information in this report and NIKE, Inc.’s corporate responsibility/ sustainability reporting and website, inclusive of charts, graphs, and discussion, and all other information presented, may contain forward-looking statements, estimates, or projections based on expectations as of the original date of those materials. Those statements, estimates, and projections are subject to certain risks and uncertainties that could cause actual results to differ materially. Most content is the property of NIKE, Inc.

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40 facts about elektrostal.

Written by Lanette Mayes

Modified & Updated: 02 Mar 2024

Reviewed by Jessica Corbett

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

• Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
• With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

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For the first time Rosatom Fuel Division supplied fresh nuclear fuel to the world’s only floating nuclear cogeneration plant in the Arctic

The fuel was supplied to the northernmost town of Russia along the Northern Sea Route.

The first in the history of the power plant refueling, that is, the replacement of spent nuclear fuel with fresh one, is planned to begin before 2024. The manufacturer of nuclear fuel for all Russian nuclear icebreakers, as well as the Akademik Lomonosov FNPP, is Machinery Manufacturing Plant, Joint-Stock Company (MSZ JSC), a company of Rosatom Fuel Company TVEL that is based in Elektrostal, Moscow Region.

The FNPP includes two KLT-40S reactors of the icebreaking type. Unlike convenient ground-based large reactors (that require partial replacement of fuel rods once every 12-18 months), in the case of these reactors, the refueling takes place once every few years and includes unloading of the entire reactor core and loading of fresh fuel into the reactor.

The cores of KLT-40 reactors of the Akademik Lomonosov floating power unit have a number of advantages compared to the reference ones: a cassette core was used for the first time in the history of the unit, which made it possible to increase the fuel energy resource to 3-3.5 years between refuelings, and also reduce the fuel component of the electricity cost by one and a half times. The FNPP operating experience formed the basis for the designs of reactors for nuclear icebreakers of the newest series 22220. Three such icebreakers have been launched by now.

For the first time the power units of the Akademik Lomonosov floating nuclear power plant were connected to the grid in December 2019, and put into commercial operation in May 2020. The supply of nuclear fuel from Elektrostal to Pevek and its loading into the second reactor is planned for 2024. The total power of the Akademik Lomonosov FNPP, supplied to the coastal grid of Pevek without thermal energy consumption on shore, is about 76 MW, being about 44 MW in the maximum thermal power supply mode. The FNPP generated 194 million kWh according to the results of 2023. The population of Pevek is just a little more than 4 thousand, while the FNPP has a potential for supplying electricity to a city with a population of up to 100 thousand people. After the FNPP commissioning two goals were achieved. These include first of all the replacement of the retiring capacities of the Bilibino NPP, which has been operating since 1974, as well as the Chaunskaya TPP, which has already been operating for more than 70 years. Secondly, energy is supplied to the main mining companies in western Chukotka in the Chaun-Bilibino energy hub a large ore and metal cluster, including gold mining companies and projects related to the development of the Baimsk ore zone. In September 2023, a 110 kilovolt power transmission line with a length of 490 kilometers was put into operation, connecting the towns of Pevek and Bilibino. The line increased the reliability of energy supply from the FNPP to both Bilibino consumers and mining companies, the largest of which is the Baimsky GOK. The comprehensive development of the Russian Arctic is a national strategic priority. To increase the NSR traffic is of paramount importance for accomplishment of the tasks set in the field of cargo shipping. This logistics corridor is being developed due regular freight voyages, construction of new nuclear-powered icebreakers and modernization of the relevant infrastructure. Rosatom companies are actively involved in this work. Rosatom Fuel Company TVEL (Rosatom Fuel Division) includes companies fabricating nuclear fuel, converting and enriching uranium, manufacturing gas centrifuges, conducting researches and producing designs. As the only nuclear fuel supplier to Russian NPPs, TVEL supplies fuel for a total of 75 power reactors in 15 countries, for research reactors in nine countries, as well as for propulsion reactors of the Russian nuclear fleet. Every sixth power reactor in the world runs on TVEL fuel. Rosatom Fuel Division is the world’s largest producer of enriched uranium and the leader on the global stable isotope market. The Fuel Division is actively developing new businesses in chemistry, metallurgy, energy storage technologies, 3D printing, digital products, and decommissioning of nuclear facilities. TVEL also includes Rosatom integrators for additive technologies and electricity storage systems. Rosenergoatom, Joint-Stock Company is part of Rosatom Electric Power Division and one of the largest companies in the industry acting as an operator of nuclear power plants. It includes, as its branches, 11 operating NPPs, including the FNPP, the Scientific and Technical Center for Emergency Operations at NPPs, Design and Engineering as well as Technological companies. In total, 37 power units with a total installed capacity of over 29.5 GW are in operation at 11 nuclear power plants in Russia. Machinery Manufacturing Plant, Joint-Stock Company (MSZ JSC, Elektrostal) is one of the world’s largest manufacturers of fuel for nuclear power plants. The company produces fuel assemblies for VVER-440, VVER-1000, RBMK-1000, BN-600,800, VK-50, EGP-6; powders and fuel pellets intended for supply to foreign customers. It also produces nuclear fuel for research reactors. The plant belongs to the TVEL Fuel Company of Rosatom.

Rosatom obtained a license for the first land-based SMR in Russia

On April 21, Rosenergoatom obtained a license issued by Rostekhnadzor to construct the Yakutsk land-based SMR in the Ust-Yansky District of the Republic of Sakha (Yakutia).

ROSATOM and FEDC agree to cooperate in the construction of Russia's first onshore SNPP

ROSATOM and FEDC have signed a cooperation agreement to build Russia's first onshore SNPP in Yakutia.

Rosatom develops nuclear fuel for modernized floating power units

Rosatom has completed the development of nuclear fuel for the RITM-200S small modular reactor designed for the upgraded floating power units.

• Victor Mukhin

Victor M. Mukhin was born in 1946 in the town of Orsk, Russia. In 1970 he graduated the Technological Institute in Leningrad. Victor M. Mukhin was directed to work to the scientific-industrial organization "Neorganika" (Elektrostal, Moscow region) where he is working during 47 years, at present as the head of the laboratory of carbon sorbents.     Victor M. Mukhin defended a Ph. D. thesis and a doctoral thesis at the Mendeleev University of Chemical Technology of Russia (in 1979 and 1997 accordingly). Professor of Mendeleev University of Chemical Technology of Russia. Scientific interests: production, investigation and application of active carbons, technological and ecological carbon-adsorptive processes, environmental protection, production of ecologically clean food.   

Title : Active carbons as nanoporous materials for solving of environmental problems

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