IKEA ROMANIA FY 21-22
Sustainability 
Report

Our message . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  5
About the report. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 6
Our story. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 8
	›
About IKEA. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 9
	›
Organizational culture. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 17
	›
Ethics and Good business practices. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  20
	›
Risk management and compliance . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  23
	›
Economic performance and green investment. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  26
	›
Digitization and cyber security. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 27
	›
Customer satisfaction. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  28
What sustainability means for us . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 30
	›
Value chain. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 31
	›
Our strategy and Sustainability directions. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  32
	›
Stakeholder involvement. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  35
	›
Materiality analysis. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  36
Our products and services. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 38
	›
Supply chain responsibility . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  39
	›
Product safety and quality. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  44
	›
Service innovation and product sustainability. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 47
	›
Responsible marketing. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  49
	›
Security of establishments. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  52
Our concern for the environment. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 54
	›
Resource management . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  55
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Managing greenhouse gas emissions. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  59
	›
Managing water consumption. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  62
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Circular economy and waste management . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  64
	›
Food waste and food waste management. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  69
Our concern for people . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 70
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Employees health and safety. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 71
	›
Employees wellbeing . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 73
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Diversity, equality and inclusion. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 78
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Professional development of employees . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 81
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Attracting new employees and retaining employees . .  .  .  .  .  .  .  .  .  .  .  .  .  84
	›
Supporting local communities . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 87
GRI index / SASB index. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 90
Content
2  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  3
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

“We are a company that was founded almost 
80 years ago and throughout that time we have 
always remained true to our vision of creating a 
better everyday life for more people. In Sustainability 
Strategy, this vision governs the global commitment to 
become “climate positive” by 2030, i.e. to have a positive 
impact on people and the planet.
This not only means transforming our business, but also sending a strong 
message to society: we are doing everything possible to become carbon 
neutral by 2030.
This is IKEA Romania’s first GRI-compliant sustainability report, in which we 
aim to exemplify IKEA’s Sustainability Strategy - People and Planet - through 
projects and actions that have a positive impact on customers, employees, 
partners and the local community where we operate.
Sustainability for IKEA is not just a guiding principle, it’s part of the 
company’s DNA. It is a defining element in our business policy and is present 
throughout the value chain, from designing according to democratic design, 
to manufacturing and sourcing raw materials, to using products at home and 
at the end of their life cycle.
But recent years have brought us face to face with unprecedented multiple 
crises: COVID-19, climate change, pollution, waste of resources, rising 
energy and raw material prices, a war in our immediate neighbourhood and 
increasing numbers of people leaving their homes because of conflicts or 
poverty.
This is why the sustainability policy has a 
key role to play in transforming the way we 
do business to respond to new socio-economic 
realities, but also to find a new strategy to support 
our commitment to become a circular business by 2030. 
We are rethinking the creation of new products within the 
limits of the planetary boundaries by using recycled or renewable 
materials in our products. We are expanding our range of sustainable 
products to help our customers live a better life at home and save energy 
and money. We promote a healthy lifestyle based on ingredients from natural 
sources and accessible to many people.
IKEA is not just a home furnishing solutions company, but also a company that 
promotes healthy living and sustainable living. In addition, the company is an 
actively involved member of the local community and we stand by vulnerable 
groups. And this year we tried to be as close as possible to refugees from 
Ukraine to help them find a place to call home.
What we are committed to at IKEA is a business that works in the best interests 
of the environment, locally and globally, which means we do our best to bring 
sustainable solutions closer to people, in harmony with a healthy planet.
In 2022 we celebrated 15 years of IKEA presence on the Romanian market, 
and I would like to thank all our colleagues and partners who have been and 
continue to be with us. Only together can we create a healthier and sustainable 
place to call home for as many people as possible. I invite you to discover in the 
following pages the projects and actions undertaken by IKEA Romania in the 
financial years 2021 and 2022 (1 September 2020 - 31 August 2022).”
Violeta Neniţă
Romania Market Manager
IKEA Romania
4  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  5
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

This is our first sustainability report, 
which includes quantitative and qualitative 
information on environmental, social and 
governance performance for two consecutive 
financial years: 
Starting with February 2024, we will 
publish an annual sustainability report 
that will Include information relating to 
the previous financial year.
The whole report has been built on the basis 
of the 22 material issues identified for our 
business. These have been classified into four 
main categories corresponding to the chapters 
in this report, which align with the sustainability: 
governance (“Our story” and “Our products and services” 
Chapters), environment (“Our care for the environment” 
Chapter) and social (“Our care for people” Chapter). Information 
on how to identify and analyse material issues, as well as the stakeholder 
engagement process, can be found in Chapter. “What sustainability means 
for us”.
Each material issue is presented in the relevant sub-chapter of this report, 
which presents related quantitative and qualitative information, including an 
explanation of the impact and how the material issue is managed within our 
company.
In order to be able to present information on these material issues in a 
structured way, we followed two reporting frameworks: the GRI (Global 
Reporting Initiative) and the SASB (Sustainability Accounting Standards 
Board). The indicators tracked under the two frameworks can be found 
starting on page 90.
Thank you to all our colleagues who have actively contributed to this 
report and who contribute every day to the IKEA vision of: creating a better 
everyday life for as many people as possible.
The report was prepared with the support of the external sustainability 
consultant, denkstatt Romania.
2021
2022
1 September 2021 
– 31 August 2022
1 September 2020  
– 31 August 2021
We decided to present the two years’ information to provide an overview of 
the evolution of our sustainability performance. The information for FY 2021 is 
in addition to that presented in the Non-Financial Statement and there are no 
updates to the data already reported. 
This report has been prepared for IKEA 
Romania S.A., a joint-stock company 
operating in the retail sector in Romania, 
with registered office in Bucharest, Șoseaua 
București - Ploiești, nr 42 A, sector 1.
The report was published on 28 February 2023, and has not been subject to the external assurance process. For any further information on the contents of this report, please contact us  
at customer.support.ro@ikea.com 
6  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  7
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Our  
story
The IKEA story begins in Älmhult, a small 
provincial town in Sweden, where Ingvar 
Kamprad, a farmer’s son, founded IKEA 
in 1943 at the age of 17. The four letters 
that make up the company’s name are the 
initials of his name, followed by his parents’ 
farm Elmtaryd and the nearby village where 
he grew up, Agunnaryd.
The town where IKEA was founded 
is located in a rather remote part of 
Sweden, where it was difficult to reach 
customers in larger cities. So the IKEA 
catalogue was born in 1951, when Ingvar 
had already decided that IKEA should sell 
quality furniture at low prices. This way 
of doing things represents the IKEA style 
from the time the company was founded 
to this today. 
 
 
About IKEA
Our vision is 
create a better everyday life 
for more people.
In IKEA Romania we have a corporate 
governance structure that is in line with the 
existing rules of the entire Ingka Group. 
We are part of the IKEA Retail Group, 
South Eastern Europe (SEE) Region led by 
a Retail Executive Director who also acts as 
Sustainability Director for the SEE region.
We are guided by the management of 
the EEA region through a well-defined set 
of principles and mechanisms based on 
transparency and open communication.
8  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  9
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

AFGANISTAN
TURKMENISTAN
GEORGIA
ARMENIA
AZERBAIDJAN
UZBEKISTAN 
KYRGYZSTAN
TADJIKISTAN
KAZAKHSTAN
CHAD
NIGERIA
NIGER
MONGOLIA
TAIWAN
HONG KONG
PHILIPPINES
INDONESIA
AUSTRALIA
NEW 
ZEALAND
PAPUA 
NEW GUINEA
EAST TIMOR
MALAYSIA
SINGAPORE
THAILAND
CAMBODGIA
VIETNAM
LAOS
MYANMAR
SRI
LANKA
MALDIVES
BANGLADESH
BHUTAN
PAKISTAN
KUWEIT
QATAR
IRAQ
JORDAN
ISRAEL
LEBANON
CYPRUS
GREECE
MACEDONIA
ALBANIA
KOSOVO
MONTENEGRO
BOSNIA AND 
HERZEGOVINA
SERBIA
HUNGARY
MOLDOVA
CROATIA
SLOVENIA
AUSTRIA
SLOVAKIA
CZECH REPUBLIC
POLAND
GERMANY
ENGLAND
NETHERLANDS
Leiden
SCOTLAND
IRELAND
NORTHERN 
IRELAND
WALES
FRANCE 
SPAIN
PORTUGAL 
ALGERIA
LIBYA
SUDAN
SOUTH
SUDAN
ETHIOPIA
KENYA
TANZANIA
ZAMBIA
BRAZIL
ARGENTINA
CHILE
URUGUAY
PARAGUAY
BOLIVIA
PERU
COLUMBIA
VENEZUELA
ECUADOR
FRENCH 
GUIANA
GUYANA
SURINAME
FALKLAND ISLANDS
TRINIDAD 
AND TOBAGO
PANAMA
COSTA 
RICA
NICARAGUA
HONDURAS
EL SALVADOR
GUATEMALA
BELIZE
JAMAICA
BAHAMAS
CUBA
HAITI
 
DOMINICAN REPUBLIC
MEXICO
UNITED STATES 
OF AMERICA
CANADA
GREENLAND
ICELAND
ANGOLA
DEMOCRATIC REPUBLIC OF THE 
 CONGO
REPUBLIC 
OF THE
CONGO
LIBERIA
SIERRA 
LEONE
GUINEEA-BISSAU
MALI
MAURITANIA
SENEGAL
SAHRAWI ARAB 
DEMOCRATIC REPUBLIC
THE GAMBIA
GUINEEA
BENIN
BURKINA 
FASO
CÔTE 
D'IVOIRE GHANA
TOGO
GABON
EQUATORIAL GUINEA
CAMEROON
CENTRAL AFRICAN 
REPUBLIC
CABINDA
NAMIBIA
SOUTH 
AFRICA
MALAWI
MOZAMBIQUE
ZIMBABWE
BOTSWANA
LESOTHO
ESWATINI
MADAGASCAR
BURUNDI
RWANDA
UGANDA
SOMALIA
ERITREA
DJIBOUTI
MOROCCO
TUNISIA
ITALY
MALTA
DENMARK
BELGIUM
SWITZERLAND
BELARUS
LITHUANIA
LATVIA
ESTONIA
FINLAND
SWEDEN
NORWAY
BULGARIA
ROMANIA
UKRAINE
TURKEY
SYRIA
EGYPT
BAHRAIN
OMAN
UNITED ARAB
 EMIRATES
SAUDI ARABIA
YEMEN
NEPAL
IRAN
INDIA
CHINA
RUSSIA
SOUTH 
KOREA
JAPAN
NORTH 
KOREA
SEE Leadership team:
RO Leadership team:
SEE Retail Manager & CSO
Market Manager
Country Customer
Fulfilment
Manager
Country  
Digital
Manager
Country
Commercial
Manager
Market Manager
Romania
Country
People & Culture
Manager
Country  
CFO
Manager
Country
Communications
Manager
Country Business
Development
Manager
Transformation
Hub  
Manager
Market Manager
Slovenia
Market Manager
Ukraine
Market Manager
Croatia
Market Manager
Serbia
Sales
Manager
B2B Sales
Manager
CFF/Logistics
Manager
Comin 
Manager
Sustainability
Leader
People & Culture
Manager
Business 
Navigation & 
Operations
Manager
Food
Manager
Customer 
Relations  
Manager
Local
Marketing  
Manager
Market Manager’s role is to develop and 
lead IKEA Romania in its retail business, 
ensuring our vision and objectives, 
business strategy, human resources 
strategy and implementation of the Ingka 
Group’s retail sector. The Market Manager 
is simultaneously concerned with growing 
the business through sustainable, cost-
effective and profitable strategies aligned 
with the overall purpose, retail direction 
and financial strategy to maximise 
business growth and manage the profit-
loss balance correctly.
The Customer Relations Manager 
constantly monitors the activities of the 
customer relations department, recruits, 
hires and develops the subordinate staff 
with the support of Human Resources 
Department and Store Manager. Creates 
an annual action plan and budget for the 
department and action plan so that our 
business goals and targets are achieved.
The Food Manager works together with 
our colleagues in the store management 
team. They manage the Restaurant 
department and provide our customers 
with a pleasant shopping experience in a 
welcoming atmosphere.
The business Navigation & Operations 
Manager uses his knowledge about IKEA 
and the local market to work with Group 
managers and the team to support the 
business. It steers the store towards 
growth, optimal performance and 
sustained long-term profitability in line 
with our objectives and values.
The sales Manager is responsible for 
leading and inspiring the sales team 
to optimize the customer shopping 
experience, increase sales, profitability, 
knowledge of the range of IKEA products, 
the local market, our competitors and 
our customers.
The Customer Fulfillment Manager 
delivers and drives the logistics 
action plan for stores, implements 
the Customer Fulfillment strategy 
locally, ensures that targets are met, 
maximises sales and generates sustained 
profitability on the long term.
The people and Culture Manager leads 
and develops the local HR team, supports 
the management team of the unit in 
the ongoing development of leadership 
capability, ensures unit-wide delivery 
of training and education programs 
supported by the People and Culture 
Generalist and Training Specialist.
The sustainability Leader leads and 
coordinates Environmental, Social, 
Governance ESG aspects at our company 
level, aligns corporate governance rules 
with those existing at Ingka Group level 
and implements the ESG strategies and 
guidelines established at Group level.
Relationship with Grupul Ingka
Ingka Holding B.V., headquartered in Leiden, the Netherlands, is the parent company of the Ingka Group of three major 
companies that work closely together: IKEA Retail, Ingka Centres and Ingka Investments.
IKEA Retail is our core business.  
Every year we welcome over  
657 000 000 customers  
in  465 IKEA stores  
in  32  countries.
Ingka centres are some of the largest 
shopping centres in the world, operating 
47 centres in 16 countries in Europe 
and Asia. Our centres offer an extensive 
range of activities and services, developed 
to meet the specific needs of each local 
community.
Through Ingka Investments we make 
strategic and responsible investments and 
acquisitions. Through our investments and 
partnerships we connect with innovative 
companies that help us to accelerate 
business development, digitization and 
achieve our sustainability goals.
10  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  11
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Activity organization in Romania
We are a private limited company with a dualistic management structure. At the end of FY2022, we owned two stores in Romania located in Bucharest, in the 
Băneasa and Pallady areas. At the same time, we have IKEA Order Pick-up Points that offer the possibility to pick up products ordered online, closer to home and at 
a lower price. The Order Pick-up Points are located in 7 IKEA Romania owned locations.
In addition to high quality products, we want to offer all our customers a 
special IKEA brand experience, which is why the following facilities can be 
found in our stores:
IKEA Romania
  IKEA Swedish Restaurant
Customers can find affordable food 
for all tastes, whether it’s a quick 
snack, something sweet  
or a delicious meal.
  IKEA Swedish Bistro
For those who want to recharge their 
batteries before or after a shopping 
session, our bistros offer hot snacks, 
desserts and refreshments for the 
whole family.
Magazin IKEA Băneasa
IKEA București Băneasa,  
Şos. București Ploiești no. 42A,  
District 1, Bucharest.
Year of opening: 2007
Surface area of retail space: 16.820,8 m2
Magazin IKEA Pallady
IKEA București Pallady,  
Bulevardul Theodor Pallady no. 57,  
District 3, Bucharest. 
Year of opening: 2019
Surface area of retail space: 28.870,9 m2
IKEA Timișoara store 
will open in 2023
Working Point
Address: 4 Antenei Boulevard, 
Commercial Space no. A3 - A4,  
Euro 2 Shopping Centre, 
Timișoara, Timiș County.
Working Point 
Address: 87A Calea Aradului, 
Oradea, Bihor County 
Working Point
Address. Vaida-Voevod no. 53b,  
Iulius Mall Cluj, D_Ikea Space, 
Municipality of Cluj-Napoca,  
Cluj County. 
Working Point
Address: Calea Chișinăului no. 29, 
Space E89, E91, A41, A42, A43,
Iasi Municipality, Iasi County.
Working Point 
Address: 391 Tomis Boulevard, DN2A,  
Tom Shopping Centre, MS 2c,  
Constanța Municipality, Constanța County. 
Working Point – Depozit
Address: 2 Buiacului Street, 
Logistic Park, Commune of 
Mogoșoaia, Ilfov County. 
Working Point
Address: 18 Crișului Street,  
Brașov, Brașov County. 
TIMIȘ
BIHOR
CLUJ
IAȘI
BRAȘOV
  IKEA Swedish Café
Those who want a hot drink made 
from responsibly and sustainably 
grown coffee can enjoy the experience 
of Swedish flavours in the café 
available in the Pallady shop.
  Shop with Swedish Delicacies 
Our customers who want to enjoy 
Swedish delicacies at home have the 
possibility to shop in our specialized 
restaurant, where they can find 
the dishes served in the Swedish 
Restaurant and more.
CONSTANȚA
12  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  13
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Products and 
services offered 
in the reported 
financial years
Our company is active in the 
Romanian retail market by selling 
furniture and household products 
from our product portfolio.  
We operate in the Romanian 
market as a managed entity by the  
IKEA Group in South East Europe. 
At the same time, we provide 
specific services that add value to 
our retail activities.
Our products are already known 
all over the world, and at IKEA 
Romania we are proud to be able 
to bring to the shelves to our stores 
the following product categories:
And to meet the needs of our customers, we provide a range of services to 
make their lives easier:
 
7. Financing service
With the new IKEA card,  
we offer up to 60 fixed instalments, 
interest-free shopping in IKEA stores 
and online at www.IKEA.ro.
1. Delivery 
We want to be as efficient 
as possible and save time for our 
customers. That’s why we offer 
a home delivery service, and our 
customers can choose their preferred 
day and time of delivery.
 
4. Services for kitchens
For the planning of customised 
kitchens, we offer separate services 
to optimise our customers’ time.  
We have planning assisted in-store,  
or at home so that we respond to  
all our customers’ needs.
     
  10. Return
  We offer our customers the 
possibility to return products within 
365 days of purchase, with a full 
refund of the product’s value, in the 
same way as the original payment.
<
STORAGE 
SOLUTIONS, 
ACCESSORIES AND 
DECORATIONS
<
FOOD PRODUCTS
<
TEXTILE CARPETS
HOUSEHOLD 
HOUSEHOLD 
APPLIANCES 
APPLIANCES 
>
FURNITURE >
LUMINAIRES >
KITCHEN 
ACCESSORIES 
AND DISHES 
>
BLANKETS AND 
MATTRESSES
>
2. Click & Collect
With this service, available 
both at pick-up points across the 
country and in our stores, customers 
can optimise their shopping time 
while ensuring social distancing in a 
pandemic context.
3. Furniture assembly 
We want to help our customers 
with the assembly of furniture 
fixtures at their request. This service 
applies to all IKEA furniture products 
and accessories that require assembly 
or fixing to become functional, with 
the exception of kitchens.
 
 
5. Online planning
We offer all clients the 
opportunity to discuss their ideas 
online with our experienced planning 
specialists and interior designers, 
who help planning all the necessary 
details.
 
6. Bathrooms installation
Our customers can receive 
a dedicated service according to 
their needs. We offer free planning 
sessions with our specialists to find 
the right solution for the client’s 
budget.
 
  8. IKEA gift card
  For those who want to give a 
special gift to their loved ones, the 
IKEA gift card allows the recipient to 
choose the perfect gift themself from 
the thousands of products in our 
stores.
 9. Sewing service
We collaborate with  
“Atelierul de Pânză”, a social 
enterprise of the ViitorPlus 
association, to offer customization 
services for textile products 
purchased in our stores.
 
11. Buy-back 
With our buy-back service, 
customers sell us used IKEA furniture 
they no longer need and receive a 
card for shopping in our stores. We 
prepare the furniture for resale in the 
Circularity Workshop.
  12. Second chance
  Customers can purchase 
second-hand or slightly damaged 
items in the Circularity Workshop, 
contributing to a sustainable circular 
economy.
14  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  15
Our message
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Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Partnerships and affiliations
We are trying to bring sustainability outside of our business, and to this end we 
have joined with other players who share the same set of values. Thus, we are 
members in the following structures: 
Activity structure
Outsourcing services is an important support for IKEA Romania, which 
offers us real benefits, but also the security of having created the best 
conditions for the proper conduct of activities, and that is why we benefit 
from a set of outsourced services such as:
We strive to contribute to a sustainable society, which is why we at Ingka Group 
are signatories of the United Nations Global Pact, one of the most renowned 
voluntary external initiatives at international level. In doing so, we support 
the United Nations Sustainable Development Goals and thereby support their 
efforts to create a better world for all. As a global company, we recognise that 
we are an important player in achieving these goals.
Association of Large Retail Chains  
in Romania, where it is represented 
 by Country Financial  
Controlling&Tax Manager - IKEA South 
East Europe in the Board of Directors
Romanian Chamber of Commerce 
for Diversity – IKEA Romania  
founding member
Diversity Charter –  
IKEA Romania  
IKEA Romania among  
the founding members
The Coalition for  
the Circular Economy (C.E.R.C.),  
where it is represented by 
Sustainability Leader – IKEA Romania
Values, principles, standards and rules of conduct 
Our vision is to create a better everyday life for as many people 
as possible: customers, colleagues, suppliers, partners. Our 
motivation and goal is to provide high quality, functional and 
affordable furniture products and services.
Organizational 
culture
The effective implementation of corporate governance based on 
integrity and legal compliance is the foundation of our business 
development, bringing value to our shareholders and all our 
stakeholders.
Security
Cleaning
Waste 
management
Fire safety
Freight transport  
to customers and  
Pick-up points 
in country
16  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  17
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Our products and services
Our concern for the environment
Our concern for people
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Our products and services
Our concern for the environment
Our concern for people
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Organizational culture
of our company supports the promotion of 
an inclusive and diverse work environment 
where people can thrive, and this 
differentiates and defines us.
Key values of 
IKEA Romania
Since the founding of the first IKEA 
company 79 years ago, the Ingka 
Group has developed a common 
set of documents to ensure optimal 
deployment of all the companies in the 
group and which allow a unified direction 
and course of action. Thus, within IKEA 
Romania, we implement this whole set of 
documents, as do our other colleagues 
and partners in the Ingka Group.
 
Ingka Group’s Code of Conduct 
(CoC) complements our culture and 
values and guides us when it comes 
to our behaviour. The CoC is our core 
document and it addresses how we, 
Ingka Group employees, relate to 
each other, to customers, visitors, 
suppliers, public authorities and all 
other organisations.
Failure to do so can have 
consequences for both employees as 
individuals and IKEA. This could result 
in anything from disciplinary action to 
termination of employment.
At the same time, our expectations 
of colleagues and partners are also 
set out in Ingka Group policies 
and rules. Business ethics are also 
embedded in IWAY (the IKEA way that 
ensure that our partners from whom 
we purchase products, materials and 
services behave with integrity). The 
IWAY standard helps us to ensure 
that we only work with suppliers who 
share our values.
More information about the IWAY 
standard and our procurement 
procedures (including purchases from 
local suppliers) is presented in the 
chapter “Our products and services”.
Document hierarchy  
IKEA Romania
All documents within the structure are 
mandatory and organised according to 
the following hierarchy:
i
Code of Conduct and  
Policies group (CoC); 
ii
Ingka Group  
Rules/Business Rules; 
iii
Standard operating 
procedures;
iv
Country/company rules.
18  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  19
Our message
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Our story
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Our products and services
Our concern for the environment
Our concern for people
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Our products and services
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GRI Index / SASB Index

We want to ensure an ethical business behavior, for this reason we 
strive to implement the best practices in the business through the 
inclusion in our policies of principles the following:
Integrity, ethics and good business practices 
dictate growth and success in a business market 
that allows a normal and fair competitive 
environment for all players. This material aspect 
allows us to build long-term partnerships 
with suppliers and customers based on trust, 
responsibility and sustainable development of our 
business.
The Compliance and Procurement Committee 
is responsible for the effective implementation 
and management of policy and best practices 
in the business, including policies anti-bribery/
corruption and anti-competitive practices.
We are not ISO certified, but we implement a 
management system based on a set of policies 
and procedures at global, local and national level. 
The Ingka Group’s policies incorporate important 
principles and points of view which we apply 
throughout the organisation.
In addition to policies incorporating these principles, 
we have developed and implemented a number of 
rules that relate to:
Access to IKEA customer transaction 
information by authorities;
Anti-bribery and corruption practices;
Business relations;
Community Involvement;
Corporate Identity;
Employment Criteria;
Equality;
Health and safety in construction;
Staff mobility;
Personal Relations at Work;
Pre-Employment Checks;
Procurement;
Resource Independence – Recycling;
Risk and Compliance;
Sustainability certifications for buildings;
Operation of the Trust line platform.
Principles for 
combating 
bribery and 
corruption
Product  
safety  
and quality
Ethical business 
relations
Risk  
management  
and compliance
Sustainability
Safety and 
security
Reporting deviations  
and violation  
of laws/regulations
Ethics  
and Good business 
practices
20  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  21
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
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About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Compliance with current legislation as well as the assessment and 
management of risks associated with our operations on various 
aspects such as product safety, employee health and safety, 
legislative changes, are of strategic importance and are paramount 
in all our activities. In order to achieve a sustained business growth 
and the best possible customer experience, a conscious assessment 
and assumption of risks is required.
We are committed to doing business 
in a fair way and have zero tolerance 
for bribery or corruption in any form. 
To this end, the Risk and Compliance 
Committee, led by the Chief Financial 
Officer and Deputy CEO, who is also 
a member of the Board of Directors, 
provides oversight and monitoring 
that these policies and rules are 
followed.
This has been achieved through the 
development of an intensive training 
programme on the subject of anti-
corruption practices. The programme 
is dedicated to colleagues with 
sensitive roles (such as public 
procurement or real estate) and is 
supported by an online learning tool 
and thematic workshops.
Following the risk assessment carried 
out at IKEA Romania and Ingka Group 
level, we identified money laundering 
as the most significant risk category. 
For this reason, we comply with both 
the country’s legal framework, not 
accepting cash payments above 5 000 
lei for legal entities and 10 000 lei for 
individuals, and IKEA’s global policies. 
Any misconduct is investigated by the 
Risk and Compliance department. 
Another risk we have identified is the 
awarding of contracts to suppliers. 
This risk is fully mitigated through 
internal controls and by always 
ensuring the four eyes principle (min. 
two people present) for any new 
procurement or contract.
 
To ensure proper management 
of this material issue, our anti-
corruption policies and procedures 
are communicated to all employees, 
regardless of the type of work they 
do or whether or not they hold a 
management position or are part of 
the company’s governance structure.
At the same time, all our suppliers, 
have been made aware of our 
corruption policies and procedures as 
an integral part of the IWAY standard 
to which they adhere when entering 
into a contractual relationship 
with our society. In addition to 
implementing the IWAY standard 
in our dealings with suppliers, we 
communicate anti-corruption policies 
and procedures to all stakeholders 
with whom we enter into contractual 
relationships.
During the reporting period, 26 of 
our operations were assessed for 
corruption-related risks representing 
34% of all operations.
At the same time, during the 
reporting period, we did not record 
any incidents of corruption or bribery 
at the organization or individual level, 
and no incidents of anti-competitive 
behavior or antitrust and monopoly 
violations.
Operations assessed from a corruption risk point of view
Risk management  
and compliance
22  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  23
Our message
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Our products and services
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Our concern for people
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Climate risks
We address risks and opportunities arising from climate 
change that have the potential to generate substantial 
changes in operations, revenues or expenses in the 
following categories: Strategic Risks, Risk Council 
Agenda (Analysis), Insurance Natural Hazards Study 
and Risk Analysis.
The precautionary principle 
or cautious approach
We address the precautionary 
principle in our internal policies, 
strategies and procedures, which 
states that if a product, action or 
policy has a suspected risk of causing 
harm to humans or the environment, 
actions to protect or reduce the risk 
should be supported, even before 
there is concrete evidence of that risk 
materialising.
Categories of risks associated with climate change
Sustainability risks, classified as strategic risks, also include climate 
change risks. An annual sustainability risk assessment is carried out 
under the leadership of the sustainability management team. Strategic 
sustainability risks are assessed using internal data and reports from third 
party organisations such as the World Economic Forum and the World 
Resources Institute. We assess risks according to their likelihood and impact. 
Strategic sustainability risks are reported to Ingka Group, specifically to the 
Sustainability Committee and the Business Risk and Compliance Committee.
Risk categories we address:
<
STRATEGIC 
RISKS
<
FINANCIAL 
RISKS
MARKETING 
MARKETING 
AND SALES 
AND SALES 
RISKS 
RISKS 
>
OPERATIONAL 
OPERATIONAL 
RISKS 
RISKS 
>
One type of risk we 
address is the risk 
of non-compliance 
with environmental 
legislation. This type of risk 
falls under the category Physical  
and regulatory risks. 
Non-compliance with environmental 
legislation risk has a considerable 
impact on the company as it can 
affect the perception of our brand, 
the trust in our company from 
communities and authorities, as 
well as bring environmental damage 
and financial implications for our 
company.
The way to understand the short-term 
financial impact was by conducting 
environmental compliance audits. 
Following these audits, the system is 
implemented and risk is mitigated.
One method used to manage this risk  
is to set up the necessary resources and 
knowledge across our organisation to 
be compliant at all times.
We have a Business Risk Management 
and Compliance department at 
Regional Office level, covering five 
countries. The office consists of the 
S&S South East Europe (SEE) Lead, the 
SEE Operational Risk Management 
Lead and the SEE Business Risk and 
Conformity Manager functions.
As regards the Legal Department 
and the Risk, there is a clear 
separation. The Risk Department 
ensures internal compliance with 
Ingka Group standards and ensures 
that internal and external risks are 
identified, monitored and dealt with 
in accordance with the company’s risk 
policies, while the Legal Department 
supports stakeholders in ensuring 
external compliance, including 
legislative changes.
 
Every 3 months the EEA Council 
meets to assess external exposure, 
map the overall risks applicable 
within the EEA and ensure that these 
risks are properly assessed and 
addressed.
Every 4 months we carry out strategic 
risk assessments for the whole 
EEA together with the regional 
management of the company.
The risk register shall be kept and 
communicated to management and 
the Board. The risk and compliance 
report is part of the mandatory 
Council agenda. Risks that may lead 
to the need for crisis management 
are assessed within the crisis 
management team, depending on 
the magnitude, in the Global Council, 
EEA Council or Country Council.
Risk identification processes
24  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  25
Our message
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Our concern for people
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Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Stable and transparent economic 
performance is a material aspect 
that contributes to the sustainable 
development of our company. 
Thus, we want to develop from this 
point of view but we are committed 
to investing in environmentally 
friendly technologies that help us 
grow in a sustainable way
As part of our commitment to the 
authorities and to the communities 
in which we operate, the Finance 
Department is dedicated to ensure 
that we comply with the legal 
provisions in force in this area and 
that we pay the taxes and duties due 
on time.
Our company records current income 
tax in accordance with national 
legislation, and in 2021 we were liable 
to pay of specific tax according to Law 
170/2016, registering specific tax for 
restaurant activity.
with the development of the new 
store in Timișoara, we identified 
the need to bring a colleague 
from outside Romania into our 
team, resulting in 95.6% of senior 
management being from the local 
community.
Through these investments, we 
have implemented alternative 
energy supply measures, such as 
photovoltaic panels to provide 
electricity and geothermal drilling to 
provide heat. More information on 
these installations can be found in 
chapter 4.
During the reporting period we 
recorded a 3% increase in our 
turnover, the main indicator of 
economic performance for our 
company.
Economic 
performance and 
green investment
3%
Our turnover  
increase 
Turnover (Lei)
1 074 841 969
1 108 591 424
FY  
2021
FY  
2022
Digitization  
and cyber  
security
Digitization is an essential aspect 
of any modern business, and for us 
this material aspect has a significant 
impact in optimizing operations, 
reducing costs and improving 
monitoring of processes, products 
and communication with customers. 
Cybersecurity is an important implicit 
material aspect, as it can have a 
strong negative impact on the image 
and our company’s credibility, while 
affecting other stakeholders through 
theft or leakage of personal data.
The Digital Department is led by 
the Digital Manager, managing 
the following aspects: digital 
implementations, technical support, 
information security, data privacy 
and data management.
The administration of this 
department is carried out by cross-
functional committees with digital 
representatives such as, Data 
Governance Forum.
To ensure that we implement an 
optimal digitization process and that 
we effectively ensure cybersecurity 
in our activities, we evaluate the 
effectiveness of the aspects managed 
by the Digital Department by:
	›
Performance and development 
discussions taking place 
throughout the year, in which we 
define and pursue our annual 
objectives;
	›
The Digital Department is subject 
to the internal audit process, 
which is being conducted 
on several topics, such as: 
implementation of the Payment 
Card Industry Data Security 
Standard (PCI DSS), recycling of 
old equipment and others;
	›
Each sub-department has its own 
indicator, e.g. for information 
security is the number of 
incidents reported or the 
percentage of colleagues who 
have gone through awareness 
training.
Digital business management platforms
We have dedicated IT systems for managing activities such as: sales, logistics, 
customer service centre, colleague-related issues, real estate, finance and 
accounting, etc.
Most of the information systems we use store personal data.
While we are implementing all these measures to mitigate cybersecurity 
risks, in FY 2021, due to an inadvertent error, we experienced an incident of 
personal data leakage on our dedicated IKEA Family member platform. 114 
people were affected by this incident, for which our company was sanctioned 
for violation of Article 32 of the General Data Protection Regulation. Due to a 
quick response time, no misuse of data made public by third parties was found 
as a result of the incident. In FY2022 we did not encounter any further such 
incidents.
Each year we plan at management 
level the investments and 
development plan for the coming 
year, including the allocation of 
resources for green investments. 
During the coming year, the 
Finance Department is in charge 
of purchasing technologies and 
environmentally friendly equipment, 
and the Department of Maintenance 
is responsible for their installation, 
operation and subsequent 
management.
All these investments are approved 
by senior management, consisting 
of people who hold management 
positions or are department 
coordinators, who report directly to 
the Market Manager Romania.
Of these, all persons were part of 
the local community in financial year 
2021, meaning they are Romanian 
citizens and residents. In FY2022, 
26  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  27
Our message
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Our products and services
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Our concern for people
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In addition to these customers who chose to visit our stores,  
a additional number of 208 customers on average per day chose our 
Click & Collect, service in each of the two financial years included in the 
reporting period. They collected orders placed online from specially set up 
counters in our stores.
Customer 
satisfaction
Customer satisfaction is the basis of our business, and the whole business 
depends on the good management of this material aspect. Customer 
satisfaction is one of our company’s top priorities, as the continuity and 
development of the business depends on it.
Our colleagues in the Customer Relations and Customer Service Centre 
departments form a team that ensures customer satisfaction management. 
There are also regional forums and committees to align and improve customer 
satisfaction.
We evaluate the efficiency of the management of this material aspect through 
department-specific performance indicators (Happy Customer Score, Waiting 
time, Service level, Resolution promised) and through internal and external 
audits.
Customer awareness is analysed through market research. Data is collected 
from individuals and businesses using the specialised online platform Pulse CX, 
where it is centralised and then analysed by our specialists.
In situations where complaints from customers arise, we open referral cases 
with all the information we are given. The cases are reviewed by colleagues in 
the customer service centre and then the customer is contacted by the method 
of their choice (email or telephone). All resolutions are communicated via the 
client’s preferred method.
The customer satisfaction regarding 
our products and services is 
quantified through an online 
feedback also using the Pulse CX 
platform, which can be accessed by 
our customers through:
From email
Scanning a  
QR code in store
From the receipt
Using our communication centres (call 
centre, general customer support and 
online), we addressed a total of 
134 115 customer complaints: 
Average number of customers/day
Pallady 
Shop 
2 195
Băneasa 
Shop 
3 169
2021
Total clients/day 5 364
Pallady 
Shop 
1 878
Băneasa 
Shop 
3 012
2022
Total clients/day 4 890
65 983
68 132
FY  
2021
FY  
2022
28  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  29
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
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Our message
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Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

Value chain
Our sustainability journey starts 
from our value chain. So we 
identify all those areas where 
we can influence or add value by 
optimising our environmental, 
social and governance 
performance.
According to our retail business 
particularities that we carry out 
in IKEA Romania, our value chain 
can be presented in a circular form 
because the defining elements are 
interconnected and in a continuous 
dynamic.
The supply chain, which is one segment of 
the whole value chain, is presented in detail 
in chapter ܒ3.1. Accountability in the supply 
chain”.
 
Recovery
Packaging  
and 
distribution
Value  
chain 
IKEA
Transport  
to customers
Production  
and 
improvement
Design, 
innovation and 
creation
Inspiration  
and selling
What 
sustainability 
means to us
30  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  31
Our message
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Our story
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Our products and services
Our concern for the environment
Our concern for people
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Our products and services
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Our strategy and 
Sustainability 
directions
A healthy  
and  
Sustainable life
Circular economy 
and positive impact 
Climate impact
Pillar I
Pillar II
Pillar III
Ambitions for 2030 
Inspiring and 
supporting more than 
1 billion people to live 
a more sustainable 
everyday life
Ambitions for 2030 
Creating a positive 
influence on climate and 
resource regeneration as 
IKEA grows its business
Ambitions for 2030 
Contributing to a fair and 
equal society by respecting 
human rights, creating 
a positive impact for the 
people in our value chain 
and contributing to the 
development of resilient 
societies 
Commitment 
	›
Creating a movement 
in society around the 
vision of improving 
everyday life;
	›
Inspiring and 
supporting people to 
live healthier and more 
sustainable lives;
	›
Promoting circular 
and sustainable 
consumption.
Commitment 
	›
Turning into a circular 
business;
	›
Making a positive 
impact on the climate: 
substantially reducing the 
greenhouse gases emitted 
by our activity;
	›
Regenerating resources, 
protecting ecosystems and 
improving biodiversity.
Commitment 
	›
Supporting a resilient society 
through a responsible 
business;
	›
Providing and supporting 
decent work throughout IKEA 
value chain;
	›
Developing a business based 
on equality, diversity and 
inclusion.
Group-wide 
Sustainability 
Strategy
The vision behind this strategy is to 
create a better everyday life for as 
many people as possible by supporting 
a sustainable lifestyle. In this 
regard, sustainability ambitions and 
commitments have been set for 2030, 
defined in line with the UN Sustainable 
Development Goals, structured around 
three pillars of interest reflecting the 
work of the group:
At IKEA Romania we align ourselves with the strategies 
developed within the Ingka Group. Thus, all our initiatives and 
the way we manage sustainability within our company follow 
the guidelines set at group level through the People and Planet 
Positive strategy which can be found online.
A better life 
for people and 
communities
32  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  33
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Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

IKEA Romania  
Sustainability Strategy
These pillars are also taken up in the IKEA Romania strategy, bringing a local 
approach to facilitate the achievement of the aligned goals for the South East 
Europe region.
There are a number of key indicators that we track in order to be able to 
quantify the progress and performance of the measures we are implementing 
to achieve the ambitions and commitments reported at group level. Among the 
most important indicators we can mention:
Key indicators
2021
2022
Carbon footprint 
(tons of equivalent CO2 emissions)
404
420,7
Share of sales for products  
in the category “People and Planet” *
32%
31,50%
% of customers who said IKEA “has a 
more positive impact on society and the 
environment than other companies”
48%
49%
% of employees who have completed 
sustainability training
64,01%
8,31%
Purchased renewable electricity
100%
100%
Own renewable energy production  
(% of consumption)
 –
2,50%
Renewable energy consumption  
(% of consumption)
85,80%
96,40%
Energy intensity kWh/m2
129
131
Volume waste generated / m3 products sold
17,50
26,65
*  products in the “People and Planet” category are those products that have been designed with the primary purpose of 
supporting the ambitions and commitments of the Sustainability Strategy
The data and information needed to monitor these indicators is collected 
at department level, which provides data for the team reporting to the 
Sustainability Leader, who is responsible for reporting this information further 
at group level.
Stakeholder 
involvement
The Management of Sustainability 
Strategy in IKEA Romania
The Sustainability Strategy is owned by all the governance structures of our 
company, each of which is responsible for the proper implementation of the 
established actions and measures.
As a joint stock company, IKEA Romania is managed by a Management Board 
and a Supervisory Board, which is the highest management structure and 
provides strategic guidance to the organisation. The management of the 
joint-stock company is exclusively the responsibility of the Board of Directors, 
including the Market Manager, who performs the necessary and useful acts 
for the realisation of the company’s business purpose.
The next organisational level is the top management, made up of people with 
management and departmental coordination functions, who reports directly 
to the Market Manager Romania. This structure has grown from 15 people 
in FY 2021 to 23 people in FY 2022 with the preparation of the opening of the 
Timișoara Store. 
In order to involve stakeholders 
in this report, taking into account 
the specifics of our work and 
the feasibility of implementing 
the most commonly used 
stakeholder engagement 
measures, we used the following 
methods:
IKEA’s first 
in-house 
workshop
Aggregation 
of updated 
list of material 
aspects and 
quantifying 
the impacts 
of material 
aspects
The sustainability 
team of IKEA
Online 
questionnaire 
for all 
categories of 
stakeholders
Quantification 
of the 
relevance of 
IKEA material 
aspects
638 answers, 
from which 280 
belonging to 
IKEA employees 
and 257 from 
customers
Second IKEA 
in-house 
workshop
Quantification 
of material 
aspects  
impacts
29 participants 
with executive, 
coordination and 
management 
positions from 
several IKEA 
Romania depart-
ments which cover 
all company’s 
activity levels
METHOD
SCOPE 
AND  
COVERED 
TOPICS
INVOLVE-
MENT
In May 2022, during a specific workshop 
coordinated by sustainability team, we 
reviewed and updated the stakeholder 
list, taking into account the impact each 
group of people or entities may have on 
the company, the interest shown of these 
in our business and the industry best 
practices. Thus, the following categories 
have been identified for the reporting 
period:
Stakeholders 
INTERNAL 
IKEA Group Management IKEA
Group Management IKEA Romania 
IKEA Employee
EXTERNAL
Customer 
IKEA Supplier
Public Authority
NGO
Educational institution 
Media
34  Sustainability Report IKEA ROMANIA FY 21-22
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  Sustainability Report IKEA ROMANIA FY 21-22  35
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Materiality analysis
In order to carry out the right materiality review, we started from the value 
chain and considered the needs of our stakeholders, the context of the 
industry in which we operate and the strategic and operational particularities 
of our company. This work was carried out in a workshop with internal 
stakeholders, coordinated by the Sustainability Leader team.
As a result of this process, we have analysed the actual and potential,  
negative and positive effects on the economy, the environment and people.
The revised list includes the 16 material issues identified in the 2021  
Non-Financial Statement, but grouped and organised according to the results 
of this more detailed analysis.
This analysis resulted in four new material themes that had not been 
addressed before: Economic performance and green investment, Digitization 
and cyber security, Food waste and food waste management, Attracting new 
employees and employees retention.
After finalizing the final list of material issues, through the three stakeholder 
engagement methods, we analysed each material issue in detail, taking into 
account:
	›
relevance to the company (external perspective): quantify the potential 
positive and negative influences from the outside that enable 
development, respectively that may have a negative impact on the 
company;
	›
impact on the environment and society (inside perspective): quantifying 
the potential positive and negative influences generated by the company 
to the outside world that allow the generation of positive impacts, i.e. 
negative impacts on society and the environment.
This quantification aimed to prioritise materiality issues and the results were 
used to generate the materiality matrix for the reporting period.
ESG 
Direction
Chapter
Material aspect
1
GOVERNANCE
Our story
Organizational culture
2
Risk management and compliance
3
Ethics and good business practice
4
Economic performance and green investment
5
Digitalization and cyber security
6
Customer satisfaction
7
Our products  
and services
Supply chain responsibility
8
Product safety and quality
9
Service innovation and product sustainability
10
Responsible marketing
11
Security of establishments
12
ENVIRONMENT
Our concern for 
the environment
Resource management
13
Managing greenhouse gas emissions
14
Managing water consumption
15
Circular economy and waste management
16
Food waste and food waste management
17
PEOPLE
Our concern  
for people
Employees health and safety
18
Attracting new employees and retaining employees
19
Diversity, equality and inclusion
20
Employees wellbeing
21
Professional development of employees
22
Supporting local communities
MATERIALITY MATRIX FY 21-22
22
19
21
17
16
13
12
14
15
3
2
4
5
7
8
10
6
11
9
18
20
Impact on the environment and society
Relevance to the company
medium
medium
high
high
1
36  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  37
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Supply chain 
responsibility
Implementing accountability in the 
supply chain is key to maintaining 
a high quality, competitiveness and 
performance in terms of products 
marketed. Thus, we contribute to 
achieving our strategic objectives and 
ensure the sustainable development 
of our business.
 
Our vision is to create a better 
everyday life, and we want to instill 
that vision in the suppliers and 
service providers we work with at 
different levels of the value chain, 
including in-store service providers, 
distribution centres and facility 
management, as well as suppliers of 
food, transport services and furniture 
products and components.
 
We choose our suppliers not only 
based on quality criteria at the 
right price, but we ensure that our 
environmental and social standards 
are respected and met. So, at group 
level, the IWAY standard has been 
developed, which is the Code of 
Conduct for suppliers for responsible 
sourcing of products, services, 
materials and components. The 
Purchasing Department and the 
Contract Holder Department are 
responsible for the management of 
this material aspect by ensuring the 
management, planning and smooth 
functioning of the supply chain.
Our  
products  
and services
38  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  39
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IWAY 
Standard
Hundreds of thousands of people 
work for our furniture suppliers 
and other service providers in the 
value chain. In doing so, IWAY helps 
us create the basis for sustainable 
development for all stakeholders by 
following these principles:
	›
Business is conducted legally and 
with integrity;
	›
Children are protected and 
opportunities for work, learning 
and family life are promoted;
	›
Fundamental labour rights are 
respected;
	›
Workers have free time, are 
paid responsibly and have 
opportunities to develop their 
skills;
	›
The health and safety of workers 
is protected;
	›
 Working and living conditions are 
adequate;
	›
The planet is protected;
	›
Resources, including water 
and waste, are managed in a 
sustainable and circular way;
	›
Animals lead a decent life.
IWAY is the IKEA Code of Conduct for suppliers. It is a mandatory standard for 
all suppliers working with IKEA.
Thus, all our suppliers are assessed on criteria related to environmental 
protection, social impact, working conditions and animal welfare. For suppliers 
evaluated with high or critical risk, we carry out an initial IWAY assessment to 
ensure sustainability conditions, including environmental requirements.
During the reporting period, we carried out environmental impact verification 
activities at IKEA Romania for 17 suppliers (11 of which were carried out in FY 
2021), which included both initial assessment for new suppliers and periodic 
reviews for previous verifications. Among the suppliers subject to these 
assessment, with one we ended the contractual relation in FY 2021 due to not 
meeting the environmental criteria set out in the standard.
The IWAY standard is based on widely recognised 
international conventions and documents on human rights, 
environmental protection and worker safety, as well as IKEA 
values and legal compliance. We asses all suppliers against 
the IWAY standard through a due diligence process before 
signing a contract. The due diligence report is prepared by the Compliance 
Department and aims to identify the risk level of the supplier in various key 
areas.
The due diligence report includes information gathered from both ICAP 
(Dun&Bradstreet) financial reports and available media sources to identify 
risk issues related to: Bribery and corruption, Political implications, Economic 
sanctions, Human rights, Employees rights, Animal protection, Environment, 
Anti-competitive behaviour.
During the reporting period we have environmentally assessed eight new 
suppliers for IKEA Romania (four in FY 2021 and four more in FY 2022).
In addition to this risk analysis, our supplier is committed to accepting and 
implementing the IKEA Code of Conduct and Sustainability Policy, while taking 
steps to continuously improve its business. In this way we strive to add value to 
our supply chain.
Thus, as an additional measure to ensure continuous improvement in our 
network of collaborators, all our suppliers are asked to have an action plan to 
minimise environmental impact. 
One of the general and basic 
conditions of the IWAY Standard 
in dealing with our suppliers is 
the protection of children, which 
states that, (G 3) “Children are 
protected and opportunities for 
work, learning and family life are 
promoted”.
Clause G 3.1, states that “No work 
with children”. Any potential or 
confirmed case of child labour is 
reported immediately to IKEA.
At the same time, a mandatory 
requirement of the IWAY Standard 
is the pursuit of fundamental labour 
rights. Thus, clause G 4.1 states that 
“There shall be no forced, compulsory 
or bonded labour, and any potential 
or confirmed case of forced, 
compulsory or bonded labour shall 
be reported immediately IKEA”. Clause 
G 4.2 also states that overtime is 
voluntary and employees who refuse 
to work overtime are not penalised. 
In certain circumstances well defined 
by applicable law, overtime may 
be mandatory for a short period 
of time, if agreed with employee 
representatives as appropriate.
IWAY is regularly reviewed and 
updated and is available on-line.
40  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  41
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Our suppliers
According to our activities, there 
are two main groups of suppliers, 
depending on the served area: Food 
and Non-Food. The first category 
includes suppliers supplying products 
to: restaurants, bistros, cafés and 
delicatessens.
The second category includes 
suppliers of products and services 
that provide the products and 
services necessary for our business.
 Suppliers of Food products are 
chosen exclusively by Inter IKEA 
Group, and suppliers for Non-Food 
products needed for the operational 
needs of the stores are chosen by 
Ingka Group, or through Regional 
Purchasing Managers - for purchases 
> 50 000 euro/year/supplier and Local 
Purchasing Managers – for purchases 
< 50 000 euro/year/supplier.
 
Although our business model involves 
close collaboration with the Ingka 
Group, at the end of the reporting 
period, over 46% of our suppliers were 
local. Given the scale of our business, 
local suppliers are our national 
suppliers. Of these, 99% are located in 
the Bucharest metropolitan area.
We have collaborated with 59 
Romanian companies to bring our 
customers the best products and 
services.
 
In the financial year 2022, 96% of 
the value of invoices of suppliers of 
goods and services was distributed as 
follows:
0,1% ALD Automotive SRL
0,1% Hewlett Packard Enterprise Romania
0,2% Coca-Cola HBC Romania S.R.L.
0,3% Ingka Services B.v.
0,3% SystemPLUS
0,6% IKEA Communications AB
0,8% IKEA Components s.r.o.
0,9% Toyota Material Handling Romania SRL
0,9% Ingka Procurement AB
1,3% IKEA Srbija d.o.o.
6,8% Ingka Services AB
6,4% IKEA Food Supply AG
2,6% IKEA Retail Services AB
10,3% Inter IKEA Systems B.V.
22,9% IKEA IT AB
45%
55%
International
National
IKEA Romania main suppliers
Products created with responsibility
We want all our wool to be responsibly sourced
We are in the process of transforming our supply 
chain to ensure that all the wool we use in our 
products comes from 100% appropriate sources. To 
achieve this, we are implementing the Responsible 
Wool Standard (RWS) guidelines, which means that 
the wool only comes from sheep that are properly 
treated and the land where they eat and rest is 
responsibly managed.
Supporting the sustainability of aquaculture 
Because we want to bring sustainable products to 
our customers and within the Food range, 100% of the 
products fish/seafood offered in our shops, restaurants 
and bistros are ASC/MSC certified.
Thus, the salmon served and marketed comes from 
Aquaculture Stewardship Council (ASC) certified sources, and 
the fish and shrimp come from independently certified fisheries in 
accordance with Marine Stewardship Council (MSC) standards.
Bringing good coffee from good sources 
At the same time, the coffee offered in our restaurants, cafes, bistros and 
shops is fully UTZ/Rainforest Alliance certified. In this way, we support small 
producers, for example in Central and South America, where the 100% Arabica 
beans used for the new PÅTÅR coffee range are hand-picked, providing 
superior quality.
IKEA coffee is fully traceable. Customers can easily check the provenance of 
their IKEA coffee online by visiting the UTZ/Rainforest Alliance/IKEA website.
We take care of animal welfare
We want to act responsibly towards the welfare of the animals in our supply 
chain and pride ourselves during the reporting period on the fact that:
	›
100% of the pork used in our restaurants has been produced without the 
use of gestation crates;
	›
100% of the eggs used in the restaurant come from a cage-free 
environment.
We strive for product circularity
As we are committed to becoming a circular 
business, one of our ambitions is to use only 
renewable and recycled materials by 2030.
We already use a lot of renewable wood-based 
materials and we are increasing the amount 
of recycled materials, such as recycled plastic, 
in our products. Currently, about 56% of the 
materials IKEA uses are renewable and 17% are 
recycled.
Our goal is to avoid unnecessary material 
consumption by focusing on making more out 
of less by creating lightweight items such as the 
popular our LACK table and PLATSA storage system.
Supporting forest sustainability
Our company is committed to preventing forest degradation and deforestation 
around the world. Today, we have a new 2030 forest agenda that we are using 
as a way to step up our work to improve biodiversity, mitigate climate change 
and drive innovation to use wood in even smarter ways as pressure on the 
world’s forests continues to grow.
In doing so, we have achieved our sustainability target specific to wood 
sourcing, and today over 98% of the wood used for IKEA products is either FSC 
certified or recycled.
We only use sustainable cotton
At the same time, our textiles are made from 100% certified cotton. Cotton can 
be found in sofas and cushions to bed linen and mattresses.
Thus, from 1 September 2015, all the cotton we use for our products is sourced 
more sustainably. This means that cotton is either recycled or grown with less 
water, chemical fertilisers and pesticides.
42  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  43
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Product 
safety and 
quality
The safety and quality of the 
products we sell is the basis of our 
business, and compliance with 
quality standards and product 
safety is a crucial issue for us, 
with financial and reputational 
implications for the company.
The IKEA product range is our identity. 
All IKEA home furnishing products are 
developed by IKEA Sweden and are 
designed to be sustainable, functional 
and safe to use.
On the food side, IKEA Food Services 
AB creates and develops the IKEA 
Food & Beverage product range. The 
IKEA food range is safe, making our 
customers’ food healthy, delicious, 
sustainable and affordable. At the 
same time, IKEA makes sure that the 
product range is relevant to the local 
market so that it can fulfil the  
vision of a better life for as many 
people as possible. 
All our products are designed, 
produced, distributed and presented 
in accordance with the requirements 
for safety and IKEA product quality, 
complying with legal and technical 
requirements.
IKEA Sweden & IKEA Food Services 
AB works with all markets where 
IKEA products are sold, including 
Romania, to collect and exchange 
information about requirements 
and regulations for existing and 
upcoming products. Through this 
cooperation, we ensure that the 
legal requirements for products in 
each country where the product is 
sold are met.
 
IKEA South East Europe, the region 
to which IKEA Romania belongs, 
has a dedicated department whose 
main objective is to ensure that 
products offered on the local market 
comply with regional and national 
regulations, industry standards, 
health and safety standards and 
processes related to customer 
expectations of product quality.
Product testing is an important 
part of our development process. 
All products are thoroughly tested 
and evaluated using various modes 
and methods of evaluation, testing 
and risk assessment. We take all 
necessary steps to ensure that every 
product we bring to market is safe, 
from the concept phase, through 
the design and development phase, 
to the finished product delivered to 
customers.
We ensure that processes are in 
place in each market for product 
quality management to help us 
coordinate product quality reporting, 
complaints, product quality issues, 
product deviation reporting, stop 
sales and recalls.
Our close cooperation in the market 
with IKEA Sweden and IKEA Food 
Services AB allows us to make all this 
information be taken into account so 
that we can efficiently improve our 
product range to the satisfaction of 
our customers.
44  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  45
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In IKEA Romania stores our customers can find out more about our products 
through different channels, such as the IKEA Romania website, price tag in the 
shop, or on the label on the product. As for our website, any information about 
the product and its features can be found by going to the webpage where the 
product is located. Useful information is also available in the sections: Materials 
and environment, Assembly and instructions, Packaging details, Safety, 
which refer to the safe use of the products.
For some product categories, environmental information is also available, such 
as the decommissioning of household appliances or information on energy 
consumption.
We seek continuous improvement, and any incidents resulting from  
non-compliance with labelling and product information display requirements 
have been addressed and we are making every effort to ensure that it does not 
happen again.
Incidents of non-compliance with labelling and  
product information display requirements
2021
2022
Incidents resulting in a fine or penalty
10
10
Incidents resulting in warning
7
5
Incidents of non-compliance  
with voluntary agreements
8
13
All our products comply with international and national chemicals legislation, 
including EU chemicals legislation.
We implement all existing legal requirements and apply them globally for all 
products in our sales markets, including Romania.
All our suppliers must comply with defined minimum requirements when 
working with chemicals. And to ensure that these requirements are met, we 
carry out random spot checks as well as tests at independent third-party testing 
laboratories.
We also attach great importance to the safety of our food products.
Thus, in our restaurants, bistros and cafes during the reporting period there 
were no cases of illness or outbreaks of food-borne infections. At the same time, 
during this period we had no controls carried out by the competent food and 
plant health authorities.
While we make every effort to ensure the safety of our products and services, 
we have experienced a number of incidents during the reporting period 
resulting from non-compliance with regulations on the impact on health and 
safety of products and services. These experiences allow us to continuously 
improve and update our practices to avoid such situations in the future.
Incidents due to non-compliance with regulations on the impact on health 
and safety of products and services
2021
2022
Incidents resulting in a fine or penalty
13
14
Incidents resulting in warning
2
2
During the reporting period, we had no incidents of non-compliance with 
voluntary agreements regarding health and safety impacts on products and 
services, and neither of our two restaurants received critical violations.
Service innovation  
and product 
sustainability
Economic activity sectors are growing with the society in which we 
live, and consumers are increasingly aware of the environmental 
impact and social implications of the products they buy. For 
this reason, the success of our products is closely linked to their 
sustainability and our ability to innovate and develop services and 
deliver increasingly sustainable products
46  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  47
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Responsible 
marketing
Today, innovation is one of the indispensable activities leading to success and 
the main engine of the economy, which is why we pay special attention to it 
at IKEA Romania. Service innovation and product sustainability are part of our 
long-term commitment and we want to make them more and more accessible 
to most people.
An Ingka Group structure is in charge of product sustainability globally, and 
in Romania the structure in charge of service innovation is the IKEA Romania 
management team.
Our ongoing efforts in innovation 
and sustainable product 
development are reflected in the 
number of new products to enrich 
our product range every year.
New items  
on the 
Romanian 
market
979
1 094
FY  
2021
FY  
2022
In our Sustainability Strategy, we aim to have all IKEA products developed 
using circular design principles by 2030, extending their lifespan and 
supporting the circular economy as well, we also aim to source all plastics from 
renewable or recycled materials. The action plans are made in line with and 
flow from our sustainability strategy.
Marketing is an essential activity for the 
company, and conducting it in a transparent 
and responsible manner is a determining 
factor for the development of our business and 
maintaining our integrity and reputation in 
the market. This is why we conduct marketing 
campaigns with accurate information, comply 
with the legal requirements and including this 
in our internal policies and procedures.
The marketing department manages activities 
related to: marketing communication, integrated 
media advertising, customer relationship 
management through loyalty programmes, market 
research on consumer trends. The department 
is coordinated by the Marketing Manager, and 
organisationally the department is included in the 
group of commercial teams and works closely with 
the other departments in this group.
Regular meetings are held throughout the year 
to evaluate the performance and development of 
the activities carried out within the department, 
where the team defines and follows up the annual 
objectives.
Although there are no specific internal audits 
for marketing activities, we ensure that each 
sub-department has its own key performance 
indicators set. For example, in the Marketing 
Communication sub-department, we are 
constantly conducting Brand Capital studies, 
through which we want to communicate in an 
honest and consistent way what differentiates us 
and makes us the best choice in the market.
At the same time, we track the majority of our 
marketing campaigns and report internally on 
results by generating relevant statistics to measure 
performance and identify options for further 
improvement.
48  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  49
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Visitor campaigns  
in Romania
The aim was to stimulate visits 
to IKEA stores when there was a 
downward trend in this regard. We 
adapted the Canadian campaign 
that used IKEA’s iconic store 
moments and items (IKEA shopping 
basket, hot dog, etc.) to engage 
customers with a touch of humour.
Campaigns for Time 
Restricted Offers TROs
The aim of the initiative was to 
increase sales volume through 
an intensive media promotion 
campaign with a focus on IKEA’s 
flagship brands with high buying 
potential, such as HEMNES, 
KALLAX and MARKUS.
Product launch campaigns
During the reporting period, with the launch of new products, we held a 
series of internal events dedicated to our store colleagues to provide in-depth 
insights from the perspective of our planners, vendors and designers.
Green Friday
The aim of the campaign was to 
promote a sustainable furniture 
exchange action, as one’s old 
furniture could be someone else’s 
new furniture. The campaign itself 
used iconic IKEA product names to 
attract customers and promote the 
idea of a second chance furniture 
gets by joining the initiative. At the 
same time, sustainable products from 
our range were promoted, such as 
the CHOSIGT ice cream mould, which 
can be reused and recycled.
Launch of the sustainable collection KÅSEBERGA
May 2022 saw the launch of the sustainable KÅSEBERGA collection, made from 
renewable and recycled materials, which ran in parallel with the initiative to 
clean up Modern Beach in Constanța by 30 IKEA Romania colleagues. The 
KÅSEBERGA range includes 26 products for both indoor and outdoor use 
including an useful bag for beach cleaning. The collection addresses the 
everyday needs of ordinary people who live a healthy, sustainable and dynamic 
lifestyle.
Beekeeping workshops for IKEA Family members
From March 2022 to October 2022, 13 beekeeping workshops for IKEA 
employees (2 workshops) and IKEA Family members (11 workshops) were 
held in the IKEA Pallady Biodiversity Garden. More than 250 people benefited 
from these workshops and had the opportunity to learn about the secrets of 
beekeeping with our partners from the Association for the Protection of Bees 
and Wild Pollinators – APPAPS.
Online broadcasts for parents and children
We continued the series of programmes developed in partnership with Itsy 
Bitsy, which support children’s development and curiosity, and promote 
information of interest to parents. Thus, parents can get in touch with 
psychotherapist Adriana Mitu in the show “Therapies with IKEA Toys” and the 
little ones can enjoy their favourite Itsy Bitsy character in the show “Play in 
IKEA”. Both programmes are broadcast live from the IKEA Pallady store.
Although we attach great importance to this material aspect, as in any 
company with a strong national marketing presence, we have also 
encountered incidents resulting from non-compliance with advertising, 
promotion and sponsorship regulations. All incidents have been addressed 
and we are making every effort to solve any substantive issues that may lead 
to recurrence.
Incidents of non-compliance with advertising,  
promotion and sponsorship rules
2021
2022
Incidents resulting in a fine or penalty
8
2
Incidents resulting in warning
0
1
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In case of dangerous situations, we apply strict procedures for intervention 
and management. We have a standardised coding system in which we have 
categorised the various dangerous situations into classes of action, which all 
our colleagues know and are prepared to act upon.
For example, a 500 coded alert warns that someone at the location needs 
first aid. In this case, at least 2 members of staff trained in first aid will 
approach the person in need of care until medical crews arrive.
Another example is an alert framed on code 1000, which indicates an 
emergency that requires a complete evacuation of the store. IKEA will 
announce the code to protect customers and employees from hazards such 
as fire, smoke or building collapse.
The implementation of actions related to these codes is based on regular 
training and simulations.
In addition, we carry out regular preventive checks to identify hazardous 
situations and comply with the HSE and PSI requirements in national 
legislation or IKEA standards. Thus, during the reporting period we 
conducted 5 specific audits for Fire Prevention and Fire Fighting, with the PSI 
service being subcontracted to a private fire company.
At the same time, in order to ensure optimal security of our sites, we have 
subcontracted a specialized company that meets all legal requirements in 
this field, and provides 40 people (full time equivalent) to guard our sites. All 
members of the security team have been trained in human rights issues in 
accordance with our company policies and procedures.
 
In the context of the global pandemic crisis, we have taken all necessary 
measures to provide safety and protection to our customers and employees. 
Thus, in addition to the implementation of all legal requirements 
(epidemiological control at the entrance of stores, scanning of digital 
certificates) we have implemented other measures to combat the spread of 
SARS-CoV-2:
Initiatives in shops
	›
Ensure social distancing, at points prone to crowding (Bistro, cash regis-
ters, information points, etc.), through written notices and floor markings;
	›
Announcements on the importance of hygiene compliance, disseminated 
at regular intervals through the public address system and written/graphic 
communications disseminated throughout the store;
	›
Limiting the maximum number of customers in shops at any one time;
	›
Equipping information points with Plexiglas dividers between IKEA employ-
ees and the customer.
Staff initiatives
	›
Provide the possibility to migrate staff with health problems from one de-
partment to another to avoid their exposure to biological risk;
	›
Remote working for colleagues with certain medical conditions;
	›
Equity and security by initiating an action whereby employees under the 
case definition of “direct contacts” were tested at the company’s expense 
and paid during the quarantine period.
Security of 
establishments
Site security is an important issue to ensure a comfortable and safe customer 
experience and optimal working conditions for employees. Thus, this material 
issue has significant implications for two of the most important stakeholder 
groups that most significantly influence the continuity and development of 
our business.
There is a OHS Committee, set up 
in accordance with the legislation 
in force, that meets quarterly.
Through the Internal Prevention and Protection 
Service, set up at the company level in accordance 
with the provisions of Government Decision 1425/2006 
(Implementing Rules of Law 319/2006 on OHS), we ensure 
the security of the sites in accordance with the legal 
requirements regarding the management of emergency 
situations, accident prevention, fire protection, protection 
of persons and security of the company’s objectives, 
goods and values.
We manage the activity of our sites safely and  
securely by:
	›
Investments in safety and security systems, such as 
fire detection and extinguishing systems, smoke and 
hot gas exhaust systems, fire alarm systems, fire 
detection and extinguishing systems and emergency 
evacuation, video surveillance systems, access control 
systems, burglar alarm systems, etc;
	›
Development and implementation of health and 
safety procedures;
	›
Obtain all authorizations and approvals from 
the competent Romanian authorities (General 
Inspectorate for Emergency Situations,  
Ministry of Internal Affairs, etc.).
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Resource 
management
Efficient resource management 
is of particular importance in our 
work, as it directly impacts the 
yield and the cost of all operational, 
administrative and logistical 
processes. At the same time, the 
achievement of the Sustainability 
Strategy objectives depends on 
the correct management of this 
material aspect.
Thus, we constantly invest in 
the development of alternative 
renewable energy systems and use 
monitoring systems for both specific 
consumption of our workplaces as 
well as for our internal fleet.
Our colleagues in the Facility 
Management department manage 
these consumptions through the 
BMS system (Building Management 
System), a computerised system that 
allows the proper management and 
monitoring of all energy consumers, 
such as air conditioning, heating and 
ventilation equipment.
This system also allows real-time 
remote control of all the operating 
parameters of the installations to 
ensure maximum efficiency and 
comfort in the shops.
In addition to the targets set by the 
Group Sustainability Strategy, we 
set annual consumption reduction 
targets monitored through specific 
performance indicators: 2% reduction 
in energy index (kWh/m2) each year 
compared to the previous year.
At the same time, internal and 
external audits are carried out to 
monitor the extent to which these 
targets are being met and the 
efficiency of energy consumption at 
operational level in our stores.
We are implementing a number 
of measures to reduce energy 
consumption in our stores, but 
also to create an optimal working 
environment for all our colleagues:
	›
we support natural lighting by 
integrating as many windows as 
possible into the architecture of 
our spaces and the use of over 
70 solar and illuminatig tubes we 
reduce energy consumption by 
using only LEDs in our locations;
	›
breathe clean air and save energy 
by using heat recovery units with 
air purification function;
	›
We support alternative energy 
sources through in-house geo-
thermal energy capture and the 
use of photovoltaic panels.
Our concern 
for the 
environment
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Natural gas 
(kWh)
1 420 678
1 148 389
FY  
2021
FY  
2022
Own fleet  
petrol (liters)
1 555,54
887,21
FY  
2021
FY  
2022
Own fleet  
diesel (liters)
11 301,04
11 146,19
FY  
2021
FY  
2022
Heat energy consumed
Electricity consumed
2021
2022
Total electricity  
consumed (kWh)
7 603,96
8 040,91
of which renewable  
energy (kWh)
100
100
Thus, aggregating the energy consumption and relating this value to the total 
retail floor area results in an energy intensity of 2.6 kWh/m2 in the financial 
year 2022 and 2.1 kWh/m2 in the financial year 2021. Therefore, during the 
reporting period we reduced our energy consumption by 19%.
ELECTRICITY:
	›
1 752 photovoltaic panels with an 
output of 657kWh in the Pallady 
store, providing approximately 
22% of the shop's energy needs;
	›
the rest of IKEA Romania's 
electricity is supplied from 
wind farms owned by Ingka 
Investments.
HEAT:
	›
110 geothermal boreholes, 
feeding 3 heat pumps serving 
the Pallady store. Two of these 
pumps have an installed capacity 
of 650kW and one of 350kW, 
providing a substantial input of 
heat from renewable sources;
	›
in FY2022 the design phase for 
a heat pump was completed 
for the Băneasa store and is 
expected to be operational in the 
first half of 2023.
Although the lifting of containment 
restrictions due to the risk of 
SARS-CoV-2 infection in FY2022 
has resulted in an increase in our 
activities, compared to previous 
financial year we have been able 
to reduce our sites' natural gas 
consumption by 19% and our own 
fleet fuel consumption by 6%.
To contribute to our strategic goal of achieving 100% renewable energy 
along the value chain by 2030, without relying on carbon offsetting 
methods, we are working to secure energy from sustainable sources:
Number of kilometres flown by IKEA employees on 
business
2021
13 250
2022
420 216
19%
reducing 
energy 
consumption
The end of 2021 and the beginning 
of 2022 marked a global shift in 
travel patterns. With the lifting of 
global travel restrictions, business 
returned to a pattern of business 
travel similar to the pre-pandemic 
level. Through the profile of 
our work, practical exchanges 
of experience between Ingka 
Group companies is a necessity to 
develop and respond correctly to 
international market trends and the 
needs of our customers. For this 
reason, FY2022 brought an increase 
in air travel among our colleagues.
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Although the biodiversity in the area of the shopping complexes, where IKEA's 
physical customer meeting points are located, does not present values that 
require a special protection regime, we have implemented:
	›
IKEA Pallady Garden – a 'sanctuary' restricted to public access by natural 
boundaries to allow small animals and birds to shelter and nest:
	›
area for educational events;
	›
provides food and habitat for pollinators;
	›
buffer zone rich in perennial honey plants and grasses;
	›
includes a wetland area, a lower portion of the land, where water will 
be stored and provided for living things.
Managing greenhouse 
gas emissions
Climate change has significant impacts on all economic activities around 
the world, and for us it directly affects raw material procurement costs, 
utility costs and can lead to business disruption due to extreme events. 
Proper management of this material aspects aims to reduce the company's 
contribution to climate change and to achieve the goals set out in the 
Sustainability Strategy.
Through our Group-wide Sustainability Strategy, we aim to become a business 
built on clean, renewable energy and renewable resources by 2030, with the 
ultimate goal of ending our consumption of virgin fossil fuels.
Because we want to reduce greenhouse gases from our activities and contribute 
to limiting the global temperature rise to 1.5°C by the end of the century, we track 
our carbon footprint every year and rigorously monitor all related consumption.
Monitoring of these consumptions is the responsibility of the Facility Management 
department, which provides data to the team under the Sustainability Leader, 
who then passes this information on to the group level. The Inkga Group records 
quantitative data from all companies and subsidiaries worldwide. Using a 
methodology that follows the Greenhouse Gas Protocol methodology, the global 
carbon footprint and the carbon footprint for each IKEA entity is calculated at 
group level.
To track progress towards the overall 2030 target set by the Group Strategy, we 
have set interim targets for annual greenhouse gas emission reductions.
At group level, we use tonnes of CO2e (carbon dioxide equivalent) to quantify the 
carbon footprint. This allows us to understand how different substances affect the 
environment and which ones we need to focus on.
We convert the amount of raw waste generated, water and energy consumption 
(from each activity stream) into CO2e using conversion factors from international 
databases, according to their respective contributions to climate change, and 
then sum them to get the total footprint.
 
1,5°C
limiting growth 
global temperature
Biodiversity
One of the most important global resources is natural capital, especially 
biodiversity. Through our retail activity in Romania, we have a limited impact  
on biodiversity at the local level of deployment of our in-store activities, which 
are located in anthropized urban systems.
However, we aim to protect biodiversity in our supply chain by implementing 
the IWAY standard, which imposes the following conditions on our suppliers:
	›
basic: Commercial activities do not take place in Areas with high conserva-
tion value, unless the area is certified under an IKEA recognised scheme;
	›
advanced: Biodiversity support initiatives are implemented.
At the same time, we market products that are certified in terms of 
sustainability, including biodiversity conservation. Please refer to the chapter 
"Sustainability for us" for more details on our product certifications.
 
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Number of shipments to supply IKEA Romania locations
FY 2021
FY 2022
TOTAL
Piacenza (Italy)
–
110
110
Bucharest (Romania)
–
1.844
1.844
Dortmund (Germany)
319
144
463
Jarosty (Poland)
2.015
24
2.039
TOTAL
2.334
2.122
4.456
Total volume transported to supply IKEA Romania locations (m3)
FY 2021
FY 2022
TOTAL
Piacenza (Italy)
–
5.483
5.483
Bucharest (Romania)
–
101.431
101.431
Dortmund (Germany)
15.947
7.200
23.147
Jarosty (Poland)
110.805
1.307
112.112
TOTAL
126.752
115.421
242.173
In order to support sustainable and individual transport, we support our 
customers and colleagues with a number of measures:
	›
28 charging stations for electric cars to support the renewal 
of the national car fleet;
	›
Two covered bicycle parking spaces and a self-service 
station in each of the Băneasa and Pallady shops to 
support alternative transport with 0 emissions.
The supply of products to be sold in our stores is carried out from warehouses 
belonging to the group, from where they are transported to IKEA stores in 
Romania. In the financial year 2022 we made efforts to optimise shipments 
from these warehouses to our stores by opening two new warehouses in 
Bucharest and in the city of Piacenza in Italy, thus reducing the number of 
kilometres travelled by 85% and the number of shipments by 9% compared to 
FY 2021.
Number of kilometres travelled to supply IKEA Romania locations (km)
FY 2021
FY 2022
TOTAL
Piacenza (Italy)
–
178.087,8
178.087,8
Bucharest (Romania)
–
36.884,0
36.884,0
Dortmund (Germany)
639.474,7
288.720,0
928.194,7
Jarosty (Poland)
3.138.803,5
47.875,1
3.186.678,6
TOTAL
3.778.278,2
551.566,9
4.329.845,1
In addition to monitoring consumption to calculate the carbon footprint, we 
also monitor air emissions from our stores. We monitor the following quality 
indicators:
Thus, we are pursuing Scope 1 and 2 under the Greenhouse Gas Protocol:
	›
Scope 1 – represents CO2e emissions generated on-site from fuel used, 
including refrigerants (leakage from cooling equipment) and transport;
	›
Scope 2 – represents CO2e emissions from electricity consumption, district 
heating and cooling. The calculation formula for this indicator is: Fossil 
fuels + Biofuels + Refrigerants + Transport + Electricity + District Heating + 
Central Cooling, each multiplied by emission factors and summed.
Emissions (tonnes CO2e) – 
carbon footprint
Scope 1 and 
Scope 2
Water 
consumption
Waste  
treatment
225
118
FY  
2021
FY  
2022
32
35
FY  
2021
FY  
2022
117
198
FY  
2021
FY  
2022
*  Greenhouse gas emissions intensity is calculated at IKEA Romania level, by relating the total 
amount of emissions (Scopes 1&2, water consumption and waste treatment) to the entire sales 
area of the two IKEA stores.
CO
monoxide  
carbon
NOx
nitrogen  
oxide
PM
suspension  
powders
 SO2
sulphur  
dioxide
Monitoring is carried out every six months by laboratories accredited by 
the Romanian Accreditation Association (RENAR) for seven sampling points 
distributed in Băneasa and Pallady stores.
In financial years 2021 and 2022, we have not recorded any exceedances of the 
maximum values allowed by the legislation in force.
At the same time, in order to contribute to the reduction of greenhouse gas 
emissions, we have set a target that by 2025 all deliveries of our products 
will be made by zero-emission vehicles. By the end of the 2022 financial year, 
75% of 24 of the vehicles owned by our company are electric cars. One of 
the targets that is part of IKEA's strategy is to reduce carbon emissions from 
transport by 50% by 2030, compared to the financial year 2016.
According to group-wide calculations, 0.18 tonnes CO2e is the 
carbon footprint of refrigerant use in the Food facilities in the two 
stores (Swedish Restaurant, Swedish Bistro, Swedish Delicatessen, 
Swedish Café). This amount is included in the Scope 1&2 for the 
financial year 2022.
With increased activity in FY2022, the carbon footprint specific 
to waste treatment operations increased by 69% compared to 
the previous financial year. This resulted in an increase of 5% 
greenhouse gas emission intensity* from 8.8 kg CO2e/m2 of retail to 
9.2 kg CO2e/m2.
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To meet water quality criteria, we monitor wastewater quality indicators 
through three connections in the Băneasa store and two connections in the 
Pallady store. During the reporting period we did not record any exceedances 
of the maximum values allowed by law (according to STAS NTPA 002/2005) for 
the following indicators that we monitor on a monthly basis:
Temperature at sampling
40 ºC
pH
6,5 – 8,5 unit. pH
Total suspended solids
350 mg/dm³
Biochemical Oxygen Consumption at 5 days (CBO5)
300 mgO₂/dm³
Chemical oxygen consumption (CCO-Cr)
500 mgO₂/dm³
Anionic surfactants
25 mg/dm³
Substances extractable with organic solvents
30 mg/dm³
Cadmium
0 μg/dm³
Mercury
0 μg/dm³
Zinc
1,0 mg/dm³
Total chromium
1,5 mg/dm³
Nickel
1,0 mg/dm³
Arsen
7,2 μg/dm³
Plumb
0,5 mg/dm³
Copper
0,2 mg/dm³
Benzo (g,h,i) perylene Indeno (1,2,3-cd)-pyrene
0,002 μg/dm³
Benzo-b-fluoranthene Benzo-k-fluoranthene
0,03 μg/dm³
Benzo-a-pyrene
0,05 μg/dm³
Ammoniacal nitrogen (ammonium)
30 mg/dm³
Anthracene
0,1 μg/dm³
Total phosphorus
5 mg/dm³
The wastewater generated at our shop sites is discharged into the municipal 
sewage network, for which we have a discharge permit.
Although our retail business does not pose a significant pollution risk, we have 
drawn up plans to prevent and combat accidental pollution, to meet legal 
requirements and to prevent any risk of contamination of groundwater bodies.
At the same time, we have implemented wastewater treatment systems, which 
we regularly maintain and drain with the help of authorized companies in this 
regard:
	›
hydrocarbon separators in our parking lots to avoid infiltration of 
petroleum materials into stormwater wastewater;
	›
grease separators in our restaurants to avoid contamination of domestic 
waste water with organic fats.
Managing water 
consumption
Proper management of water 
consumption is of particular 
importance to us, bringing 
financial benefits by reducing 
operating costs but also 
contributing to sustainable 
management of natural resources.
We aim to reduce our drinking water 
consumption at our stores by 30% by 
2030 compared to FY2020.
In order to track the progress of 
this objective, we rely on the BMS 
(Building Management System), 
which allows us to:
	›
we track daily water consumption;
	›
we create alerts if higher 
consumption occurs on certain 
areas;
	›
we monitor leaks oraccidental 
loss of water.
The water supply in our stores is from the public network and the Pallady store 
has an additional water supply borehole for the maintenance of green spaces. 
By 2023, we plan to drill a borehole in the Băneasa store as well, in order to be 
able to use the underground water resource for the maintenance of the green 
spaces. Subsequently, the current irrigation system will be upgraded with rain 
sensors.
We have implemented specific systems to reduce water consumption by:
	›
water is automatically turned off in the sanitary facilities, based on motion 
sensors;
	›
we installed aerators and photocells at all the taps in the sanitary groups, 
with preset flow times;
	›
recirculate domestic hot water;
	›
restricting water treatment for sensitive equipment, strictly dosing the 
minimum amount required;
	›
The Pallady store's irrigation system comes from rainwater captured from 
the store's roof and water from the store's own borehole, and rain and 
humidity sensors restrict the system's operation depending on weather 
conditions.
This material aspect is also managed and monitored within the Facility 
Management team, which oversees the administrative functioning of our 
workplaces.
To track progress towards the overall 2030 target, we have set interim targets 
for annual reductions in drinking water consumption: a 3% reduction in water 
consumption (litres per visitor) each year.
One of the impacts of resuming physical activity after the isolation period, 
both through the physical presence of employees in the workplace and the 
resumption of restaurant and bistro activity, can also be seen in the 61% 
increase in water consumption in FY2022 over the previous year.
Water consumption by source (m3)
FY 2021
FY 2022
Water from the centralised  
distribution network
24 447,00
27 009,00
Water from own borehole
3 109,95
17 428,31
Total amount of water consumed
27 556,95
44 437,31
In order to avoid increasing water consumption, we recirculated 100% of the 
domestic hot water so that it was available on tap immediately.
Total quantity 
of wastewater generated (m3)
106 365,13
108 369,20
FY  
2021
FY  
2022
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Within our company, in order to implement good waste management, 
persons with education or specializations are designated by decision in the 
field of Environmental Protection, in the role of Environmental Officer, who 
have specific tasks in this area. The Environmental Officer reports directly to 
the Facility Management department.
For the handling, collection, segregation, baling and temporary storage 
of waste generated at our stores, we collaborate with specialized waste 
management companies, which provide permanent on-site equipment and 
human resources for these operations.
To ensure an efficient waste management, there is a "Sustainability 
Team", an internal structure made up of people from several departments. 
Regular meetings are organised to discuss various topics related to the 
circular economy, environmental protection and topics related to waste 
management, eco-friendly recovery methods, handling and transport 
logistics, collection campaigns and public awareness.
To ensure an effective management, the Sustainability Team sets specific 
targets at the beginning of each financial year, with management approval, 
which are tracked and analysed through specific performance indicators, for 
example, the degree of waste recycling.
During the year, monthly and periodic reports are drawn up for each working 
point on waste management (types of waste and quantities generated, 
methods of recovery, degree of recycling) both for reporting 
within the Ingka Group and for reporting to environmental 
authorities in accordance with the requirements of the 
environmental permits held.
Periodically, internal audits are carried out for 
determination of compliance with applicable 
environmental legislation and external audits by 
the Ingka Group to determine compliance with 
the IKEA standard.
Performance appraisal is done annually, 
following discussion with the line manager, 
following in detail the achievement of the 
targets and objectives set for the year.
For an efficient waste management, there are undertaken such as: 
	›
Identification and classification of waste according to environmental 
legislation in force (Commission Decision 955/2014/EU, HG 856/2002);
	›
Carry out waste audits in accordance with the applicable legislation (GEO 
92/2021) and implement programmes to prevent and reduce the quantities 
of waste generated;
	›
Provide specific collection infrastructure (bins, containers, balers, holding 
bins, specially designated spaces/areas for temporary storage of waste) 
and staff each store to handle, collect, segregate, bale and temporarily 
store the waste generated;
	›
Identify and analyse the best recovery solutions available on the market 
(composting, mechanical recycling, incineration with energy recovery, 
conversion into alternative fuels) for generated waste;
	›
Identification of authorised waste collectors/final waste recyclers and 
conclusion of waste management contracts. When the waste management 
service is contracted, the participants (authorised waste collectors) are 
subject to an audit procedure to determine compliance with the IWAY 
standard. At the same time, waste companies are checked from a legal 
point of view to determine their solvency;
	›
Setting environmental targets and objectives for waste management and 
tracking performance indicators. An important objective set by to us is the 
0.8% increase in the annual recycling rate;
	›
Participation in meetings with the "Sustainability Team" 
to identify opportunities for environment on waste 
management;
	›
Establishing corrective and preventive actions to 
improve the waste management system, following 
the results of audits, internal/external visits to 
IKEA locations;
	›
Periodic verification of traceability documents, 
with a view to issuing a "Certificate of Final 
Recovery" for each type of waste;
	›
Monthly verification of environmental 
documents resulting from waste shipments 
(verification of annexes, transport permits, 
CMRs).
We implement measures and initiatives to:
	›
promoting the circular economy: the Circularity Workshop*, where we buy, 
refurbish and resell used furniture;
	›
supporting the reuse of materials: use of used cardboard packaging from 
store supplies in packaging online orders.
	›
Circular economy and 
waste management
The circular economy and waste management is an issue of great 
importance to us because of our responsibility towards the environment.
One of our Group-wide strategic goals is that by 2030 all our products will 
be developed using circular design principles, extending their lifespan 
and supporting the circular economy. We are working towards this goal 
by exploring ways to give our products a longer life by repairing, reusing, 
refurbishing, reselling and recycling the generated waste.
* more details about this service can be found at: 
https://www.ikea.com/ro/ro/customer-service/services/as-is-pubb04476e0#/ 
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Our concern for the environment
Our concern for people
GRI Index / SASB Index

Regarding the products we sell in our stores, we comply with the legal 
provisions of extended producer liability. For packaging placed on the market, 
we fulfil our recovery obligations by:
	›
for primary packaging through contracts with organisations implementing 
extended producer responsibility obligations;
	›
for secondary and tertiary packaging of cardboard, plastic and wood 
we meet our individual targets through the in-house management of 
packaging waste generated on our sites.
In FY2022 we have seen an overall increase of around 4% in packaging placed 
on the market, and this is due to an increase in the number of customers in 
our stores as pandemic conditions ease.
Total amount of waste from  
customer collection points (tonnes)
Total amount of waste generated (tonnes)
2021
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
2022
housekeeping
metal
paper-cardboard
plastic
glass
textile
wood
Băneasa
159
154,2
32,8
18
924,5
813,3
50,7
40,7
7,8
5,5
26
13,2
15,1
216,8
Pallady
107,2
115,1
4
14,6
971,7
999
47,9
54,3
4,6
6,8
14,6
15,8
146,5
209,5
Mogoșoaia
31,9
23,7
–
2,7
110,8
103,1
–
–
–
–
–
–
–
–
Pick-up points
–
–
–
–
5,9
4,2
5,6
7,7
–
–
–
–
–
–
Timișoara
1,5
–
–
–
–
–
–
–
–
–
–
–
–
–
2021
2022
2021
2022
batteries and 
accumulators
electrical, electronic and 
household appliances
Băneasa
0,3
0,3
1
27,4
Pallady
0,3
0,5
0,2
0,4
2021
2022
2021
2022
batteries and 
accumulators
electrical, electronic and 
household appliances
Băneasa
15,1
13,6
5
4,8
Pallady
3,3
9,8
0,5
1,2
Quantity of packaging placed  
on the market (tonnes)
2021
2022
Wood
123 768,7
244 646,7
Plastic
538 530,8
559 362,9
Aluminium
3 879,6
2 339,4
Paperboard
5 125 094,2
5 234 847,5
Metal
8 908,5
9 019,1
PET
31 452,3
23 982,3
Glass
38 675,9
46 719,1
Total
5 870 309,9
6 120 916,9
We constantly monitor the waste generated from our activities at all our sites:
Total amount of waste excluding  
customer collection points (tonnes)
We support proper waste management not only from our own business 
but also for our customers. That's why we provide collection points for 
several types of recyclables, but also for special waste, such as batteries 
and accumulators and electrical, electronic and household equipment.
66  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  67
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Total amount of food waste (tonnes)
2021
2022
Băneasa
26,2
25
Pallady
21,6
31,8
Percentage of products and packaging  
recovered for recycling/reuse by category
2021
2022
Kitchen and tableware
1%
1%
Luminaires
1%
1%
Carpets and textiles
1%
1%
Household appliances
4%
5%
Furniture
77%
74%
Blankets and mattresses
2%
5%
Storage solutions, accessories and decoration
4%
3%
Recycling rate
2021
2022
Băneasa
85,6 %
85,3 %
Pallady
91,7 %
92%
Average annual recycling rate
88,65%
85,3%
Recovery index
2021
2022
Băneasa
53,6%
64%
Pallady
59,8%
69,3%
Național
56,7%
66,6%
We closely track the recycling and destination of waste generated at our sites, 
and in FY 2021, we saw an overall reduction in generated waste. The increase 
in the amount of waste destined for incineration without energy recovery is 
due to increased activity in restaurants, whereby more animal food waste has 
been generated and is being directed for disposal in accordance with current 
legislation. At the same time, we strive to recover recyclable waste and 
because of this we have seen a substantial increase in waste sent for further 
external sorting.
Destination of waste (tonnes)
2021
2022
Permanently deposited  
waste (landfill)
30,60
27,50
Incinerated waste  
(without energy recovery) 
190,90
177,80
Incinerated waste 
(without energy recovery)
0,70
3,00
Recycled waste
1 381,00
1 273,00
Waste sent to additional external sorting
14,20
40,00
Energy recovered waste
31,80
2,36
Food waste and food 
waste management
Food waste is a current topic of international concern and for us this material 
issue has implications for our reputation, the achievement of our sustainability 
targets and the cost of managing food waste generated on-site.
For the correct management of food waste, colleagues in the Food team (who 
are involved in the activities of restaurants, bistros and cafes) work with the 
Environmental Officer to identify the best solutions for reducing the quantities 
generated and acting on the cause, providing logistics for waste collection and 
final treatment.
One of our objectives with regard to waste management is to increase by 
0.8% the annual recycling rate. The evaluation of performance in this regard 
is achieved through an operational audit that is repeated every 6 months, 
outlining the company's future actions with on this material aspect.
We are constantly working to reduce food waste, not just in our own business. 
We communicate to our customers about this, offering ways for them to take 
home their leftover food, as well as communicating about separate waste 
collection.
In the near future we plan to use the waste watcher system to monitor food 
waste from the customer so that we can formulate a plan to combat the 
generation of this food waste.
We are also working to educate our own employees on reducing food waste, 
and to this end, we have developed lower-weight, value-priced food menus, 
always leaving it up to our colleagues to opt for a free extra portion.
We also run awareness campaigns for both customers and employees on the 
importance of reducing food waste, offering promotions and price discounts 
for items that are close to their expiry date as well as the donation of these 
items when they cannot be sold due to the expiry date. The FIFO (first in, first 
out) rule is implemented through our stock monitoring system, with the flow of 
production being adjusted both weekly and daily according to the number of 
visitors and any events taking place during the period.
Total amount of food waste (tonnes)
2021
2022
2021
2022
Animal origin
Vegetable
Băneasa
0,7
0,7
25,6
24,3
Pallady
0,4
1,5
21,2
30,3
Because we take initiatives to reduce food waste and reduce environmental 
pollution, at IKEA we hand over waste oil from various sources to authorised 
operators for recovery.
Total quantity of used oil collected for recovery (tonnes)
2021
2022
From customers
0,2
0,2
Generated on the Băneasa site
3,3
3,5
Generated on the Pallady site
3,0
3,7
68  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  69
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Our  
concern  
for people
Employees 
health and 
safety
Total number of employees
2021
2022
Management
177
209
Operational
1 206
1 109
TESA
58
67
2021
680
2022
740
Total no. of hours of OHS/ES 
training:
external providers
2021
40
2022
80
weekly
2021
24
2022
30
additional
2021
40
2022
40
Total no. of training  
hours on OHS/FFP
2021
9
2022
9
Although we are not ISO certified, 
based on this policy we have 
developed a management system 
implemented by the Internal 
Prevention and Protection Service, 
which is implemented together 
with the company’s managers and 
covers all our activities. Three people 
are part of the Internal Service 
Component plus the managers of 
each department according to their 
direct responsibilities.
The OHS Committee consists of 11 
members, 4 of whom are employees 
representatives. Any subject related 
to HSE is voted on democratically 
within this structure, in accordance 
with our operating rules. Employees 
representatives on this committee 
provide feedback and proposals 
improvement proposals from all 
colleagues, which are then analysed 
and implemented in the occupational 
health and safety activities.
Our co-workers are the heart of 
IKEA’s business and the quality 
of their working environment 
directly impacts their well-being 
and work performance. Thus, the 
first aspect of ensuring an optimal 
working environment is to ensure 
the health and safety of all our 
colleagues. 
The department in charge of the 
health and safety management of 
employees is represented by the 
Internal Prevention and Protection 
Service, established at the company 
level, according to the provisions 
of the Government Decision no. 
1425/2006 (Implementing Rules of 
the Law 319/2006 on health and 
safety at work).
There is also a quarterly OHS 
Committee, set up under the same 
legal provisions.
Our occupational health and safety 
management system is based on the 
Group-wide OHS Policy, which has 
been developed and approved by 
the Ingka Holding B.V. Management 
Board and is managed by the Ingka 
Group Business Risk & Compliance 
Manager.
Thus, we implement procedures that 
ensure the health and safety of all our 
colleagues, which are applicable to 
all job categories: operational, TESA 
(technical, economic, administrative 
staff) and management.
Total no. of employees who 
participated in OHS training
70  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  71
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To ensure continuous improvement of our management system and to 
minimise the associated risks, we have a risk assessment carried out by 
an authorised company in the field of OHS. Based on this assessment, we 
constantly monitor the hazards identified through our Internal Prevention 
and Protection Service, which carries out regular internal controls aimed at 
identifying hazardous situations and complying with the HSE requirements 
according to our standards and the legislation in force.
If any HSE incidents occur at IKEA, the events are reported and investigated 
according to the provisions of Government Decision 1425/2006. The cause of 
each event and the mandatory measures to be taken to prevent such cases 
in the future are determined after the investigation. Near Miss situations 
(incidents that do not result in injury, illness or death, but have the potential 
to do so) are investigated internally and measures are taken by the Internal 
Service together with the External Prevention and Protection Service to prevent 
recurrence.
Significant risks are identified through an assessment committee consisting 
of a Seatbelt risk assessor, occupational physician and a representative from 
IKEA Romania. Significant risks for each activity are listed in the assessment 
and measures to limit the level of risk below acceptable levels are set out in the 
prevention and protection plan. This method is developed and implemented 
according to national standards set by the National Institute for Research and 
Development in Occupational Protection.
Although we implement all measures to provide a healthy and safe working 
environment for all our colleagues, for various reasons there are situations 
where accidents occur at work. We are working to minimise the situations that 
may cause these accidents, so that we can correctly prevent their recurrence.
2021
2022
Minor work accidents
3
1
Accidents resulting in temporary  
incapacity for work
5
3
Sick leave days due to work accidents
80
286
Our business is sustained and grows with our 
people, which is why employee wellbeing is a key 
issue in our organisation.
We apply human resources procedures and policies to 
ensure a comfortable, productive work environment 
and a constructive relationship with the management 
team and we allocate resources to offer benefit 
packages. To support one of our most important 
stakeholders, we strive to increase employee 
satisfaction and ensure work-life balance.
We track our performance in this regard through 
several tools that allow us to quantify the satisfaction 
of our colleagues.
Employees  
wellbeing
  Sustainability Report IKEA ROMANIA FY 21-22  73
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72  Sustainability Report IKEA ROMANIA FY 21-22
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IShare
Every year we conduct the IShare 
survey among all employees with 
more than 3 months’ service in 
the company. It is also provided 
administered by an external partner, 
ensuring confidentiality of responses. 
We quantify the level of satisfaction 
from the expert reports generated 
by the external partner, and by 
addressing the following themes:
My work: developing skills, the 
pleasure of working, work done with 
meaning, the satisfaction brought by 
work, the freedom to take decisions, 
The results recorded in this survey during  
the reporting period are as follows:
2021
2022
Getting involved
89,0%
90,5%
Leadership
88,7%
89,8%
Performance
89,0%
89,7%
Values
86,9%
Simplicity and speed
87,1%
87,6%
Inclusion
85,7%
Health & Wellbeing
85,8%
eNPS*
48,7%
54,6%
* Employer Net Promoter Score - a specific, internationally recognised indicator for measuring 
employee satisfaction. Range of quantification is between -100 and +100 units
Trust line platform
If our employees have concerns or worries in the workplace, we encourage 
them to talk to the person directly involved first, whenever possible. Where this 
is not possible, they should also raise concerns with their line manager, People 
& Culture representative. Our colleagues can anonymously report a problem or 
various comments directly on the “Trust line” platform managed independently 
of a third party.
Trust line managers assess referrals and, if an investigation is required, it is 
carried out by a designated manager from within the People & Culture or 
Business Risk and Compliance departments.
We investigate and respond quickly 
and thoroughly if a policy violation 
occurs using our investigation 
procedure to ensure confidentiality, 
consistency and accountability. 
Thus, to ensure data privacy, Trust 
line managers who evaluate the 
referrals on the platform are not from 
Romania.
IKEA: inspired by the organization’s 
vision, pride in working in the 
company, good workplace, responsive 
to customer needs, customer first, 
confidence in the future of the 
organization, upward innovation, 
recruitment/promotion in line with 
Key values, inclusiveness in the 
organisation, colleagues can be 
themselves, IKEA’s commitment to 
a culture of diversity and inclusion, 
work is valued, actively contribute to a 
clean planet, challenge the usual ways 
of doing things.
Interview on leaving the company
Employees complete an online questionnaire at the end of their employment 
contract, answering a series of questions about their satisfaction and 
information about the reason for leaving, and have a discussion with a People 
& Culture manager.
We constantly strive to improve employees wellbeing because we understand 
that this directly influences employee performance and contributes to 
increased retention. The benefits we offer our employees are as follows:
	›
Meal vouchers for each working day;
	›
Transport allowance;
	›
Holiday vouchers;
	›
Annual leave of 21 working days, and employees with at least 5 years’ 
seniority in the company receive an additional 4 days of annual leave;
	›
Participation in the One IKEA Bonus programme according to company 
rules, with the possibility of bonus payments of up to 150% of a gross 
monthly salary per year, if the cumulative targets set for One IKEA Bonus;
	›
Tack! - Ingka Group’s private pension loyalty program for employees who 
reach 5 years with the company;
	›
Unique values-based and people-oriented organizational culture;
	›
Inclusive, diverse and fair working environment;
	›
15% employee discount in all IKEA stores worldwide;
	›
 Free medical services/health insurance;
	›
Life insurance of EUR 30 000 and disability insurance of EUR 45 000;
	›
Psychological assistance program, financial education for employees;
	›
Investment in training and development programmes;
	›
Team building allowance;
	›
Additional paternity leave of 30 days.
opportunity to act, competence 
required to work, degree of burden, 
right equipment and tools, creating 
the best customer experience.
Working conditions: support for 
a healthy lifestyle, open sharing of 
opinions, support for a balanced 
workload.
My team: good collaboration with 
colleagues, fair treatment within 
the team, clarity of team objectives, 
awareness of team costs.
My manager: manager’s open 
approach to new ideas, manager’s 
positioning as a good example to 
follow, manager’s trust in colleagues, 
manager’s approach to regular 
performance discussions, sharing 
information, holds me accountable, 
appreciates identifying with IKEA 
Values, manager applies IKEA Values 
IKEA in change management, the 
manager actively supports key values, 
respects values, motivates the team, 
supports development, helps to 
adapt to the new and values different 
opinions.
74  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  75
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664
594
681
686
75
58
108
16
663
668
61
56
597
653
64
8
The notice periods are set according to the legislation in force: 20 working days 
for an executive post and 45 working days for a managerial post. At the same 
time, there are no collective labour agreements in our company.
Also, we encourage a healthy work-life balance and support colleagues who 
are starting out on the road to raisning a family. We are pleased to see an 
increase in the number of men choosing to take parental leave and we are 
close to all our colleagues returning to work after this period, with a 100% 
retention rate in 2022.
Employees with permanent employment contract
Full-time employees
Employees with fixed-term employment contracts
Part-time employees
2021
Total employees 1 258
2021
Total employees 1 367
2021
Total employees 183
2021
Total employees 74
2022
Total employees 1 260
2022
Total employees 1 321
2022
Total employees 125
2022
Total employees 64
We offer the same benefits to all our employees, regardless of working hours.
At the same time, we are implementing a number of initiatives to support 
colleagues facing difficult situations or who are in vulnerable social groups:
In terms of transition assistance programs offered by IKEA, we can mention:
	›
Help for employees affected by the war in Ukraine - priority in the 
recruitment process for employees and their relatives;
	›
Financial assistance following re-organization and re-structuring of posts 
for affected employees;
	›
Inclusion programmes for people with disabilities, people from the  
LGBTQ+ community or victims of domestic violence.
2
24
30
9
Employees who took parental leave
Employees returning from parental leave
2021
Total employees 32
2021
Total employees 32
2022
Total employees 33
2022
Total employees 33
5
31
26
8
Employees returning from parental leave
2021
Total employees 31
Active at the end of the 
year 26
2022
Total employees 39
Active at the end of the 
year 39
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Diversity, equality  
and inclusion
IKEA is committed to supporting diversity and equal opportunities among its 
team by including this issue in its management policies and implementing 
specific procedures that allow equal opportunities for all, regardless of age, 
gender, ethnicity, religion, class or membership of vulnerable groups, to 
support non-discrimination and social inclusion. These aspects lead to the 
development of our company by providing an optimal working environment 
for our employees.
Diversity at IKEA sites
2021
2022
Băneasa
323
265
306
234
Pallady
409
382
401
347
Mogoșoaia Warehouse
2
27
2
25
Pick-up points
5
28
5
35
Timișoara
0 
0
10
20
Diversity by age group
2021
2022
Under 30
344
197
306
156
Between 30 and 50 years old
322
360
353
388
Over 50 years
73
145
65
117
In FY 2021 we had a total of 1 264 colleagues in executive positions and 177 in 
management positions, and in FY 2022 we had 1 176 colleagues in executive 
positions and 209 colleagues in management positions. This increase in 
management positions was due to the opening up of the training process of 
the team for the new store in Timișoara, which started with the formation of 
the management team.
Employees in executive positions
2021
2022
Under 30
186
281
141
179
Between 30 and 50 years old
330
262
375
309
Over 50 years
140
65
112
60
TOTAL
656
608
628
548
Employees in management positions
2021
2022
Under 30
11
23
15
27
Between 30 and 50 years old
71
70
76
81
Over 50 years
1
1
5
5
TOTAL
83
94
96
113
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Employees in the highest management structure
2021
2022
Under 30
0
1
0
2
Between 30 and 50 years old
7
5
9
9
Over 50 years
1
1
2
1
TOTAL
8
7
11
12
In our company, we strive to create a diverse, fair and inclusive environment 
because we believe that as people grow, so does our business. We are 
committed to creating a future in which equality between people takes 
precedence, upholding the right to work of every individual. We are happy to 
have people with disabilities and people who have reached retirement age on 
our team, who can pursue a career and develop within the company, ensuring 
a steady income and an increased quality of life.
19
18
7
10
2021
Total employees 26
2022
Total employees 28
We pride ourselves on the fact that in FY 2021 and FY 2022, we have not 
experienced a single incident of discrimination within our company.
2021
3
2022
5
Retired employees
Employees with disabilities
Professional 
development  
of employees
Our colleagues are our business interface with our customers. We rely 
on them for the sustainable growth of our business and to ensure our 
customers’ needs are met. That’s why we invest in training and education 
programmes for all our employees and want to ensure continuous 
development for all our colleagues.
To ensure this continuous development, we assume the necessary costs to 
cover specialized training and courses for our employees to become experts in 
their activities, which adds value to our company.
We evaluate the personal development of our colleagues through our internal 
platform.
“My Learning” where the completion of online materials is recorded, as well as 
participation in face-to-face facilitated trainings and workshops that provide 
concrete reports of completion of materials.
“The Talent for All” platform is a platform used for the performance appraisal 
process and the development plan provides the data on which we take the 
necessary actions for employee development.
22 651
14 600
FY  
2021
FY  
2022
Total training hours  
for employees
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Our colleagues receive numerous trainings on various topics, including:
Each colleague has an individual development plan, according to personal 
needs and in line with business objectives:
	›
On-boarding for new employees – intro training and an on-boarding period 
of minimum 3 months;
	›
Regular training courses - compliance, data protection, anti-bribery and 
anti-corruption, IKEA Code of Conduct, trainings occupational safety and 
health at work and periodic, department-specific;
	›
Developing job-specific knowledge and skills and leadership abilities 
through online trainings for all employees and accessible from any device 
(internal MyLearning platform, LinkedIn Learning, Rosetta Stone), but also 
facilitated by internal or external certified trainers;
	›
Leader-specific programmes to develop leadership skills and competencies 
– IKEA Leadership Fundamentals, Coaching in Every Day Life, Growing as a 
Leader, 360o feedback;
	›
Mentoring and training programmes for all employees.
The diversity of topics is a key feature of the workshops we ran during the 
reporting period, including I Share, Happy Customer Score, Home Furnishing 
Academy, Active Selling, The Smile Effect, Team Development, Customer 
Experience Map, Bachelor of Personnel Leadership, Product & Design.
Our colleagues receive regular performance and career development reviews. 
Thus, in FY 2021 over 77% of colleagues received such appraisals and in FY 2022 
over 79%.
These evaluations are conducted through performance review discussions 
each financial year-end (September - October) between manager and 
employee, follow-up discussions (March - April) and ongoing conversations and 
feedback throughout the year.
As measures implemented following the evaluation, at the beginning of 
the financial year discussion (October), performance targets are set for 
the following year, and following the evaluation and new targets, a plan is 
established.
Development staff with SMART objectives, oriented to the development needs 
of the employee and in line with business needs. Also here, through the Talent 
Review discussion, we identify the potential of employees for more complex 
responsibilities, but also with a view to mapping successors in the succession 
plan for key positions and managerial positions.
Employees who have received assessments 
on performance and career development
2021
2022
Management
68
84
59
76
Operational
479
465
476
463
TESA
14
9
19
12
Following the implementation of all our measures and initiatives to ensure 
optimal professional development of our employees, we have seen an increase 
in the filling of new positions through internal promotions during the reporting 
period. Thus, 34% of the new roles available in FY 2021 were filled by our 
colleagues and in FY 2022 this percentage increased to 41%.
Technical knowledge:
	›
IKEA specific tools (systems and 
platforms);
	›
Using the filling machine for 
reusing cardboard packaging in 
online orders;
	›
Facilities Management (Circularity 
Workshop, bicycle-friendly 
infrastructure, etc.);
	›
Media activities.
Skills: 
	›
Sustainability, including activating 
and supporting initiatives;
	›
Interior design: the ability to 
combine commercial, aesthetic 
and practical aspects;
	›
Creativity: the ability to create 
new ideas, visualize and present 
them;
	›
Advanced communication and 
relationship building;
	›
Customer relationship 
management;
	›
Promoting healthy eating habits 
for employees and customers.
General knowledge: 
	›
IKEA product and service range, 
including business idea, concept 
and our brand objectives
	›
The concept of home/work life in 
the local market;
	›
Trends and design that influence 
the way we live and work;
	›
Use of different materials;
	›
Active selling methods and 
communication with customers;
	›
Ergonomics, including regulations 
related to home/workplace safety.
82  Sustainability Report IKEA ROMANIA FY 21-22
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309
140
179
194
New employees
2021
Total employees 488
2022
Total employees 334
Employees by age category and location
2021
2022
< 30 years
30-50 years
> 30 years
< 30 years
30-50 years
> 30 years
Băneasa
282
205
101
226
230
84
Pallady
240
444
107
206
455
87
Mogoșoaia  
Warehouse
7
17
5
5
17
5
Pick-up points
12
16
5
15
24
1
Timișoara
–
–
–
10
15
5
New employees by location
2021
2022
Băneasa
83
92
45
55
Pallady
95
198
86
107
Mogoșoaia Warehouse
0
10
0
1
Pick-up points
1
9
1
13
Timișoara
–
–
8
18
Rate of new hires by age group and location 
2021
2022
< 30 years
30-50 years
> 30 years
< 30 years
30-50 years
> 30 years
Băneasa
28%
36%
23%
20%
19%
13%
Pallady
57%
32%
15%
48%
19%
9%
Mogoșoaia  
Warehouse
100%
6%
40%
0%
0%
20%
Pick-up points
58%
19%
0%
40%
29%
100%
Timișoara
–
–
–
170%
40%
60%
Attracting new 
employees and 
retaining employees
The smooth running of our business relies on skilled and 
competent people and a stable human resources structure. Thus, 
employee recruitment and retention are key factors in ensuring 
the stability and resilience of the business.
We are constantly striving to grow as an organisation and that’s why we 
are guided by IKEA culture and values in our recruitment processes. In 
addition to the salary we offer, we bring a range of benefits to attract 
new employees and retain current employees.
A key issue for us is keeping staff fluctuation as low as possible. Thus, 
we hope that all our efforts outlined in this chapter will enable us to 
retain as many experienced employees as possible in our company who 
can effectively contribute to the growth of our business.
We track new hire and departure rates*, and when these rates do 
not track in line with our targets, we analyse the causes and develop 
solutions to remedy the situation.
During the reporting period we observed:
	›
Decrease in total new hiring rate from 34% in FY 2021 to 24% in FY 
2022;
	›
decrease in the overall departure rate from 29% in FY 2021 to 28% in 
FY 2022.
New employees by age
2021
2022
Under 30
64
161
61
98
Between 30 and 50 years old
91
133
68
83
Over 50 years
24
15
11
13
* The rates of new hires and departures are calculated for each category of employees by 
dividing the number of new hires and departures in that category by the total number of 
employees in the same category; values are reported by financial year.
Rate of new hires per location by gender 
2021
2022
Băneasa
26%
35%
15%
24%
Pallady
23%
52%
21%
31%
Mogoșoaia Warehouse
0%
37%
0%
4%
Pick-up points
20%
32%
20%
37%
Timișoara
–
–
80%
90%
84  Sustainability Report IKEA ROMANIA FY 21-22
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268
153
148
231
Number of departures from the company
2021
Total employees 416
2022
Total employees 384
Company departures by location
2021
2022
Băneasa
64
86
51
66
Pallady
82
164
99
151
Mogoșoaia Warehouse
0
9
0
2
Pick-up points
2
9
1
6
Timișoara
–
–
2
6
Company departures by age
2021
2022
Under 30
43
143
68
120
Between 30 and 50 years old
76
115
70
100
Over 50 years
29
10
15
11
Company departures by age category and location
2021
2022
< 30 years
30-50 years
> 30 years
< 30 years
30-50 years
> 30 years
Băneasa
56
70
24
51
53
13
Pallady
120
114
12
131
108
11
Mogoșoaia  
Warehouse
4
2
3
2
0
0
Pick-up points
6
5
0
3
3
1
Timișoara
–
–
–
1
6
1
Departure rates by age group and location 
2021
2022
< 30 years
30-50 years
> 30 years
< 30 years
30-50 years
> 30 years
Băneasa
20%
34%
24%
23%
23%
15%
Pallady
50%
26%
11%
64%
24%
13%
Mogoșoaia  
Warehouse
57%
12%
60%
40%
0%
0%
Pick-up points
50%
31%
0%
20%
13%
100%
Timișoara
–
–
–
10%
40%
20%
Departure rate by location by gender
2021
2022
Băneasa
20%
32%
17%
28%
Pallady
20%
43%
25%
44%
Mogoșoaia Warehouse
0%
33%
0%
8%
Pick-up points
40%
32%
20%
17%
Timișoara
–
–
20%
30%
In FY 2021 we had 488 new hires and 416 departures from the  
company and in FY 2022 we had 334 new hires and 384 departures  
from the company.
Supporting 
local 
communities
All the measures and initiatives we 
implement to have a sustainable 
growth in our business are in 
line with the external changes 
taking place in society. Thus, our 
sustainable growth is only possible 
if we operate in a sustainable 
society.
For this reason, we want to actively 
support the communities we are part 
of through long-term action plans in 
the areas of education, social, health 
and environment.
Building on our sustainability 
strategy, the Sustainability Leader 
coordinates the actions, programmes 
and projects we invest in to add value 
to the communities and environment 
around us.
During the reporting period we 
implemented actions developed 
within IKEA, but we also supported 
actions developed or proposed 
by other entities. Thus, during 
the reporting period we provided 
support to 116 NGO associations 
in the financial year 2021, with 
this number increasing by 154 the 
following year. These organisations 
have been supported through direct 
donations of money or products, 
promotional support and visibility for 
fundraising through the income tax 
redirection form, in-store promotion 
for collecting funding from our direct 
debit customers.
In FY 2021, we completed a number 
of projects started in previous years, 
which we supported through funds 
set up specifically for this purpose. 
The funds were administered by an 
external entity and allowed several 
NGO-type entities to participate with 
project ideas on themes aligned 
with our vision of sustainability, 
such as: gender equality, protection 
of vulnerable groups, resilience to 
climate change.
More information on the initiatives 
implemented in FY 2021, both those 
developed and supported internally 
or through partners, as well as those 
started or continued in that year, 
can be found in the Non-Financial 
Statement 2021*, in the chapter on 
“Sustainable communities”.
To evaluate the performance of our 
initiatives, we track project-specific 
indicators, such as the number of 
beneficiaries, or we carry out Social 
*  The Non-Financial Statement for the financial year 
2021 is available at: https://www.ikea.com/ro/ro/files/
pdf/fb/64/fb6438ae/declaratie-non-financiara-fy- 
2021.pdf
86  Sustainability Report IKEA ROMANIA FY 21-22
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Return of Investment analyses. Thus for six projects completed in the financial 
year 2021, it has been shown that for every 1 leu invested by IKEA, generated 
7.88 lei in social and environmental value.
In addition to the projects that were already under implementation in the 
reporting period, we invested a total of 22,660,780 lei in new initiatives and 
projects for community development, health promotion and environmental 
protection.
Among the environmental activities we implemented in FY 2021, we organised 
the first ONE HOME, ONE PLANET (OHOP) in Romania. This digital event 
brought together numerous specialists and leaders from non-governmental 
and business circles, authorities and representatives from
IKEA to work together to find solutions to the climate crisis, resource scarcity 
and inequality. OHOP, held in October 2021, aims to find innovative ideas, 
new public policy proposals or simple mechanisms that allow people to take 
an active stance and contribute in a positive way to the future of the planet. 
The conclusions drawn at the event were shared with representatives of the 
government and the presidential administration. During the collaborative 
circular economy session we mention the scaling up of low-waste shops, the 
processing of by-products in agriculture or the development of enterprises 
linked to basic agricultural production to shorten the value chain, while 
involving local and central authorities in the implementation of the existing 
legislative framework and taking on the targets to reduce food waste.
In FY2022 we have turned our full attention to community development 
initiatives, increasing our budget for external initiatives by 4.6 times compared 
to the previous year.
Value
Destination 
Supported cause
Direct monetary sponsorships
24 302 lei
ACCEPT Association
defending and promoting the 
rights of the LGBTQ+ community
9 721 lei
Diversity Charter
the LGBTQ+ week events
21 282,5 lei
ANAIS Association
helping women in vulnerable 
situations
Donations in products
28 147 lei 
(food products)
associations: 
Casa Bună, Concordia, JRS, 
Greenitiative, Open Door
support for people in vulnerable 
situations (with priority to 
children, young people and 
refugees)
2 637 107 lei
(furniture)
UNICEF, General Directorate 
for Social Assistance and Child 
Protection
mobilising centres for refugees 
from Ukraine: 35 Blue Dots-type 
support and protection centres 
for children and families, and 11 
DGASPC centres in Bucharest
788 898 lei
(various products)
15 partner associations: Armata 
României-Camarazii Association, 
DGASPC Sector 1, Save the 
Children, JRS, Roma Education 
Fund, DGASSMB Romexpo centre, 
ACCEPT, Concordia, Dumbrăvița 
Timiș City Hall, Casa Bună, Hospice 
Casa Speranței, Open Door, Logs 
Timișoara, Greenitiative, Aktis 
Association, Creators of Good 
Deeds Iasi
various social and community 
development causes, depending 
on the needs identified by the 
partner associations 
117 421 lei
Kolping Association
Helping people caught up in 
the war in Ukraine: donations in 
products that arrived in Ukraine
12 820 767 lei
Danish Red Cross
1 8767 301 lei
Save the Children Sweden
303 559 lei
Charity Fund Balbek Bureau
The FY 2021 initiatives, amounting to 476,898 lei, which were started in parallel 
with other existing projects, aimed at the following activities:
	›
Health: the proceeds from the “Let’s Play” campaign were donated to the 
Help Autism Association;
	›
Community development: we supported causes to promote inclusion, 
equality and diversity and to protect vulnerable groups through monetary 
and product donations to the ACCEPT Association, mobilization of rooms 
for refugees within the JRS Romania Association, furnishing refugee cen-
tres coordinated by the General Inspectorate for Immigration, donations of 
food products for the associations Casa Bună, Concordia, Open Door;
	›
Environmental protection: the products of the Buy Back Campaign were 
donated to the Roma Education Fund Romania Foundation.
At the same time, in order to support people affected by the current geo-
political situation, we have developed the “Regional Refugee Programme”, a 
project started in 2021, running for 3 years, preparing people with refugee 
status for labour market integration, in collaboration with the United Nations 
High Commissioner for Refugees and several NGOs in Romania. We will 
continue our efforts to contribute to the development of communities and a 
more sustainable society as a whole, and will continue to dedicate resources 
to support initiatives that bring us one step closer to this vision.
Contribution amounts (lei)
FY 2021
FY2022
Health programmes
48 750
–
Community development programmes
274 997
22 183 882
Environmental protection programmes
153 151
–
88  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  89
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GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
General disclosures
GRI 2:  
General  
Disclosures 2021
2-1
Organizational details
6, 9
2-2
Entities included in the organization’s 
sustainability reporting
6
2-3
Reporting period, frequency and 
contact point
6
2-4
Restatements of information
6
2-5
External assurance
6
2-6
Activities, value chain and other 
business relationships
42
2-7
Employees
71, 73, 74, 75, 
 76, 77, 78, 79, 
 80, 84, 85, 86
2-8
Workers who are not employees
53
2-9
Governance structure and composition
10, 79, 80
2-10
Nomination and selection of the 
highest governance body
10, 34
2-11
Chair of the highest governance body
9, 34
2-12
Role of the highest governance body in 
overseeing the management of impacts
9
2-13
2-13 Delegation of responsibility for 
managing impacts
9, 10, 34
Statement of use
IKEA Romania SA has reported in accordance with the GRI Standards for the period 1 september 2020 – 31 august 2022
GRI 1 used
GRI 1: Foundation 2021
Applicable GRI Sector Standard(s)
N/A
GRI,  
SASB
index
90  Sustainability Report IKEA ROMANIA FY 21-22
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GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
GRI 2:  
General  
Disclosures 2021
2-14
Role of the highest governance body in 
sustainability reporting
34
2-15
Conflicts of interest
20, 22, 24
2-16
Communication of  
critical concerns
74, 75
2-17
Collective knowledge of the highest 
governance body
10, 34, 81, 
82, 83
2-18
Evaluation of the performance of the 
highest governance body
2-28
Evaluation of the 
performance of the highest 
governance body
Confidentiality constraints
2-19
Remuneration policies
2-19
Remuneration policies
Confidentiality constraints
2-20
Process to determine  
remuneration
2-20
Process to determine 
remuneration
Confidentiality constraints
2-21
Annual total  
compensation ratio
2-21
Annual total  
compensation ratio
Confidentiality constraints
2-22
Statement on sustainable  
development strategy
4
2-23
Policy commitments
19, 20, 22 
2-24
Embedding policy commitments
19, 20, 22 
2-25
Processes to remediate negative 
impacts
6, 28, 36, 
40, 59, 62
2-26
Mechanisms for seeking advice and 
raising concerns
28, 74
2-27
Compliance with laws and regulations
22, 63, 
2-28
2-28 Membership associations
16
2-29
Approach to stakeholder engagement
35, 36
2-30
Collective bargaining agreements
76
GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
Material topics
GRI 3:  
Material  
Topics 2021
3-1
Process to determine material topics
6, 36
3-2
List of material topics
37
Organisational culture
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
17
GRI 204:  
Procurement 
Practices 2016
204-1
Proportion of spending on local 
suppliers
19, 42
Risk management and compliance
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
23
GRI 2:  
General  
Disclosures 2021
2-23
Policy commitments
24
GRI 201:  
Economic 
Performance 2016
201-2
Financial implications and other risks 
and opportunities due to climate 
change
25
Ethics and good business practice
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
20, 21, 22, 
23, 24, 25
GRI 205:  
Anti-corruption 2016
205-1
Operations assessed for risks related to 
corruption
22
205-2
Communication and training about 
anti-corruption policies and procedures
22
205-3
Confirmed incidents of corruption and 
actions taken
22
92  Sustainability Report IKEA ROMANIA FY 21-22
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GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
Economic performance and green investment
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
26
GRI 202:  
Market  
Presence 2016
202-2
Proportion of senior management hired 
from the local community
26
Digitalization and cyber security
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
27
GRI 418:  
Customer  
Privacy 2016
418-1
Substantiated complaints concerning 
breaches of customer privacy and 
losses of customer data
27
Customer satisfaction
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
28
non-GRI
average daily customers
29
Supply chain responsibility
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
39
GRI 308:  
Supplier 
Environmental 
Assessment 2016
308-1
New suppliers that were screened using 
environmental criteria
40
GRI 308:  
Supplier 
Environmental 
Assessment 2016
308-2
Negative environmental impacts in the 
supply chain and actions taken
40
GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
GRI 409:  
Forced or 
Compulsory Labor 
2016
409-1
Operations and suppliers at significant 
risk for incidents of forced or 
compulsory labor
41
GRI 300:  
Materials 2016
301-2
Recycled input materials used
43
Product safety and quality
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
44, 45
GRI 417:  
Marketing and 
Labeling 2016
417-1
Requirements for product and service 
information and labeling
46
GRI 417:  
Marketing and 
Labeling 2016
417-2
Incidents of non-compliance concerning 
product and service information and 
labeling
46
GRI 416:  
Customer Health 
and Safety 2016
416-2
Incidents of non-compliance concerning 
the health and safety impacts of 
products and services
46
Service innovation and product sustainability
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
47, 48
non-GRI
number of new products per year
48
Responsible marketing
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
49
GRI 417:  
Marketing and 
Labeling 2016
417-3
Incidents of non-compliance concerning 
marketing communications
51
94  Sustainability Report IKEA ROMANIA FY 21-22
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GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
Security of establishments
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
52, 53
GRI 410:  
Security  
Practices 2016
410-1
Security personnel trained in human 
rights policies or procedures
53
Resource management
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
55
GRI 302:  
Energy 2016
302-1
Energy consumption within the organization
55, 57
GRI 302:  
Energy 2016
302-4
Reduction of energy consumption
55, 57
GRI 305:  
Emissions 2016
305-5
Reduction of GHG emissions
55, 57
GRI 302:  
Energy 2016
302-3
Energy intensity
57
GRI 304:  
Biodiversity 2016
304-2
Significant impacts of activities, products  
and services on biodiversity
58
Managing greenhouse gas emissions
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
59
GRI 305:  
Emissions 2016
305-1
Direct (Scope 1) GHG emissions
59, 60
GRI 305:  
Emissions 2016
305-2
Energy indirect (Scope 2) GHG emissions
59, 60
GRI 305:  
Emissions 2016
305-6
Emissions of ozone-depleting 
substances (ODS)
60
GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
GRI 305:  
Emissions 2016
305-4
GHG emissions intensity
60
GRI 305:  
Emissions 2016
305-7
Nitrogen oxides (NOx), sulfur oxides 
(SOx), and other significant air 
emissions
60
GRI 305:  
Emissions 2016
305-5
Reduction of GHG emissions
61
Managing water consumption
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
62
GRI 303:  
Water and  
Effluents 2018
303-1
Interactions with water as a shared 
resource
62
GRI 303:  
Water and  
Effluents 2018
303-3
Water withdrawal
62
GRI 303:  
Water and  
Effluents 2018
303-5
Water consumption
62, 63
GRI 303:  
Water and  
Effluents 2018
303-4
Water discharge
63
Circular economy and waste management
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
64, 65
GRI 306:  
Waste 2020
306-2
Management of significant waste-
related impacts
65
GRI 306:  
Waste 2020
306-1
Waste generation and significant 
waste-related impacts
66
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GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
GRI 301:  
Materials 2016
301-1
Materials used by weight or volume
66
GRI 306:  
Waste 2020
306-3
Waste generated
67
GRI 306:  
Waste 2020
306-4
Waste diverted from disposal
68
GRI 306:  
Waste 2020
306-5
Waste directed to disposal
68
Food waste and food waste management
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
69
GRI 306:  
Waste 2020
306-3
Waste generated
69
Employee health and safety
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
71
GRI 403:  
Occupational Health 
and Safety 2018
403-8
Workers covered by an occupational 
health and safety management system
71
GRI 403:  
Occupational Health 
and Safety 2018
403-9
Work-related injuries
72
GRI 403:  
Occupational Health 
and Safety 2018
403-10 Work-related ill health
42
GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
Employee welfare
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
73
GRI 401:  
Employment 2016
401-2
Benefits provided to full-time 
employees that are not provided to 
temporary or part-time employees
75
GRI 402:  
Labor/Management 
Relations 2016
402-1
Minimum notice periods regarding 
operational changes
76
GRI 401:  
Employment 2016
401-3
Parental leave
76
GRI 201:  
Economic 
Performance 2016
201-3
Defined benefit plan obligations and 
other retirement plans
75
Diversity, equality and inclusion
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
78, 80
GRI 405:  
Diversity and Equal 
Opportunity 2016
405-1
Diversity of governance bodies and 
employees
78, 79, 80
GRI 406:  
Non-discrimination 
2016
406-1
Incidents of discrimination and 
corrective actions taken
80
Professional development of employees
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
81
GRI 404:  
Training and 
Education 2016
404-1
Average hours of training per year per 
employee
81
98  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  99
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index

GRI standard / 
other source
Disclosure
Location
Omission
GRI sector 
standard 
ref. no*
Requirement(s) Omitted
Reason
Explanation
GRI 404:  
Training and 
Education 2016
404-2
Programs for upgrading employee skills 
and transition assistance programs
82, 83
GRI 404:  
Training and 
Education 2016
404-3
Percentage of employees receiving 
regular performance and career 
development reviews
83
Attracting new employees and retaining employees
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
84
GRI 401:  
Employment 2016
401-1
New employee hires and employee 
turnover
85, 86
Supporting local communities
GRI 3:  
Material  
Topics 2021
3-3
Management of material topics
87
GRI 413:  
Local  
Communities 2016
413-1
Operations with local community 
engagement, impact assessments, and 
development programs
87, 88, 98
non-GRI
investments in activities supporting 
local activities
89
* A gray cell indicates that reasons for omission are not permitted for the disclosure or that a GRI Sector Standard reference number is not available.
SASB Standard 
Reference
Name
Page
CG-MR-000.B
Number of: (1) retail locations and (2) distribution centers
12
CG-MR-130a.1
(1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable
55, 56, 57
CG-MR-230a.2
(1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) number of customers affected
27
CG-MR-310a.2
1) Voluntary and (2) involuntary turnover rate for in-store employees
85, 86
CG-MR-330a.1
Percentage of gender and racial/ethnic group representation for (1) management and (2) all other employees
80, 83, 85, 86
FB-FR-000.A
Number of (1) retail locations and (2) distribution centers
12
FB-FR-230a.1
(1) Number of data breaches, (3) number of customers affected
27
FB-FR-230a.2
Description of approach to identifying and addressing data security risks
27
FB-FR-430a.4
Discussion of strategies to reduce the environmental impact of packaging
64, 65, 66
FB-RN-000.A
Number of (1) company-owned and (2) franchise restaurants
13
FB-RN-000.B
Number of employees at (1) company-owned and (2) franchise locations
71
FB-RN-130a.1
(1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable
55, 56, 57
FB-RN-140a.1
(1) Total water withdrawn, (2) total water consumed, percentage of each in regions with High or  
Extremely High Baseline Water Stress
62
FB-RN-150a.1
(1) Total amount of waste, (2) percentage food waste, and (3) percentage diverted
67, 68
FB-RN-150a.2
(1) Total weight of packaging, (2) percentage made from recycled and/or renewable materials
66, 68
FB-RN-250a.1
(1) Percentage of restaurants inspected by a food safety oversight body, (2) percentage receiving critical violations
46
FB-RN-250a.3
Number of confirmed foodborne illness outbreaks, confirmed by the control authorities in the restaurant, after inspections
46
FB-RN-310a.1
(1) Voluntary and (2) involuntary turnover rate for restaurant employees
85, 86
FB-RN-430a.1
Percentage of food purchased that (1) meets environmental and social sourcing standards and (2) is certified to third-party 
environmental and/or social standards
43
FB-RN-430a.2
Percentage of (1) eggs that originated from a cage-free environment and (2) pork that was produced without  
the use of gestation crates
43
100  Sustainability Report IKEA ROMANIA FY 21-22
  Sustainability Report IKEA ROMANIA FY 21-22  101
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index
Our message
About the report
Our story
What sustainability means for us
Our products and services
Our concern for the environment
Our concern for people
GRI Index / SASB Index