Inditex · 2019 Annual Report
74

Sustainability is integrated into all 
the phases of our business model, 
as well as throughout the life of 
the product. This includes all the 
stages of our global supply chain, 
ranging from design from design 
and sourcing, to manufacturing 
and quality assurance, logistics, 
and the point of sale itself, 
both in stores and online. 
GLOBAL AND 
CROSS-CUTTING 
SUSTAINABLE 
APPROACH
75

The Sustainability Roadmap
Our approach to sustainability is based on values 
inherent to our business, such as non-conformism 
and proactivity, and on the willingness to ensure that 
all the business areas provide leverage for change to 
achieve our goal: becoming an increasingly sustainable 
Company.
Inditex mission is to make a positive impact on our 
customers, on our employees, on the supply chain and on 
the planet.
Our desire to be more sustainable has lead us to design 
a Sustainability Roadmap to serve as limitless working 
guidelines, but including specific action plans. They are 
founded on two cornerstones: 
-- A commitment to the circular economy and 
decarbonisation. 
-- Fully adhering to the Sustainable Development Goals 
and aligning our strategy with the United Nations 2030 
Agenda and, ultimately, to the promotion and respect of 
human rights.
Sustainability is integrated into all the phases of our 
business model, as well as throughout the life of the 
product. This includes all the stages of our global supply 
chain, ranging from design and sourcing, to manufacturing 
and quality assurance, logistics, and the point of sale 
itself, both in stores and online. In order to secure this 
integration, we have developed and implemented several 
policies and procedures, which we apply both to our own 
operations and those of third parties. 
The core policies and strategies steering our sustainability 
actions in the value chain are as follows:
-- Inditex’s Human Rights Policy.
-- Corporate Social Responsibility Policy.
-- Inditex’s Environmental Sustainability Policy.
-- Forest Product Policy.
-- Code of Conduct for Manufacturers and Suppliers.
-- Product Health and Safety Standards: Clear to Wear (CtW), 
Safe to Wear (StW) and the I+ (IPLUS, Inditex Precautions 
and Limits for Users’ Safety) standards.
-- Social Management of the Supply Chain: Workers at the 
Centre 2019-2022 Strategy.
-- Global Water Management Strategy, Global Energy 
Strategy, and Biodiversity Strategy. 
Drawing from these policies and strategies, we have 
implemented several programmes which are constantly 
evolving, since they are developed in an ever-changing 
environment and context. Thus, we also remain steadfastly 
committed to innovation and ongoing improvement in 
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year 2020 
year 2023 
year 2025
// Zero waste from our facilities: 
headquarters, logistics centres and 
own stores (Zero Waste).
// 100% of sustainable cellulose fibres, 
supporting the responsible viscose 
commitment (Changing Markets 
RoadMap).
// 100% elimination of single use plastic 
for customers.
// 100% collection of all packaging 
materials for recycling or reuse in the 
supply chain (Green to Pack). 
// 80% of renewable energy 
consumption in all facilities 
(main offices, logistics 
centres and own stores).
// 100% sustainable cotton 
(organic, Better Cotton 
Initiative and recycled). 
// 100% sustainable polyester.
// 100% sustainable linen.
// 100% of eco-efficient stores in all formats.
// Over 25% of garments under the Join Life standard.
// Total elimination of plastic bags in all our formats.
// Used clothing containers in 100% of our stores.
// Zero Discharge Commitment, which calls for 
the implementation of better wet-processing 
throughout our supply chain.
// The Canopy commitment: 100% sustainable forest 
certified garments.
// 100% of designers trained and specialised in 
circularity (Global Fashion Agenda commitment). 
the area of sustainability: from the search for new, more 
sustainable materials, to the use of new technologies and 
innovative approaches to the social management of the 
supply chain, and enhancing the efficiency of water and 
energy consumption in our facilities and activities.
We are aware that global contribution to a sustainable 
society is a necessity. For this reason, we partner with 
several stakeholder groups and hold alliances with several 
international organisations in order to develop and apply 
our social and environmental sustainability strategies. 
This enables us to make the greatest positive impact 
throughout the value chain. Furthermore, we believe that 
the future of sustainability must increasingly progress 
towards an open approach in which partnerships are 
the cornerstone upon which the industry must evolve. At 
Inditex, we have spent years enhancing this approach. An 
example of this is our collaborations with the International 
Labour Organization (ILO), IndustriALL Global Union, Zero 
Discharge of Hazardous Chemicals (ZDHC), Global Fashion 
Agenda, Affirm, Sustainable Apparel Coalition (SAC), and 
the CEO Water Mandate, in addition to others.
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Our sustainability model · Global and cross-cutting sustainable approach
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DECARBONISATION AND 
CIRCULARITY
SELECTION OF 
MATERIALS
DESIGN
SUPPLY CHAIN
SOCIAL  
MANAGEMENT
WATER AND ENERGY
ENVIRONMENTAL 
MANAGEMENT
PRODUCT HEALTH 
AND SAFETY
POINT OF SALE
DISTRIBUTION
Sustainability 
of the model
Inditex · 2019 Annual Report
78

GLOBAL AND CROSS-CUTTING 
SUSTAINABLE APPROACH
Safe to Wear, Clear to Wear, I+Cosmetics,  
I+FCM, I+Home Fragrance & Candles,  
I+Child Care Furniture
Picking Programme
New evaluation of a product before being 
distributed
Laboratory Approval Programme (APPLABS)
Root Cause Analysis (RCA)
Analysis optimisation
Recovery of non-compliant productions
Global energy consumption
Major commitment to renewable energies
GHG (greenhouse gas) emissions
Energy management
Water management
Closing the Loop 
Zero Waste
Green to Pack
Workers at the Centre 2019-2022 Strategy
Priority Impact Areas
Compliance
JOIN LIFE 
Care for fiber, Care for water, Care for planet
SUSTAINABILITY TRAINING
MORE SUSTAINABLE RAW MATERIALS 
Cotton, linen, and sustainable viscose; recycled materials, Animal Welfare Policy; improved forestry
The List, by Inditex
Ready to Manufacture
Water management throughout the supply chain
SOCIAL MANAGEMENT  
OF THE SUPPLY CHAIN
P. 98
DESCRIPTION OF OUR SUPPLY CHAIN P. 89
ENVIRONMENTAL MANAGEMENT  
OF THE SUPPLY CHAIN
P. 148
OUR HEALTH AND SAFETY  
STANDARDS
P. 153
HEALTH AND SAFETY CONTROL 
PROCEDURES
P. 155
TRAINING AND AWARENESS-RAISING P. 159
OUR FOCUS ON ENERGY  
AND WATER
P. 163
CIRCULAR ECONOMY
P. 175
DESIGN
P. 80
SELECTION OF  
MATERIALS
P. 82
OUR SUPPLY CHAIN
P. 88
PRODUCT HEALTH  
AND SAFETY
P. 152
DECARBONISATION  
AND CIRCULARITY
P. 160
Traceability 
Pre-assessment
Responsible Purchasing Practices 
Transparency and reporting
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Our sustainability model · Global and cross-cutting sustainable approach

Design
SDG
Goals
Inditex contribution
12.2
Through our commitment to ensure that all the Group's designers have been trained in the 
principles of circular economy by 2020, we champion the production and marketing of more 
responsible and sustainable products.
	 More information on pages 328 and 329 of this Annual Report.
The creation of a new garment begins with a design 
process which, in addition to inspiration and creativity, 
must also consider the various materials to be used, the 
processes required for production and the possibilities of 
extending its useful life, whether through greater durability 
or recyclability. 
Along these lines, at Inditex we have defined a training 
programme to ensure knowledge of the principles of 
circular economy among all our designer teams.  
As a first step, an online course is being provided, which 
addresses both the concept and the main strategies of 
circular design: training on the technical and functional 
characteristics of the various types of fibres and raw 
materials to enable the incorporation of alternative recycled 
materials to be assessed, design set out to increase the 
recyclability possibilities of the components of a garment 
and design focused on extending product durability. 
This technical training includes materials, procedures and 
tools, in line with the commitment assumed by Inditex to 
the Global Fashion Agenda ensuring that all our designers 
have been trained in the principles of circular economy by 
2020. 
Thus, in 2019, we have notably boosted awareness-raising 
on this matter in our teams and we have developed content 
and methodologies for environmental sustainability 
training. Training has been provided at our headquarters, 
logistics centres, factories and own stores, in Spain 
(where the headquarters of Inditex are located) and in 
many other markets where the company is present, such 
as France, UK, Netherlands, China, Korea, Japan, United 
States, Argentina and Brazil. Specific content has been 
developed according to the needs of every group, ranging 
from basic sustainability concepts or a review of the Inditex 
sustainability strategy, to product knowledge and how to 
make it more sustainable. 
Upwards of 10,000 employees have 
received training on environmental 
sustainability in 2019
The design stage is also highly relevant from a product 
health and safety perspective, since this phase defines the 
raw materials that are going to be used. This is crucially 
important to the subsequent manufacturing stages. 
Along these lines, and to ensure that our items are safe 
and healthy as of this point in time, we provide our 
suppliers (those tasked with producing the item) with 
in-depth information on the design, the raw materials 
chosen (fabrics, sewing threads and interlinings) and 
the accessories (buttons, zips, and appliqués), as well as 
the manufacturing processes to be undertaken, and the 
dimensions of laces or drawstrings, if applicable.
Our commitment: All designers in the Group to be trained 
in circular economy principles before 2020. 
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IN 2019 WE CARRIED OUT A NUMBER OF 
COMMERCIAL INITIATIVES WHERE THE 
DESIGN OF COLLECTIONS WAS BASED 
ON THE SELECTION OF ESPECIALLY 
SUSTAINABLE MATERIALS: 
In Bershka we launched a collection jointly 
with National Geographic inspired in nature 
and made using materials such as recycled 
polyester or organically grown cotton.
At Zara we created the Upcycled Outerwear Collection, 
produced using recycled polyester obtained from plastic 
waste. This material has been picked up on beaches and 
riverbanks on the Riviera Maya coast, in coastal areas 
where there are no waste management systems.  
Also in Zara, we launched a denim clothing collection made 
from recycled jeans. To do so, we used garments recovered 
from non-profit organisations that collaborate with our 
Closing the Loop programme for collecting used clothing. 
This programme enables us to extend the useful life of 
products, creating new garments from recycled materials.  
In addition, the Care for Water collection is the start 
of a partnership between Water.org, Organic Cotton 
Accelerator (OCA) and Zara. The initiative seeks to make 
a positive impact on water management in organic-
cotton-producing communities. Therefore, all the 
garments have been made paying special attention to 
water usage, using materials and technologies to reduce 
its consumption and preserve fresh water resources.  
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Our sustainability model · Global and cross-cutting sustainable approach

Selection of materials
SELECTION OF MATERIALS
JOIN LIFE
MORE SUSTAINABLE RAW MATERIALS
Care for fiber, Care for water, Care for planet
Cotton, linen, and sustainable viscose; recycled materials, 
Animal Welfare Policy; improved forestry
SDG
Goals
Inditex contribution
12.2
12.8
We use the Join Life label to identify all garments made of the most sustainable raw materials and 
the most environmentally friendly production processes. Through Join Life, we endeavour to curb 
our impact and steadily boost the level of demand of sustainability criteria in our garments. 
15.1
Our Biodiversity Strategy, which is based on the principles of the United Nations Convention on 
Biological Diversity, and the Forest Product Policy includes our commitment to forest ecosystem 
and nature conservation. We thus pay special attention to the raw materials we choose to make our 
products, as these decisions have a direct impact on biodiversity and the use of natural resources. 
	 More information on pages 328 and 329 of this Annual Report.
At Inditex we are committed to the protection and 
development of biodiversity through the responsible 
and sustainable management of natural resources. This 
commitment is mirrored in our Biodiversity Strategy, 
based on the principles of the United Nations Convention 
on Biological Diversity, the purpose of which is to protect 
biodiversity throughout all the levels of our activity and 
provide guidelines to enable our business decisions to meet 
ethical and environmental criteria. 
For this reason, we pay special attention to the raw 
materials we choose for our products, as these decisions 
have a direct impact on biodiversity and the use of natural 
resources:
-- We have increased the use of sustainable raw materials 
such as organic cotton, TENCEL® Lyocell and recycled 
fibres.
-- We train our supply chain to manage their resources 
responsibly.
-- We use sustainable sources in our wooden furniture and 
paper products. 
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Care for fiber. We use the Care for 
fiber label for garments produced 
using the most sustainable raw 
materials such as organic cotton, 
TENCEL®Lyocell or recycled fibres, 
among others.
Care for water. Garments produced 
using technologies that reduce 
water usage in their production 
processes. The garment dyeing and 
washing processes use the largest 
amounts of water. The use of 
closed cycles that allow for water 
reuse or technologies such as 
ozone or cold pad batch help us to 
preserve freshwater resources.
Care for planet. Garments 
produced using processes which 
help reduce emissions and 
the use of chemical products 
in production processes. The 
use of technologies such as 
renewable energy consumption 
or tanneries certified by  
Leather Working Group enable 
us to carry out washing, dyeing 
or tanning processes in a more 
sustainable way. 
01/ Join Life
At Inditex we use our Join Life label for garments made 
of the most sustainable raw materials and the production 
processes that are most respectful of the environment. 
Through Join Life, we endeavour to curb our impact and 
steadily boost the level of demand of sustainability criteria 
in our garments. Join Life sets the bar that our whole 
production must aim to reach. 
Join Life is based on acknowledged standards for raw 
material, production and traceability, supplemented by 
audits that safeguard a high level of performance from 
both a social and environmental viewpoint. For example, 
as regards viscose, solely the fibres that already meet the 
CanopyStyle initiative requirements and the commitments 
set out in the Changing Markets RoadMap are admitted 
into this category. 
All Join Life garments use raw materials and production 
processes that reduce environmental impact.
All our formats have worked throughout 2019 on our Join 
Life standard. Some of them raised the number of Join 
Life items they launched into the market by more than 
20%. This is the case with Oysho (37%), Bershka (25%) 
and Zara (21%). Our brands’ drive has meant that 19% of 
our garments were sold under the Join Life label in 2019, in 
line with the 2020 target of 25% of Inditex garments in the 
market sold under this label.
Our commitment: Over 25% of garments to be Join Life in 2020
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02/ More sustainable 
raw materials
In 2019, we increased the use of 
recycled materials by 250%
The selection of materials is a core element of the design 
process. In line with the principles of our Environmental 
Sustainability Policy and our Sustainability Roadmap, one 
of our priorities is to champion the use of more sustainable 
fibres that have a better environmental performance and 
involve more efficient consumption of resources. 
In 2019 we consumed approximately hundreds of different 
raw materials. For information purposes, all these raw 
materials have been grouped, according to their origin, into 
two main categories: fibres and non-fibres. According to 
their weight, this year's consumption in these categories 
was 89% and 11%, respectively.
In turn, the fibres category is classified – according to their 
source – into three different groups, the weight of which 
varies according to their consumption which, in 2019, was 
as follows:
Type of fibre
Description
% of total fibre 
consumption 
(based on weight)
Natural fibres Natural filaments that can be threaded to 
obtain strands, threads or twine.
50%
Synthetic 
fibres
Polymers that are not naturally produced, but 
created in a chemical plant or a laboratory, 
almost always using petroleum or natural gas 
by-products.
38%
Artificial 
fibres
Are made using a natural component as a raw 
material that undergoes a number of processes 
in a chemical plant or a laboratory.
12%
Non-fibres include different raw materials of a natural 
origin (vegetable, animal and mineral) and artificial, whose 
relative importance in the overall consumption of the Group 
does not merit an individual breakdown. 
Our commitment in this area has enabled us to achieve 
the following results of tons of sustainable raw materials 
used for the garments made available for sale, with goals 
for 2025.
2019 
Raw material 
Tons 
% Variation compared 
to 2018 
Sustainable cotton (organic, 
BCI & recycled) 
38,676
105%
Recycled polyester 
5,332
183%
Sustainable linen 
1,813
581%
Sustainable viscose 
6,692
111% 
In 2019, we increased the use of 
sustainable cotton by 105%
Cotton is the most common raw material used to produce 
our garments. For this reason, we have decidedly committed 
to organically grown cotton, enabling us to improve our 
environmental performance, since it is grown with more 
sustainable practices and solely use non-GMO seeds. 
Our commitment is summarised as a collaboration with 
the most relevant international initiatives that foster the 
sustainability of the cotton sector. Thus, we are members 
of the Textile Exchange, we partner with the Better Cotton 
Initiative (BCI) and we are one of the founders of the Organic 
Cotton Accelerator (OCA) initiative. Since 2017, we have also 
held a public-private partnership with the International Labour 
Organization to improve the working conditions of workers in 
the cotton supply chain. 
	 More information about our collaboration with civil society in the 
chapter on Partnerships and Collaborations, on page 309 of this 
Annual Report. 
We seek to highlight and promote the best technologies 
and the use of more sustainable raw materials such as 
TENCEL®Lyocell, organic cotton and linen, the most 
sustainable viscose meeting the standards of the 
European Union Best Available Techniques and fabrics 
made from recycled polyester, polyamide, cotton and 
wool. Furthermore, as a new feature during 2019, we have 
Our commitment: 100% of the cotton, polyester and linen used in our 
products will be recycled or will come from sustainable sources in 2025.
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included recycled leather, enabling us to leverage the waste 
generated in large amounts from the leather production 
process, and curb the environmental impact resulting from 
dumping them in landfills.
The impetus to bring recycled materials into our collections 
is mirrored in its striking rise in use. In 2019, we have 
launched to market a total of 7,589 tons of items with 
recycled materials, resulting in a 250% increase on 2018. 
At the same time, Inditex ranks eighth in the classification 
of companies with the highest volume of consumption of 
recycled cotton. 
As a result of this strong commitment to using more 
sustainable raw materials, in the 2019 edition of its 
report Material Change Insights Report1, the independent 
organisation Textile Exchange positioned Inditex as 
the third company in the world in terms of volume of 
organic cotton consumption, and fifth in terms of volume 
of recycled cotton. It also ranks our company second 
in the use of the Lyocell sustainable fibre, in fourth 
place worldwide in the consumption of sustainably 
sourced cellulose fibres, and tenth in terms of volume 
of consumption of recycled polyester. In its Material 
(1)	  Source: Material Change Insights Report 2019, Textile Exchange.
Change Index (MCI), for the first time ever, we reached the 
Leading performance level in the cotton category and in 
the alignment with the SDGs category.
In order to advance in the compliance of the goals set, 
during 2019 we have continued to promote innovation in 
the development of new materials and technologies to 
improve the sustainability of the textile fibres used. The new 
lines of research consider improvements focusing both in 
the optimisation of the consumption of virgin materials 
and their subsequent recycling. We continue to foster 
various lines of collaboration, both with members of our 
supply chain and with renowned academic institutions, to 
encourage research on sustainability in the textile industry. 
In this regard, at Inditex we work with prestigious entities 
such as the Massachusetts Institute of Technology 
(MIT) and Cáritas, among others, to advance in textile 
recycling processes and technologies to help us comply 
with our strategic circular economy goals. It is also worth 
mentioning the collaboration with the Austrian company 
Lenzing to transform textile waste into a new material, 
REFIBRA™ Lyocell, for reuse in our products. 
Collaboration with Organic Cotton Accelerator (OCA)
We are one of the founding members and part of the Investment 
Committee on Organic Cotton Accelerator, a multisectorial initiative 
that supports organic cotton producers to ensure the sustainable 
growth of the industry and that all players benefit from the grower 
to the end consumer. The growing of organic or ecological cotton 
only uses natural fertilisers and pesticides, and avoids the use of 
genetically modified organisms (GMOs). During 2019 Inditex has 
taken part in several Farmer Engagement and Development (FED) 
programmes. Directly collaborating with upwards of 5,900 small 
farmers and training them in organic practices, this helps to preserve 
local biodiversity, enrich soils, eliminate chemical fertilisers and 
pesticides, as well as to prohibit the genetic modification of seeds. 
Every dollar invested in OCA programmes improves the returns and 
prosperity of farmers, contributes to environmental sustainability 
and, lastly, bolsters the integrity of the cotton sector. Farmers are the 
catalysts of this change, enabling the sector to be strengthened and 
helping to protect the planet. This has a positive domino effect: their 
income increases, their families and communities prosper, and the 
soil and land upon which they farm are more fertile. This translates to 
increased local biodiversity and better planet protection. 
Farmers beginning to use organic practices thanks to the FED 
programmes, acknowledge that they improve the quality of the soil 
upon which they farm, which leads to increased income.
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In 2019, we joined the European Commission Product 
Environmental Footprint (PEF) for Apparel and Footwear 
project. This is a three-year project (2019-2021) with the 
aim of creating the set of rules to calculate the relevant 
environmental information associated with products. 
Thus, this project follows on from the work carried out in 
2016 when we took part in the European Commission PEF 
for footwear.
02.01/ Boost to the use of more 
sustainable artificial fibres
Our commitment to forest protection is inseparable from 
our endeavours to guarantee the sustainability of our 
products and our business.
As regards artificial cellulose fibres, we continue to progress 
in meeting the goals set in our Forest Product Policy and in 
our Sustainability Roadmap. They establish that, by 2020, 
any artificial fibres used to make Inditex garments will not 
come from protected forests. This commitment is also 
strengthened through collaborations with organisations 
such as Canopy Planet and Changing Markets. 
Specifically, our collaboration with Canopy Planet is part 
of the CanopyStyle initiative. Inditex and other textile 
brands champion the protection of primary forests of high 
ecological value among the world's main manufacturers of 
fibres sourced from forests. 
Over 200 brands have currently adhered to this initiative, 
thanks to which, in 2019 we have managed to achieve the 
figure of 88.6% of the world's fibre production now coming 
from manufacturers who support a policy that eliminates 
the supply of materials from primary forests, while 
progressing in innovative solutions to reduce the pressure 
on the forests. Moreover, 65% of the world's production 
comes from manufacturers who have completed the audit 
process and 42.5% of the world's production is free from 
the risk of being supplied from primary forests.  
Beyond the source of the raw material, we also partner 
with Changing Markets Foundation to safeguard more 
sustainable viscose production throughout the supply 
chain. Through this partnership we have integrated the 
organisation’s roadmap (Roadmap towards responsible 
viscose & modal fibre manufacturing) into our Forest 
Product Policy. 
Our commitment: 100% of sustainable cellulose fibres, 
supporting the responsible viscose commitment for 2023.
Leadership in the transition 
towards responsible viscose
For the second year running, Inditex is included in the retail 
frontrunner category thanks to its strong support of production 
and sale of responsible viscose, according to the report The 
Dirty Fashion Disrupted: Leaders and Laggards Revealed 
created by Changing Markets Foundation.
The latest edition of this study assesses the efforts made in 
transparency, sustainability and environmental impact in the 
production and sale of viscose and other cellulose fibres of 91 
companies worldwide, as well as its main suppliers.   
The organisation has assessed the joint work with suppliers 
in the transition towards responsible viscose. The study also 
highlights our commitment to sustainably sourced textile 
cellulose fibres in our Sustainability Roadmap for 2023.
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Checking the raw material
Once the raw material has been chosen, we verify – from 
the sourcing stage (in fabrics, such as leather, piping and 
appliqués, in addition to others) – compliance with our 
health and safety standards. The dyeing, printing, and 
finishes are also verified.
In order ensure the thorough inspection of the product 
in these initial phases of its cycle, we have a network of 
internal control laboratories that conduct testing pursuant 
to the most-demanding international standards. These 
laboratories, thus, become an effective instrument to 
foresee possible breaches of our product health and safety 
standards – Clear to Wear and Safe to Wear. 
We currently have an internal analytical structure with six 
laboratories and with the necessary technology to be able 
to analyse up to 18 substances and parameters regulated 
under the Clear to Wear and Safe to Wear standards. At 
these facilities we are also tasked with overseeing the 
conformity of fabrics with our standards’ health, safety, 
and quality parameters.
	 More information about health and safety standards on page 153 
of this Annual Report. 
02.02/ Animal Welfare Policy
Our Animal Welfare Policy includes ethical standards 
in the use of animal-based products, pursuant to the 
Five Freedoms of animal welfare for the ethical and 
responsible treatment of animals, and it has been 
developed in partnership with the Humane Society of the 
United States (HSUS). 
All animal-based components in items marketed by our 
brands must be sourced from ethically and responsibly 
treated animals. We do not use leather or products 
originating from animals exclusively slaughtered to sell 
their leather, shells, horns, bones, feather, down, or any 
other material, or cosmetics tested on animals.
By virtue of our commitment to PETA, we have not 
marketed any products with angora wool since 2015, and 
we have also committed to phase out the small number of 
products our apparel brands sell containing mohair, so all 
their products will be completely mohair-free by the 2020 
Spring-Summer campaign. Similarly, and as members of 
the Fur. Free Alliance Fur Free Retailer programme since 
2013, we do not use fur.
	 More information at: https://www.inditex.com/en/our-commitment-
to-the-environment/closing-the-loop/sustainable-materials/animal-
welfare 
02.03/ Collaboration for 
improved forestry
The textile sector uses vast amounts of forest products: 
cardboard and paper, used in the transport of our garments 
from production until they reach the store; and plant fibres 
in some of our garments. This is the reason why our 
commitment to forest protection is relevant. 
Within the framework of our forestry strategy, we 
have been collaborating since 2007 with the Xunta de 
Galicia and the Forestry Research Centre of Lourizán, 
supporting its programme of genetic improvement of 
the many forest species of Galicia. The commitment 
was bolstered in 2015, with the creation of a biological 
carbon sink model at Mount Pico Sacro, also designed as 
a forestry laboratory for training and awareness-raising 
purposes, in collaboration with the Forest Stewardship 
Council (FSC) and the Forestry Association of Galicia. 
Several training activities have been carried out since 
its launch, ranging from tree-planting and pruning 
courses, to specific sessions for forestry technicians 
and certification and protection of the territory. 
In 2019, we also obtained the FSC certificate for 
ecosystem services for carbon and diversity at Pico 
Sacro. Thus, the site has become Spain's first SLIMF-
type (Small and Low Intensity Managed Forests) 
biological sink to receive this certificate. According to 
the calculation process recommended by the Spanish 
Climate Change Office, it is estimated that with the new 
plantings carried out at Pico Sacro on 31 January 2020, 
CO2 absorption by trees will reach the figure of 683 tons 
over the next 30 years. 
This year, we have also consolidated the certification of 
non-wood forestry products with the SCLO (Small and 
Community Label Option) label. The goal is to create FSC-
certified products to be sold under the FSC SCLO label.  
Our internal laboratories apply the most demanding international standards 
in their testing, in order to ensure the thorough inspection of the product.
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Our Supply Chain
OUR SUPPLY CHAIN
DESCRIPTION OF OUR SUPPLY CHAIN
SOCIAL MANAGEMENT OF 
THE SUPPLY CHAIN
ENVIRONMENTAL MANAGEMENT 
OF THE SUPPLY CHAIN
Workers at the Centre 2019-2022 Strategy
Priority Impact Areas
Compliance
Traceability 
Pre-assessment
Responsible Purchasing Practices 
Transparency and reporting
The List, by Inditex
Ready to Manufacture
Water management
SDG
Goals
Inditex contribution
12.2
Our commitment to the supply chain is crucial to ensure a responsible model both in terms 
of production and consumption. By virtue of our efforts in applying standards and policies 
on traceability, transparency and responsible purchasing practices, we can ensure that our 
sustainability principles are applied throughout the supply chain, while simultaneously providing 
information on them to our stakeholder groups, thus, championing a responsible model of 
production and consumption.
	 More information on pages 328 and 329 of this Annual Report.
Inditex · 2019 Annual Report
88

Description of our supply chain
(1)	 Suppliers of fashion items with a production of over 20,000 units/year in the 2019 spring/summer and autumn/winter campaigns. Suppliers with lower productions 
account for 0.27% of total production.
(2)	 Factories declared by the suppliers in the product traceability system for 2019 orders.
(3)	 This Extended Scope information is not comparable with that reported in previous years. Excluding the extended scope, the number of suppliers in 2019 would be 
1,801 and the number of factories would be 7,799.
(4)	 The number of suppliers with purchase in 2018 includes the extended scope. 
One of the aspects that sets our business model apart 
is our supply chain. To a large extent, our products are 
manufactured and sourced in areas close to the design 
centres, ensuring the necessary capacity and flexibility to 
adapt production to changing trends and market demand.  
During 2019, 54% of the factories where our items were 
produced are nearby (in countries such as Spain, Portugal, 
Morocco, and Turkey). 
In 2019, our supply chain comprised a network of 1,9851 
suppliers, which worked with 8,155 factories2 providing 
work for 2.9 million people. 
In 2019 we have extended the scope of the information 
reported on suppliers, also including suppliers pertaining 
to non-textile items3  (Extended Scope), which are also 
subject to all our standards and programmes.
Americas
17 SUPPLIERS
58 FACTORIES
Africa
161 SUPPLIERS
438 FACTORIES
European Union 
485 SUPPLIERS
2,186 FACTORIES
Europe outside 
the EU
215 SUPPLIERS
1,739 FACTORIES
Asia
1,107 SUPPLIERS
3,734 FACTORIES
54% of factories 
close to the 
headquarters in Spain
8,155
factories declared by suppliers in 2019
1,985
suppliers with purchase in 2019
The supply chain at Inditex 2019  
Suppliers with 
purchases 2018 (4)
SUPPLIERS 
NOT USED IN 2019 
New 
suppliers 2019
Suppliers with  
purchases 2019
Africa
146
11
26
161
Americas
23
8
2
17
Asia
1,138
255
224
1,107
Europe outside the EU
200
29
44
215
European Union
519
96
62
485
TOTAL
2,026
399
358
1,985
1,895
166
4,701
374
338
325
356
SPINNING, WEAVING, 
AND OTHER 
RAW MATERIAL 
PROCESSES  
CUTTING
SEWING
DYEING AND 
WASHING
PRINTING
FINISHING
NON-TEXTILE 
PRODUCTS
89
Our sustainability model · Global and cross-cutting sustainable approach
102-9, 102-48, 103-3, AF6, 414-1, AF3, AF7, AF8, 308-1

Considering the broad ecosystem of countries, suppliers, 
factories and, above all, workers and families linked to our 
production processes, we address our supply chain's social 
management with a responsible, transparent, and cross-
cutting approach, subject to the respect of human rights in 
all its phases.
Furthermore, this responsible management requires 
sound policies and procedures to address the geopolitical, 
demographic, socio-economic and environmental 
challenges in the sourcing countries. The foregoing is 
conducted under strict standards, applied by the whole 
Company and transparently shared with our suppliers. With 
them we build stable and trusting relationships with joint 
responsibility, which foster a responsible and sustainable 
production environment. 
The responsible management of our supply chain is 
based on:
-- Social sustainability: we work to ensure decent working 
conditions for the workers of the suppliers and factories 
comprising our supply chain.
	 More information about Social Management of the Supply Chain 
on page 98 of this Annual Report.
-- Environmental sustainability: we develop sustainable 
production and consumption initiatives, we foster the 
use of renewable energy sources and the reduction of 
emissions, and we guarantee the health and safety of our 
products, with the goal of protecting the biodiversity of 
the value chain and of our own products.
	 More information in the sections Environmental Management of 
the Supply Chain - from page 148; Product Health and Safety - from 
page 152; and Decarbonisation and Circularity - from page 160 - of 
this Annual Report.
In order to apply our sustainability policies and procedures 
throughout the supply chain, the work of our 12 supplier 
clusters – comprising 96% of the total production – is 
crucial: Spain, Portugal, Morocco, Turkey, India, Bangladesh, 
Pakistan, Vietnam, China, Cambodia, Brazil and Argentina. 
These clusters are spaces for cooperation and dialogue, 
the purpose of which is to foster a sustainable production 
environment in a strategic geographic area and within 
a framework of compliance with human rights and 
environmental friendliness. 
PRE-ASSESSMENT
TRACEABILITY AND TRANSPARENCY 
TRACEABILITY AUDIT
RESPONSIBLE PURCHASING PRACTICES
Innovation
Our commitment 
to supply chain 
sustainability 
SPECIAL AUDITS
SOCIAL AUDITS
SOCIAL SUSTAINABILITY 
ASSESSMENTS
GREEN TO WEAR 2.0 AUDIT
ENVIRONMENTAL SUSTAINABILITY 
SAFE TO WEAR
CLEAR TO WEAR
I+COSMETICS
I+FCM
I+HOME FRAGRANCE AND CANDLES
I+CHILD CARE FURNITURE
PRODUCT HEALTH AND SAFETY
Inditex · 2019 Annual Report
90
AF6

01/ Traceability 
The traceability of the supply chain is a vital first step in 
its management. With a global supply chain, we devote 
extensive efforts to raise awareness around the players 
involved in our production, to ensure they all comply with 
the Inditex sustainability commitments. 
The Inditex traceability strategy is based on three core 
pillars. 
Traceability 
audits
Traceability 
management 
system 
Monitoring  
and awareness-
raising among 
suppliers
SPECIALISED MANAGEMENT 
// Internal traceability team
// Involvement of the buying team
// External traceability auditors
01.01/ Traceability 
management system 
The traceability management system used by Inditex and 
developed internally over more than a decade, has evolved 
to enable its use by all stakeholders (both internal teams 
and suppliers). 
This evolution has enabled the scope of the information 
gathered and verified to be broadened, as well as that of 
the technology and methodology used, ranging from the 
initial approach on the finished product, to the inclusion 
of all the processes involved in manufacture, to the raw 
materials.  
Suppliers are required to record each and every one of the 
factories they intend to use for our productions, which 
must pass the corresponding controls to be approved 
and authorised. Subsequently, for each order they receive, 
suppliers must assign the factories that are going to be 
involved, specifying units and processes, from the raw 
material to the finished product. Along these lines, each 
supplier is responsible for the factories it uses and it 
must work with Inditex to ensure compliance with all our 
sustainability standards. 
In 2019, we have strengthened our efforts to guarantee the 
traceability of all the processes related to raw materials, 
including spinning, weaving, and raw material wet process 
facilities. This initiative poses a huge challenge both for 
Inditex and for its suppliers.
01.02/ Monitoring and 
awareness-raising 
among suppliers 
All the suppliers must share our culture of sustainability 
as an essential requirement to be able to produce the 
items marketed by Inditex. This shared culture must begin 
even before the start of business relations, and the buying 
teams are tasked with first conveying the importance of 
being aligned to this effect. 
Each supplier must know its supply chain and declare it 
to be complete in the traceability management system. 
Through this platform, the supplier can and must manage 
its supply chain, and it can receive and provide information 
on the social, environmental, and product health and 
safety aspects of each of the factories it uses. At Inditex 
we have various tools to verify the compliance of all the 
factories and we work with suppliers, when necessary, on 
their improvement. 
Our criteria are strict because sustainability is a core 
element of our business model. Similarly, we offer the 
suppliers training, awareness-raising and support so that, 
together, we have a positive impact on the communities 
where we operate and, thus, to be a driver for social and 
environmental change and improvement in the industry. 
91
Our sustainability model · Global and cross-cutting sustainable approach
103-2

Traceability audits
The traceability team monitors the assignment of 
manufacturers by the suppliers in each order placed. 
Based on this analysis, traceability audits are triggered, 
the methodology of which was updated in 2019. 
The main aim comprises verifying in situ that the 
Group's production is undertaken in duly declared and 
authorised factories. 
The traceability audit methodology features two-step 
deployment. The first step comprises an unannounced 
visit to the factory’s facilities to verify the production 
processes it can carry out, ongoing production and 
completed production. In the second step, the result of 
the visit is compared with the information recorded by 
the suppliers in the platform (traceability management 
system), to demonstrate both the processes and the units 
completed by the factory.
A total of 1,396 traceability audits were conducted in 
2019. The process of implementing the new methodology 
was staggered, to guarantee a correct and standardised 
operation, and to ensure the quality of the audits. The 
number of traceability breaches was 247, above the 
figure recorded in previous years. This is because the 
new methodology is able to detect inconsistencies more 
thoroughly. Non-conformities are categorised according to 
severity and, in all cases, corrective plans are established 
which the supplier must carry out. 
Americas
299
Africa
184
European Union 
171
Europe outside the EU
258
Asia
484
TRACEABILITY AUDITS 2019
Internal audits
EXTERNAL AUDITS
650
746
The traceability of the supply chain is the vital first step in its 
management. In 2019, the methodology of the audits was updated and 
strengthened, to detect inconsistencies more comprehensively.
Inditex · 2019 Annual Report
92
103-2, AF8, AF16

02/ Pre-Assessment
Even before forming part of the Inditex supply chain, 100% 
of aspiring suppliers and manufacturers are evaluated by a 
pre-assessment audit that guarantees that only those who 
comply with our sustainability standards can form part of 
our supply chain.
The pre-assessment audit is conducted by external or internal 
auditors and without prior notification. This type of audit was 
designed to verify the degree of compliance of potential 
business partners with the Inditex Code of Conduct for 
Manufacturers and Suppliers, and it contains the minimum 
requirements in terms of social and labour rights. 
A noteworthy major milestone for 2019 is the extension 
of the scope of these pre-assessment audits. The 
extended scope has involved bolstering the verification 
of the environmental and product health and safety 
requirements covered in the Green to Wear standard. 
Thus, it has become a more comprehensive assessment 
in terms of supplier sustainability, in a phase prior to the 
start of its relationship with Inditex.
Inditex carried out 2,789 pre-assessment audits during 
2019, 612 more than in the previous year. A total of 2,767 of 
these were conducted by external auditors, who are trained 
to correctly apply the Inditex methodology.  
Approved companies can receive orders from the buying 
teams and are subject from that moment to the standards 
laid down in the Inditex Minimum Requirements document, 
which includes the social, environmental and product 
health and safety requirements.
Pre-assessment audits in 2019
Geographic area
Pre-assessment audits
APPROVED %
Africa
110
86%
Americas
12
83%
Asia
1,955
77%
Europe outside the EU
388
84%
European Union
324
94%
Total
2,789
81%
WHY ARE PRE-ASSESSMENT 
AUDITS CARRIED OUT?
// They verify traceability.
// They ensure compliance 
with the social, 
environmental and 
product health and safety 
standards.
// They promote long-
term relations with our 
suppliers, raising their 
awareness as regards 
sustainability from the 
outset.
// They reduce risk -> 
Avoiding factories that do 
not meet the minimum 
requirements.
PRE-ASSESSMENT
PRE-ASSESSMENT  
AUDITS
Not approved: the supplier or manufacturer 
cannot receive Inditex orders.
Approved: the supplier or manufacturer can 
form part of the supply chain.
It is subject to the Inditex Minimum Requirements 
and all the sustainable supply chain management 
programmes.
Verification of compliance with the Code of Conduct for Manufacturers and Suppliers
Includes the verification of:
Social and labour requirements
Environmental requirements
Product health and safety requirements
COMPREHENSIVE 
ASSESSMENT  
ON SUSTAINABILITY
93
Our sustainability model · Global and cross-cutting sustainable approach
308-1, 308-2, AF8, AF17

1
2
3
4
5
03/ Responsible 
purchasing practices
Supply chain sustainability is inherently linked to 
purchasing practices. At Inditex, the sustainability culture 
permeates the entire business model and, in particular, 
the purchasing area, since all its decisions are subject to 
sustainability criteria. 
With this goal, we have developed management systems 
that let all the buying teams know the performance of 
each supplier and each factory in terms of the social, 
environmental and product health and safety aspects, to 
help with their buying decisions. 
During 2019, we have continued to develop content and 
methodologies for environmental sustainability training. 
Upwards of 22,000 employees have received environmental 
information since 2014. In parallel, and with the goal of 
strengthening our commitment, we have taken a step 
further in this responsible approach and we have included 
sustainability-related goals in our employees' variable pay. 
03.01/ Involvement and 
engagement of industry
At Inditex we uphold an open and collaborative approach 
with other bodies and we actively participate in the 
industry's global initiatives as the mainspring for positive 
impact, with the aim that the sector adopts widespread 
sustainable practices. 
Following this philosophy, Inditex – together with 
other international brands and IndustriALL Global 
Union – is working wiht the ACT (Action, Collaboration, 
Transformation) initiative to transform the textile industry 
and achieve living wages for workers, through collective 
bargaining and the purchasing practices of brands.  
In this sense, purchasing practices are one of the 
cornerstones of the industry’s joint work that is being 
carried out through ACT. Thus, we integrate actions and 
commitments into our internal practices that apply to the 
entire industry. Along these lines, the ACT members have 
agreed upon the following five commitments relating to our 
purchasing practices:
Purchasing prices 
to include wages 
as an itemised 
cost.
COMMITMENT
Fair terms of 
payment.
Improve planning 
and forecasting.
Train all the 
employees 
directly related 
to the purchase 
in responsible 
purchasing 
practices.
Practice 
responsible exit 
strategies. 
ACT: Brand commitments
The responsible purchasing practices are an essential part of our 
activity. With this goal, we have developed management systems 
that inform buying teams of the performance of each supplier 
and each factory to help with their buying decisions.
Inditex · 2019 Annual Report
94
103-2

Pursuant to the compliance with these goals, throughout 
2019 we have trained 220 buyers from our headquarters 
and 75 buyers from the local teams in various clusters 
such as Turkey, India and Bangladesh. 
As part of this training, we have addressed the relationship 
between responsible purchasing practices and the critical 
factors of a production's useful life, in order to assess the 
impact on the wage and life of the affected workers in the 
supply chain. 
Furthermore, various events with suppliers and key buyers 
have been held, to assess various working methods in 
order to implement new parameters for measuring the five 
commitments.  
	 More information about the ACT initiative on page 111 of this 
Annual Report.
ENVIRONMENTAL 
SUSTAINABILITY
RESPONSIBLE PURCHASING 
PRACTICES AND SOCIAL 
SUSTAINABILITY
Training employees on sustainability and responsible purchasing practices
SUSTAINABILITY CULTURE
22,012 employees trained since 2014.
220 buyers from headquarters trained 
in 2019.
75 buyers from local teams trained in 
2019.
95
Our sustainability model · Global and cross-cutting sustainable approach
103-2, 103-3, 404-2, AF5

Inditex · 2019 Annual Report
96

04/ Transparency and accountability
TRANSPARENCY AND ACCOUNTABILITY COMMITMENTS
Featured  
contribution
  
STAKEHOLDER GROUPS
INDUSTRIALL GLOBAL UNION 
Through the Global Framework Agreement renewed in 2019, IndustriALL has access to the full and up-to-date list of our suppliers and 
manufacturers and their degree of compliance with sustainability. 
We provide IndustriALL and its local affiliates with access to all the companies comprising the supply chain. 
	 More information on page 105 of this Annual Report.
INTERNATIONAL LABOUR 
ORGANIZATION (ILO)
109 factories in our supply chain in Cambodia, Vietnam, Indonesia and Bangladesh formed part of the ILO Better Work programme in 
2019.
We also hold a public-private partnership to protect labour rights in the cotton supply chain. 
	 More information on page 140 of this Annual Report.
CHINA'S INSTITUTE OF PUBLIC 
AND ENVIRONMENTAL AFFAIRS 
We provide access to environmental information on our production. The list of direct and indirect factories that carry out wet processes 
declared by our suppliers is available to the public at the website: www.wateractionplan.com 
NGOs 
We partner with non-profit organisations and provide them with information on our supply chain. These include, inter alia, Greenpeace, 
Clean Clothes Campaign, Fashion Revolution, Baptist World Aid, etc.
	 More information on page 315 of this Annual Report.
INVESTORS, STOCK INDEXES
Our commitment to transparency and accountability has been rated positively by several organisations such as the Dow Jones 
Sustainability Index, FTSE4Good, and Corporate Knights, in addition to others. 
	 More information on page 315 of this Annual Report.
CUSTOMERS
We inform customers who request it about the origin of our articles, as well as the conditions of the workers involved in their 
production. In addition, our Join Life labeling standard specifically discloses the sustainability parameters of our articles.
In 2019, we attended to more than 3,000 requests for information from our customers regarding the sustainability of our articles and 
our Join Life standard.
INDUSTRY 
Through our involvement in initiatives such as the Bangladesh Accord and ACT on Living Wages, we share supply chain information 
with other brands and players in the industry to achieve a collective impact in the sector 
97
Our sustainability model · Global and cross-cutting sustainable approach
102-13, 103-2, 103-3

Social Management 
of the Supply Chain
SDG
Goals
Inditex contribution
3.9
Our commitment to guarantee safe and healthy working environments for the workers in our 
supply chain is mirrored in the Code of Conduct for Manufacturers and Suppliers and it is 
implemented in various initiatives and programmes that we conduct as part of our Workers at the 
Centre 2019-2022 Strategy. 
5.1
5.2
Women hold a high percentage of jobs in the textile sector supply chain throughout the 
world. Therefore, we want to guarantee the equality of female workers and to champion their 
empowerment. To do so, we have a strategy based on SDG 5, which is deployed through three 
pillars: health, protection, and empowerment.
8.5
8.7
8.8
This year we have approved our new social sustainability strategy, Workers at the Centre 2019-
2022, through which we want to add value in priority impact areas that contribute to fostering 
decent work and the well-being of the more than two million workers comprising our supply chain.
17.16
17.17
We collaborate and hold strategic partnerships with our suppliers, as well as trade unions, 
governments, NGOs, and relevant international organisations, such as the International Labour 
Organization (ILO) and the United Nations Global Compact, to progress towards sustainable 
development in the supply chain and work together to champion human and labour rights. 
	 More information on pages 328 and 329 of this Annual Report.
The socially responsible management of the supply chain 
is based on respect for human and labour rights and it 
is an essential part of Inditex's sustainable model. Over 
the years, we have built strategies and programmes that 
gather the international best practices and raise awareness 
on the supply chain, its context, and workers' needs. These 
strategies meet our approach to social sustainability, as a 
result of the ongoing due diligence and our proximity to the 
suppliers, workers and stakeholder groups involved.
In 2019, we have implemented a new strategy for the 
social sustainability of the supply chain, which we have 
called Workers at the Centre 2019-2022 (2019-2022 
Strategy).
In 2019, we have implemented a new strategy for the social 
sustainability of the supply chain: Workers at the Centre 2019-2022.
Inditex · 2019 Annual Report
98
103-2, AF24

The previous 2014–2018 Strategic Plan for a Stable and 
Sustainable Supply Chain strengthened the sound basis 
of programmes and mechanisms to ensure compliance 
with Inditex's Code of Conduct for Manufacturers and 
Suppliers. Despite the fact that this strategy ended last 
year, its content continues to be implemented through a 
compliance approach, which is necessary to address our 
commitments to social sustainability in the factories in our 
supply chain and with the involvement of our suppliers.
Social sustainability has evolved rapidly in recent years 
and the current context is much more complex than when 
the last strategy was set out. Sustainability is envisaged 
in a cross-cutting way and, given that the business itself 
has also evolved, it must constantly adapt in the same 
way. Along these lines, there is more than one business 
case for the social sustainability of the supply chain and 
they have all been considered when drawing up the new 
strategy: responsibility as a company; non-financial risk 
management; the relevance of sustainability in the business 
model; increasing customer expectations or relations with 
other stakeholder groups; as well as the changing and 
increasingly demanding environment in the sector. 
Based on our approach to supply chain sustainability, the 
findings from the previous Strategic Plan and the responses 
to the challenges of a global supply chain, the key drivers of 
the new social sustainability strategy are as follows:
-- The positive impact on the workers.
-- The creation of social value in the community and in the 
industry.
Furthermore, the Workers at the Centre 2019-2022 Strategy 
is supplemented by a compliance approach that serves 
as a tool to gain further knowledge into the workers and 
their needs, as well as to manage the various suppliers and 
factories comprising the supply chain. 
	 More information about the Inditex supply chain on page 88 of this 
Annual Report.
OUR APPROACH TO THE SOCIAL SUSTAINABILITY OF THE SUPPLY CHAIN
Changing environment at a faster pace
Focus on human 
rights shared with 
more players in the 
supply chain
Innovation in the 
social management 
of the supply chain
CHALLENGES
OPPORTUNITIES
Greater 
interconnection with 
stakeholder groups
Increased requirements of all the stakeholder 
groups
Dynamic and constantly changing supply 
chain
Global Sustainable 
Development Goals 
(SDGs)
Application of new 
technologies
More demanding 
legislation 
supporting global 
progress
Our Workers at the Centre 2019-2022 Strategy enables us to address these and other possible future challenges 
and to make use of opportunities to continue to work on the Social Sustainability of the supply chain.
99
Our sustainability model · Global and cross-cutting sustainable approach
103-2, AF24

Workers at the Centre 2019-2022
P
RI
O
RI
TY
 I
M
PA
CT
 A
R
EA
S
O
N
G
OI
NG
 D
UE
 D
IL
IG
E
N
CE
01/ Workers at the Centre 2019-2022 Strategy
The Workers at the Centre 2019-2022 Strategy is based 
on the premise of understanding and responding to the 
needs of workers, their families and the communities in 
which they live, to foster decent work and sustainable 
production environments. The guiding international 
frameworks regarding human and labour rights have 
been taken into account when defining the strategy. 
WELL-BEING
WORKPLACE
INDUSTRY
WORKERS  
AT THE CENTRE
Inditex · 2019 Annual Report
100
102-9, 102-10, 102-12, 102-13, 103-2, AF24

Strategy based on:
three elements
SCOPE OF THE STRATEGY
RESPECT FOR HUMAN AND LABOUR RIGHTS
THE UNITED NATIONS INTERNATIONAL BILL OF 
HUMAN RIGHTS, WHICH INCLUDES:
CONVENTIONS AND DECLARATIONS OF THE 
INTERNATIONAL LABOUR ORGANIZATION:
APPLICABLE LOCAL LEGISLATION
// The Universal Declaration of Human Rights.
// The International Covenant on Civil and Political Rights.
// The International Covenant on Economic, Social and Cultural Rights.
// Core conventions of the ILO numbers 1, 14, 26, 29, 87, 98, 100, 105, 
111, 131, 138, 155 and 18.
// The ILO Declaration on Fundamental Principles and Rights at Work.
ALL THOSE INTERNATIONALLY RECOGNISED 
AND, IN PARTICULAR, THOSE INCLUDED IN:
THE WORKER
Main beneficiary and active subject.
THE DIMENSIONS 
Workplace, well-being and industry.
DUE DILIGENCE 
Seven Priority Impact Areas.
ALL THE SUPPLIERS AND 
MANUFACTURERS OF THE 
SUPPLY CHAIN
Direct and 
indirect 
suppliers
All production 
levels
Workers at the Centre 2019-2022
2019 KEY INDICATORS
SUPPLIERS AND FACTORIES REACHED THROUGH INITIATIVES, TRAINING AND PROJECTS:
1,597 suppliers and factories 
BENEFITED WORKERS:
1,472,719 workers
IMPROVEMENT PROGRAMMES:
45 programmes
SUPPLIERS AND FACTORIES IN WHICH IMPROVEMENT PROGRAMMES HAVE BEEN IMPLEMENTED:
579 suppliers and factories
SUPPLIERS AND FACTORIES TRAINED:
1,018 suppliers and factories
United Nations 
Guiding Principles on 
Business and Human 
Rights.
OECD Due Diligence Guidance for 
Responsible Supply Chains in the 
Garment & Footwear Sector.
Sustainable 
Development 
Goals.
The principles 
of the United 
Nations Global 
Compact.
ALIGNMENT WITH:
101
Our sustainability model · Global and cross-cutting sustainable approach
102-9, 102-10, 102-12, 102-13, 103-2, 103-3, AF3, AF24

The first element is the worker, who is at the centre of 
the strategy as its beneficiary and active subject. Supplier 
responsibility and the empowerment of workers are core 
elements for the successful development of this approach.
The second element comprises the dimensions related to 
the worker: workplace, well-being and industry. Through our 
actions, we seek to have a positive impact on any of these 
three areas for the workers. Despite the fact that our suppliers 
do not exclusively work for Inditex, the positive impact of 
our activity will also be present in the various dimensions, 
conducive to the benefit of those that participate in them.
The three dimensions are as follows: 
1.	 Workplace: We must ensure that the human and labour 
rights of workers are upheld through assessment, 
enhancement, and monitoring in factories and in 
conjunction with the compliance approach. All factories, 
regardless of the process they carry out or the level they 
are at in the chain, must be sustainable workplaces. 
2.	 Well-being: We develop more complete and progressive 
programmes to influence and create change in the lives 
of workers and in their communities. 
3.	 Industry: As one of the sector's leading companies, at 
Inditex we understand the impact that our sourcing and 
sustainability activities have. However, this impact is 
limited due to the large size of the local and international 
supply chain in which we operate and its context, and it 
needs to be supplemented and supported by all the 
industry’s stakeholder groups. 
This dimension has been added to strategically promote 
our endeavours, while we partner with different stakeholder 
groups (government organisations, bodies representing civil 
society, our suppliers, other brands, etc.) to drive systemic 
and effective change towards sustainability.  
The third element in the strategy is due diligence on human 
rights and the identification of Priority Impact Areas. 
In collaboration with SHIFT, the leading centre in terms of the 
UN Guiding Principles on Business and Human Rights, we 
have conducted due diligence on all the possible impacts on 
human rights throughout the supply chain, identifying and 
prioritising them. The result is materialised in maps that mirror 
the most relevant impacts on human rights in each of our 
12 clusters, which represent 96% of the Group’s production. 
This materialisation has enabled us to identify seven Priority 
Impact Areas, representing the global priorities upon which 
the 2019-2022 Strategy is focused.
	 More information about Inditex’s due diligence processes on page 51 
of this Annual Report.
Global and specific goals are set out for each of the seven 
Priority Impact Areas, different lines of work and activities 
to achieve them, and indicators to measure their progress.
Each Priority Impact Area has a working group, tasked with 
implementing the area's individual strategy, comprising 
local experts from the various Inditex clusters. Thus, the 
experience of each local team is added together to respond 
to the industry’s global challenges and achieve solutions 
for the entire supply chain, which are also simultaneously 
applied locally.
DUE DILIGENCE OF HUMAN RIGHTS IN THE SUPPLY CHAIN
GUIDING PRINCIPLES ON 
BUSINESS AND HUMAN 
RIGHTS 
ANALYSIS
// Results of the 2014–2018 
Strategic Plan
// Knowledge of the local 
realities of the supply chain of 
supplier clusters
// Ongoing dialogue with various 
stakeholder groups 
Living Wages
worker  
participation
Occupational 
Health and Safety
Protection of labour 
rights in the production 
of raw materials
Protection of  
Migrants
SOCIAL Protection
Women  
Empowerment
Inditex · 2019 Annual Report
102
PRIORITY IMPACT 
AREAS
102-10, 102-12, 102-13, 103-2, AF24, 412-2, 412-3

When defining the strategies to be implemented to achieve 
the various goals, the United Nations 2030 Agenda and the 
17 SDGs have been established as benchmarks. 
The goal that is contributed with the most relevance 
throughout the strategy's deployment is SDG 8 (Promoting 
decent work and economic growth). It is contributed by 
all the Priority Impact Areas through various actions, 
ranging from promoting the payment of living wages, to 
considering initiatives for worker participation, conducted 
through our Global Framework Agreement with IndustriALL 
Global Union, in addition to others.
SDG 17 (Partnerships for the goals) is also present in 
the work of all the Priority Impact Areas as well as, in 
general, throughout the deployment of the Workers at the 
Centre 2019-2022 Strategy. All the Priority Impact Areas 
join forces with local and international organisations and 
platforms to conduct their activities. In parallel, they uphold 
ongoing partnerships with relevant players, ranging from 
the suppliers and manufacturers and their workers, to trade 
unions and other worker representatives, governments, 
universities and civil society organisations, in addition to 
others.
However, each of the actions and programmes are aligned 
with the SDGs and they make a more direct contribution 
to achieving various goals, considering the nature of each 
initiative. The sum of all the actions conducted through the 
Workers at the Centre 2019-2022 Strategy has an impact 
on the seventeen goals.
During 2019, more than 1.4 million workers have benefited 
from the strategy's actions and programmes.
GOALS
PRIORITY IMPACT AREAS
LIVING WAGES
Facilitating that workers in the supply chain earn living wages.
WOMEN EMPOWERMENT
Promoting that all the women in the supply chain  benefit from the best conditions 
and the same opportunities as men.
PROTECTION OF MIGRANTS
Ensuring that the rights of refugees and migrants are upheld and that a decent 
workplace is provided in factories, supporting cohesion. 
SOCIAL PROTECTION
Enabling the well-being of happy and healthy workers in the supply chain. 
PROTECTION OF LABOUR RIGHTS 
IN THE PRODUCTION OF RAW 
MATERIALS
Improving the human and labour rights of the workers in the supply chain of raw 
materials through proactive actions in terms of the workplace, the community, and 
industry.
WORKER  
PARTICIPATION
Developing and improving social dialogue to achieve mature industrial relations and 
to promote worker satisfaction.
OCCUPATIONAL HEALTH AND 
SAFETY
Guaranteeing that workers in the supply chain are protected against risks to their 
occupational health, safety, and well-being. 
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02/ Priority Impact Areas
02.01/ Worker Participation
(1)	 The ILO conventions referenced are 87, 98 and 135.
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
114 factories with 134,667 workers
SUPPLIERS TRAINED: 
76 suppliers and manufacturers with 140,040 workers trained 
in joint initiatives with IndustriALL Global Union
RELATED SDGs
CORE STAKEHOLDERS
  
  
  
IndustriALL Global Union  /  International Labour Organization  /   
BetterWork  /  Ethical Trading Initiative  /   
ACT (Action, Collaboration, Transformation)  /  Accord
Improving social dialogue to achieve mature industrial 
relations and PROMOTE worker satisfaction.
The freedom of association, trade union freedom and the 
freedom of collective bargaining are fundamental labour rights, 
as reflected in the various conventions of the International 
Labour Organization1. The free and informed exercising of 
these rights by workers is crucial to enable them to defend 
the rest of their human and labour rights and dispose of 
the necessary mechanisms to defend them, among which 
dialogue and collective bargaining are paramount. 
At Inditex we consider freedom of association and the right 
to collective bargaining to be the core aspects in order to 
guarantee supply chain sustainability. These principles are 
laid down in our Code of Conduct for Manufacturers and 
Suppliers. 
Additionally, we acknowledge the important role played by 
global and national trade unions in monitoring our supply 
chain. By doing so, our worker participation strategy is 
founded on championing mature industrial relations, which 
can benefit workers, manufacturers, and suppliers, and 
which specifically contribute to SDG 8 (Decent work and 
economic growth) and SDG 16 (Peace, justice and strong 
institutions). 
The Global Framework Agreement, that we have held with 
IndustriALL Global Union since 2007 and which we have 
renewed and extended in 2019, is one of our most valuable 
tools for promoting worker participation, collective bargaining, 
and the respect for freedom of association.  In this new phase 
of the Framework Agreement, a Global Union Committee has 
been created, to represent the workers in our supply chain. The 
aim is to share and promote best practices on the freedom of 
association and collective bargaining rights.
Our lines of action in this Priority Impact Area are: 
-- Promoting the Global Framework Agreement with 
IndustriALL Global Union: we partner IndustriALL Global 
Union in the field to promote the Framework Agreement 
and the labour rights of workers.
-- Guaranteeing effective worker representation 
mechanisms: we foster programmes to promote these 
mechanisms in collaboration with organisations such as 
Better Work and the Ethical Trading Initiative. 
-- Raising awareness on social dialogue and worker 
participation: most noteworthy in 2019 are the initiatives 
conducted in collaboration with IndustriALL in Bangladesh, 
India, and Morocco, and with the ILO in Myanmar.
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02.01.01/ Promote the Global 
Framework Agreement with 
IndustriALL Global Union
Our relationship with IndustriALL Global Union, an 
international union federation representing more than 50 
million worker members of almost 600 unions worldwide, 
is one of the pillars of our strategy. It is one of our most 
valuable tools in promoting worker participation, respect 
for the freedom of association and collective bargaining.
We have had a Global Framework Agreement with 
IndustriALL Global Union since 2007. It is the first 
agreement of its kind since it encompasses an entire global 
supply chain. The agreement, which we renewed in 2019, is 
testament to the Group and IndustriALL’s commitment to 
the promotion of labour rights in the textile and footwear 
industry, as well as compliance with international labour 
standards and our own Code of Conduct for Manufacturers 
and Suppliers.
Under the Global Framework Agreement, collaboration on 
the ground between our own teams and local IndustriALL 
members plays a fundamental role, making it possible 
to put programmes and actions into place in factories. 
Transparency is key to ensuring this collaboration remains 
fluid and fruitful. We therefore share a comprehensive list 
of suppliers and factories with IndustriALL, covering all 
tiers and processes, and showing their level of compliance 
in sustainability.  We also give IndustriALL and all their local 
members access to all our suppliers and manufacturers’ 
production centres.
Evolution of the Global Framework Agreement
2007
Global Framework 
Agreement
2012
Protocol
2014
Renewal
2016
Union 
experts
2019
Renewal
PRELIMINARY 
WORK
In 2019 we renewed our Global Framework Agreement with 
IndustriALL Global Union, agreeing to set up a Global Union Committee 
where workers from all our clusters will be represented.
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Key aspects of the Global 
Framework Agreement with 
IndustriALL Global Union
Establishing a communication channel 
between IndustriALL Global Union and Inditex.
Union experts in 
production clusters.
Backing local unions.
Creation of the Global 
Union Committee.
Respect for the 
freedom of association 
and collective 
bargaining.
Detailed knowledge of 
the supply chain.
Ongoing work in 
production clusters.
Training schemes for 
suppliers, manufacturers 
and workers.
Key 
contribution
  
Renewal of the Global Framework 
Agreement with IndustriALL Global Union
13 November 2019 saw the renewal of our Global Framework 
Agreement with IndustriALL Global Union, cementing our 
commitment to collaborate with IndustriALL on guaranteeing 
safe and decent working conditions for everyone working in 
our supply chain.
The creation of a Global Union Committee was agreed in this 
new phase, where workers from each of the production areas 
we operate in will be represented. The aim is to share and 
promote best industry practices with regard to the right to  
freedom of association and collective bargaining.
Inditex is the world’s first fashion distribution company to 
have this structure in place, which will be composed of union 
representatives from our main sourcing regions and countries, 
as well as representatives from Comisiones Obreras and Unión 
General de los Trabajadores unions in Spain. 
Renewal of the Global Framework Agreement with 
IndustriALL Global Union on 13 November 2019.
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02.01.02/ Guaranteeing 
effective mechanisms for 
worker representation
By engaging in social dialogue, employers and worker 
representatives can address any issues relating to the 
interests of workers. At Inditex we support programmes 
and activities to promote effective mechanisms for 
worker representation at both an individual manufacturer 
and sector level; always with the highest level of respect 
for the right to the freedom of association and collective 
bargaining. 
A sector level highlight is the development of the Guide 
to Freedom of Association, agreed between IWFM — an 
IndustriALL member in Myanmar — and manufacturer and 
supplier representatives of brands belonging to the ACT 
(Action, Collaboration, Transformation) initiative.  
	 More information on page 111 of this Annual Report.
At a factory level, in addition to the effective implementation 
of the Global Framework Agreement, we are collaborating 
on other initiatives supporting the promotion of industrial 
relations at work centres throughout our production chain.
The Better Work programme, set up in 2007 by the 
International Labour Organization, aims to improve 
working conditions and promote competitiveness in global 
textile industry supply chains.  Inditex has participated in 
the programme since October 2007, becoming a direct 
buyer partner in 2013.
In terms of industrial relations, Better Work has a focus 
on promoting freely elected workers’ representatives on 
national committees. Involvement in the process extends 
to unions and the proportional representation of women 
is guaranteed. Bilateral committees comprised of worker 
and company management representatives ensure the 
preliminary conditions are met to enable social dialogue at 
work centres. 
We participate in the Social Dialogue Program from the 
Ethical Trading Initiative, which aims to strengthen the 
structures in place for the representation of workers 
and employers in factories. To this end we have trained 
and educated members of the Worker Participation 
Committees to improve their skills in engaging in social 
dialogue.
CAMBODIA
81 factories from our supply chain. 
Number of workers covered: 72,116.
BANGLADESH 
3 factories from our supply chain. 
Number of workers covered: 7,825.
VIETNAM 
20 factories from our supply chain.  
Number of workers covered: 37,715.
INDONESIA 
7 factories from our supply chain. 
Number of workers covered: 14,144.
BANGLADESH 
1 factory from our supply chain. 
Number of workers covered: 234.
PROGRAMMES TO PROMOTE SOCIAL DIALOGUE
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02.01.03/ Raising awareness 
of social dialogue and 
worker participation
We involve workers, their representatives, and factory and 
supplier management in activities to strengthen their skills 
in social dialogue. 2019 highlights include working together 
with IndustriALL on activities in Bangladesh, India and 
Morocco; and with the ILO in Myanmar.
BANGLADESH
// Activity: Workshop on 
the Global Framework 
Agreement and the 
importance of social 
dialogue.
// Objective: Strengthening 
social dialogue between 
suppliers, manufacturers 
and representatives of 
IndustriALL Global Union 
members in the country. 
// Impact: 21 suppliers 
and factories, and 
representatives of local 
IndustriALL Global Union 
members. 
// Number of workers 
covered: 68,462.
INDIA
// Activity: Two workshops 
on the Global Framework 
Agreement and the 
importance of social 
dialogue; one in 
Delhi and another in 
Bangladesh.
// Objective: Promoting 
a dialogue on how the 
Global Framework 
Agreement can facilitate 
the engagement of social 
agents. Production, 
human resources 
and sustainability 
managers from suppliers 
and factories were 
encouraged to attend, 
together with local 
IndustriALL members.
// Impact: 38 suppliers and 
manufacturers, together 
with representatives of 
IndustriALL Global Union 
members in the country.
// Number of workers 
covered:  60,603.
MOROCCO
// Activity: Training on 
the Global Framework 
Agreement and the 
importance of social 
dialogue for suppliers, 
manufacturers and local 
IndustriALL members 
from Morocco, Egypt 
and Tunisia.
// Objective: Raising 
awareness of industrial 
relations.
// Impact: 17 suppliers and 
manufacturers, together 
with representatives of 
IndustriALL Global Union 
members in the country, 
Egypt and Tunisia.
// Number of workers 
covered: 10,975.
MYANMAR
// Activity: Collaboration 
with the ILO – GIP 
(Garment Industry 
Project). 
// Objective: Strengthen 
the Workplace 
Coordinating 
Committees through 
collaboration between 
employer and worker 
representatives. Training 
activities address issues 
such as: workplace 
cooperation, bilateral 
social dialogue, 
productivity, health and 
safety in the workplace 
and empowerment.
// Impact: 2 factories from 
our supply chain. 
// Number of workers 
covered: 2,633.
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02.02/ Living wages
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
37 factories with 21,488 workers
SUPPLIERS TRAINED: 
22 suppliers trained in the Lean Project and 12 suppliers took 
part in ACT meetings in Myanmar (19,210 workers) 
BUYERS TRAINED IN RESPONSIBLE 
PURCHASING PRACTICES:
220 buyers at the Inditex headquarters and 75 buyers in the local commercial teams
RELATED SDGs
CORE STAKEHOLDERS
  
  
  
IndustriALL Global Union  /  International Labour Organization  /   
Better Than Cash Alliance  /  ACT (Action, Collaboration, Transformation)  
/  Universidade do Minho
FACILITATING THAT WORKERS IN THE SUPPLY CHAIN EARN LIVING WAGES.
Pursuant to the ACT definition to which Inditex adheres:
“A living wage is the minimum income necessary for a worker to meet the basic 
needs of himself/herself and his/her, family, including some discretionary income. 
This should be earned during legal working hour limits (in other words, without 
overtime).”
WHAT IS A LIVING WAGE?
GOAL
APPLIED 
THROUGHOUT 
THE INDITEX 
SUPPLY CHAIN
COLLABORATION 
WITH THE 
INDUSTRY
INDITEX EXPERT 
WORKING GROUP 
(Bangladesh, Turkey, 
China, Cambodia, 
India, Spain).
FOCUS ON ONGOING 
IMPROVEMENT
// Promoting and facilitating collective 
bargaining.
// Effectively implementing responsible 
purchasing practices.
// Enhancing the production organisation 
systems and methods. 
// Improving management systems and 
wage digitisation.
INDITEX LIVING WAGE STRATEGY
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Everybody has the right to receive a living wage as 
compensation for their work. This is considered by the ILO 
as one of the essential human rights to achieve “universal 
and lasting peace”.
At Inditex we are committed to enabling the workers of 
the factories in our supply chain to receive a living wage. 
This commitment is based on our Code of Conduct for 
Manufacturers and Suppliers, which stipulates that all 
workers in the supply chain must receive sufficient wages 
to cover their basic needs and other additional needs of 
their families. 
On this basis, and based on the work carried out thus far to 
promote living wages, in 2019, we redefined our strategy, 
crafted according to four specific goals chiefly linked to 
SDGs 8, 9, 10 and 17. 
In social audits we verify how much the workers are paid 
and whether the amount can be deemed a living wage, 
analysing the various wage components, the times and 
the payment system used, and the wage management 
systems available to the factory. This information enables 
us to identify the main fields of action that must be 
impacted by the living wage strategy.
To develop our strategy we work with other brands and 
various stakeholder groups in the textile sector. We consider 
obtaining living wages to be a common challenge for the 
whole industry and one which requires the collaboration 
of all the parties to achieve it, ranging from suppliers and 
manufacturers, to the countries’ governments. Along these 
lines, our collaboration in the ACT (Action, Collaboration, 
Transformation) initiative is one of the keys to our living 
wage strategy.
Furthermore, in 2019, we have promoted supplementary 
approaches such as the digitisation of wages, and the 
financial education of workers.
Our lines of action in this Priority Impact Area are: 
-- Promoting and facilitating collective bargaining: we believe 
that the most sustainable way of achieving living wages in 
the industry is through collective bargaining. Through the 
ACT initiative, and within the framework of our Agreement 
with IndustriALL Global Union, we work to foster the 
creation of spaces for dialogue that encourage the reaching 
of agreements in the textile industry regarding wages.
-- Effectively implementing responsible purchasing 
practices: Through the ACT initiative we partner with 
other brands in the sector for the joint development of 
responsible purchasing practices. We train our buyers 
and the suppliers to apply these practices.
-- Enhancing the production organisation systems and 
methods: aware of the impact these systems have on 
the working conditions of employees, we chiefly support 
suppliers in their improvement through our Lean Project 
and the ILO SCORE programme.
-- Improving management systems and wage digitisation: 
as members of the Better Than Cash Alliance, we work 
towards the digitalisation of payments in the supply chain. 
In 2019, Bangladesh was the focal point of our actions.
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02.02.01/ Promoting 
collective bargaining
At Inditex we believe the most sustainable way of securing 
living wages in the industry is through collective bargaining. 
This is why we work on enabling factories and suppliers 
to develop mature industrial relations so they can reach 
agreements in this area. Our work with IndustriALL Global 
Union under our Global Framework Agreement is one of the 
tools we use. These activities include educating workers 
on their rights, supporting them in electing representatives, 
and encouraging collective bargaining with initiatives for 
workers, employers and unions. 
	 More information on page 105 of this Annual Report.
Inditex supply chain factories covered by Collective Agreement in 2019
Geographical area
Number
Africa
36
Americas
55
Asia
75
Europe (non-EU)
26
European Union
2,107
Through the ACT (Action, Collaboration, Transformation) 
initiative, promoted by international brands and IndustriALL 
Global Union, we are working on promoting platforms for 
dialogue that can be used for putting garment industry 
agreements in place to secure decent wages and working 
conditions, bolstered by responsible purchasing practices. 
In 2019 various schemes were implemented under the ACT 
framework, with those in Myanmar, Turkey, Bangladesh 
and Cambodia being particular highlights.
Four meetings were held in Myanmar, with the participation 
of 12 manufacturers (16,020 workers) from the Inditex 
supply chain in the country. A major milestone achieved 
through the work of the ACT in Myanmar in 2019 was the 
development of the Guide to Freedom of Association.
In Turkey progress was made on the alignment of local 
and global ACT initiatives, as well as a joint approach to 
increasing supplier participation and raising awareness of 
ACT principles.
Similarly, in 2019 ACT made initial inroads in Bangladesh 
to lay the foundations for a dialogue between the initiative 
and employer federations.
Again, under the ACT framework, we implemented 
campaigns to raise awareness of the freedom of 
association and the promotion of collective bargaining in 
Cambodia. We sent various communications on the ACT 
initiative to the 16 main suppliers operating in the country 
to encourage their support of the initiative. Meanwhile, 
ACT sent a letter to the Cambodian manufacturers’ 
association GMAC to seek negotiations with the country’s 
unions with the aim of setting up collective agreements 
and advocating respect for the freedom of association 
and collective bargaining. Inditex also sent this same 
letter to nine of the country's suppliers and factories 
belonging to GMAC.
Guide to Freedom of Association in Myanmar
 The aim of this guide is to support the development of constructive industrial relations 
between employers and workers, ensuring the principles of the freedom of association 
are applied under the framework of international labour standards. The guide covers 
practical ways harmonious industrial relations can be established, for example 
meetings between management and union representatives and conflict resolution 
procedures.
The guide was agreed by representatives of suppliers and manufacturers working 
for brands belonging to ACT in the country, and the Industrial Workers Federation in 
Myanmar (IWFM), a local IndustriALL Global Union member. The International Labour 
Organization also provided technical guidance on drafting the guide to ensure content 
is aligned with international labour standards.
The guide represents a milestone in industrial relations in Myanmar, and is one of 
the textile industry’s benchmark agreements. It can also be used for reference by 
our suppliers and manufacturers in the country for freedom of association and 
collective bargaining matters, along with local and international legislation, our Code of 
Conduct for Manufacturers and Suppliers, and our Global Framework Agreement with 
IndustriALL.
Key contribution
  
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2
1
02.02.02/ Responsible 
purchasing practices
Responsible purchasing practices encourage decent 
working conditions, in particular decent wages. After all, 
purchasing planning, lead times, pricing criteria and our 
strategy on commercial relationships with suppliers are all 
key to this strategy.
We are working with ACT on the joint development of 
responsible purchasing practices. As a member of this 
initiative, Inditex signed a Memorandum of Understanding 
with IndustriALL in 2015, endorsing our commitment to 
purchasing practices conducive to paying living wages.
In 2019 we trained more than 200 purchasers on responsible 
purchasing practices. Specifically, they received guidance 
on the commitments put in place by ACT and how these 
can be implemented in the Company.
Our work on responsible purchasing practices extends 
not only to purchasers, but to suppliers too. Over the 
course of 2019 we maintained an ongoing dialogue 
between suppliers and purchasers, which has been key 
to implementing new parameters to measure purchasing 
practices in line with the Accountability and Monitoring 
Framework agreed by ACT brands in September 2019. 
This framework represents a step forward in due diligence 
in purchasing practices, allowing the assessment and 
monitoring of compliance with the principles outlined in 
the MoU signed with IndustriALL.
COMMITMENTS IN PURCHASING PRACTICES
START
END
PLANNING
SAMPLES
PRICING  
NEGOTIATIONS
MODIFICATIONS,  
REORDERING
DELIVERY
PRODUCT  
DEVELOPMENT
QUOTATION
PAYMENT  
CONDITIONS
PRODUCTION AND 
LEAD TIME
TRAINING
RESPONSIBLE 
EXIT FROM 
SUPPLIER
ONGOING LIAISON WITH THE SUPPLIER
Purchasing and production cycle
1. Purchasing prices include wages as an itemised cost: Include and respect the wage component of a product in negotiations.
2. Fair terms of payment: Supplier payments made according to conditions previously agreed between the parties.
3. Better planning and forecasting: Transparent communications with suppliers on the purchasing process. 
4. Undertake training on responsible sourcing and buying: Provide training on best purchasing practices.
5. Responsible exit strategies: When a decision is made to stop working with a manufacturer for whatever reason, it must be done responsibly in a 
way that minimises the decision’s impact on the manufacturer’s operations. 
3
4
5
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Self-assessment 
questionnaire carried 
out by BUYERS
Self-assessment 
questionnaire carried 
out by SUPPLIERS
COMPREHENSIVE EVALUATION OF BRANDS’ PURCHASING 
PRACTICES
PPSA
PPA
3600 ASSESSMENT OF PURCHASING PRACTICES
Likewise, in 2019, 45 suppliers from the Inditex supply chain 
in Turkey assessed purchasing practices by completing a 
questionnaire (PPA). 
We also worked individually with buyers from all our 
brands, primarily through ongoing training. As well as 
training 220 buyers in responsible purchasing practices 
as mentioned previously, our cluster teams trained a total 
of 75 buyers from various local teams over the course of 
the financial year.
	 More information on page 94 of this Annual Report.
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02.02.03/ Enhancing the production 
organisation systems and methods
Methods and systems for managing factory production 
have a direct impact on working conditions. How 
production is organised has a bearing on issues such as 
health and safety, working hours, wages and levels of work 
satisfaction.
We tackle these improvements through two programmes 
at Inditex: the Lean Project (an internal Inditex project) and 
the ILO’s SCORE Programme, with a twofold objective: 
-- To improve working conditions and worker satisfaction.
-- To optimise factory production systems and support 
management with the ongoing improvement of their 
performance and competitiveness.
CHINA
// Started in 2015. 
// Implemented in 
14 factories in 
2019, benefiting 
5,215 workers and 
training 22 Inditex 
suppliers (with 
3,190 workers) on 
the benefits of the 
Lean philosophy.
INDIA
// Started in 2018.
// Implementation 
continued in 
2019 at one of 
the country’s key 
suppliers with 
2,978 workers, 
which has already 
resulted in 
improved working 
conditions. 
PORTUGAL
// Started in 2018. 
Experts from 
the Universidade 
do Minho 
collaborated on its 
implementation.
// In 2019 it was 
implemented at 
two suppliers with 
315 workers.
CAMBODIA
// In 2019, 
implementation 
commenced in a 
factory with 472 
workers.
BANGLADESH
// Implementation 
commenced at 
two suppliers with 
3,560 workers. To 
date, management 
and pilot line 
workers have 
been trained in the 
basic principles of 
Lean.
Lean Project
OBJECTIVE
To improve employees’ working conditions in factories through the 
implementation of the Lean methodology, using the philosophy as a 
springboard to improve production management systems and involve 
workers in the production process.
By supporting the improvement of our suppliers and manufacturers’ 
production management systems, we are making a contribution 
to improving working conditions and worker satisfaction. 
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MEASURING THE IMPACT OF THE LEAN PROJECT
WORKERS’ OPINIONS
CONDUCTING 
WORKER SURVEYS
Follow-up visits
Start
Implementation 
on the pilot line
Ongoing 
improvement
100%
96%
96%
80%
prefer the new 
way of working
think the project 
has been of 
benefit to them
think that they 
can work more 
comfortably 
following the 
project
think 
communications 
with their 
superiors have 
improved 
following the 
project
BEFORE THE PROJECT
AFTER HAVING PARTICIPATED IN 
THE  PROJECT FOR AT  
LEAST A YEAR
1.9
3.1
WORKER SATISFACTION (1)
(1) Workers' satisfaction is scored from 1 to 4. 
	
The above findings are based on personal interviews carried out among a sample of workers in factories participating in the project. 
	
Data relates to nine factories that have been involved in the project for at least a year (factories located in China, India and Cambodia).
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SCORE Programme (ILO)
The SCORE (Sustaining Competitive and Responsible 
Enterprises) Programme, developed by the International 
Labour Organization, is split into five modules that focus 
on improving SMEs’ management systems in order to 
improve working conditions and promote fundamental 
labour rights. At Inditex we have participated in the 
programme since 2014 in several of the countries in our 
supply chain, supporting our providers and the ILO teams 
who implement it.
As well as these two main programmes, we also carry out 
activities at a local level in collaboration with specialist 
organisations. In Argentina for example, our local team 
is collaborating on a project with the National Institute of 
Industrial Technology (INTI). In 2019 two suppliers took 
part, to the benefit of 262 workers. The teams at the 
INTI and Inditex supported suppliers in improving their 
production management systems, which had a positive 
impact on employees’ working conditions.
CHINA
// In 2019 implementation of the 
programme continued in two factories 
with 952 workers.
// As well as the ILO, the Ethical Trading 
Initiative also collaborated on the 
programme.
// Our social sustainability teams take 
part in regional SCORE meetings, 
where participating factories share 
best practices and learning outcomes.
TURKEY
// Eight Turkish factories have 
implemented the programme in 2019, 
to the benefit of 912 workers.
// Four of these factories have already 
implemented all five modules.
// In Turkey the programme has a 
particular focus on protecting refugees’ 
human and labour rights.
PAKISTAN
// The ILO launched the programme at 
the end of 2018.
// In 2019 two Inditex suppliers (5,780 
workers) took part in it. One of them 
has already completed implementation 
and the second started the process at 
the end of 2019.
SCORE Programme (ILO)
OBJECTIVE
To improve productivity in SMEs through actions addressing: workplace 
cooperation, quality management, cleaner production, human resources 
management and health and safety management at work.
The ILO SCORE programme seeks to improve SMEs’ management systems in 
order to improve working conditions and promote fundamental labour rights.
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02.02.04/ Improving management 
systems and wage digitisation
The main working areas in this field are:
-- Analysing and improving wage and working hours 
management systems.
-- Wage digitisation and financial empowerment.
These two working areas, in the same way as previous 
activities, contribute not only to workers receiving a living 
wage, but to them receiving it on time and in a way most 
beneficial to them, promoting financial inclusion and 
education.
In this vein, we are educating our suppliers on how digitised 
wage payments facilitate the empowerment and financial 
inclusion of workers. At the same time it is more efficient, 
entails less risk, and promotes the transparency of 
transactions: all of which bolsters the development of our 
strategy for living wages.  
We also see wage digitisation and financial empowerment 
as being closely tied with women’s empowerment, as it 
facilitates their inclusion in the household economy 
and financial decision-making. In this sense, our wage 
digitisation strategy goes hand-in-hand with our women’s 
empowerment strategy in countries such as Bangladesh 
and India.
	 More information on page 122 of this Annual Report.
Working area 
Country Objective 
Description 
Collaboration 
Indicators
Analysis and improvement 
of wage and working hours 
management systems
China 
Complement audit methodology with 
an in-depth evaluation of the factory's 
management systems in order to detect 
any potential areas for improvement.  
Thoroughly analysing wage and working hours 
management systems. The project began in 2018, and 
following an initial observation and evaluation phase a 
plan of action was developed and implemented in 2019, 
focusing on solving the root causes of inefficiencies 
detected in the initial phase.
Internal programme. 
A factory with 300 workers. 
Wage digitalisation and 
financial empowerment
Global 
Promote wage digitisation as a method 
of remuneration throughout the supply 
chain and promoting the transition to a 
digital economy worldwide. 
Membership of the Better Than Cash Alliance in 2018, 
a partnership between governments, companies and 
international organisations. 
Better Than Cash 
Alliance.
Event to raise awareness in 
Bangladesh and cooperate 
with other stakeholders in the 
country.
Vietnam 
Develop and implement digital solutions 
to the benefit of both companies and 
workers.
Analysing the Vietnam context to examine payment 
digitalisation, including interviews with employees.
International Labour 
Organization. 
Women's World 
Banking.
Two factories with 742 workers 
took part in the study. 
Wage digitisation in Bangladesh
An event was held in Dhaka (Bangladesh) on 20 November 2019 to publicise the benefits 
of wage digitisation and its promotion in the Bengali textile industry.
The event was organised by Access to Information (a2i) (a programme from the 
Bangladeshi government’s TIC division), the United Nations Development Programme, 
Better Than Cash Alliance, BSR, and the Bangladesh Garments Manufacturers and 
Exporters Association (BGMEA).  Inditex and other brands with supply chains in the 
country also took part and supported the event, collaborating on its design and inviting 
our suppliers to attend.
Various speakers shared their experiences and learnings at the event, from government 
members (such as the Minister of Industry) to suppliers that have already digitalised 
their wages. Two female workers from one of the factories where Inditex implemented 
the BSR’s HERfinance Digital Wages programme shared their experiences, explaining 
how receiving their wages digitally (by mobile banking in this case) had benefited and 
empowered them.
A document on the principles of supporting digitisation, produced by Inditex and other 
brands in collaboration with BTCA, BSR and the Bill and Melinda Gates Foundation 
was shared at the event. The document encourages more brands to support wage 
digitisation and encourages suppliers to roll it out in their companies. 
Key contribution
  
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02.03/ Women Empowerment
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
46 factories with 45,579 workers
SUPPLIERS TRAINED: 
140 suppliers and manufacturers with 126,326 workers trained 
in subjects related to women empowerment.
RELATED SDGs
CORE STAKEHOLDERS
  
  
  
International Labour Organization  /  BSR  /  Swasti  / 
Medicus Mundi
Promoting that all the women in the supply chain benefit from 
the best conditions and the same opportunities as men.
Women represent the majority of the workforce in the textile 
sector supply chains and they face various challenges at 
work compared to their male counterparts. 
Gender equality is a prerequisite to any sustainable 
development goal, since it holds the potential to reverse 
inequality in relations of power between women and 
men and it addresses the structural barriers that prevent 
progress.
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Of the 17 SDGs, only one, SDG 5 (Achieve gender equality 
and empower all women and girls) is focused on a 
specific collective and applied in a cross-cutting way to 
the other goals.
We are fully committed to this goal. Women represent 
more than half of the workforce in our supply chain. 
Therefore, to achieve a stable and sustainable supply 
chain, we promote gender equality and we champion 
practices that encourage the inclusion of women and 
their development. All empowered women have the 
potential to transform their family, community, economy 
and society. 
At Inditex, we have a strategy for the empowerment of 
women in the supply chain, which was approved in 2017 
and renewed within the framework of the new Workers at 
the Centre 2019-2022 Strategy. Through this strategy, we 
seek to encourage the men and women working in our 
supply chain to enjoy the same rights and opportunities.
This strategy is focused on three core goals:
-- Health: Facilitating healthcare services, chiefly in 
maternity and reproductive health.
-- Protection: Promoting zero tolerance policies and 
practices for the prevention and management of 
workplace harassment.
-- Empowerment: Involving female workers in programmes 
related to finance, leadership, and empowerment.
GOAL: FACILITATING HEALTHCARE 
SERVICES, CHIEFLY IN MATERNITY AND 
REPRODUCTIVE HEALTH.
Integrating a gender approach 
into all the health programmes we 
undertake is key to having a direct 
impact on their quality, ensuring 
women’s health, guaranteeing 
access to healthcare services, and 
incorporating reproductive health 
and female hygiene as fundamental 
aspects of our programmes. 
GOAL: PROMOTING ZERO TOLERANCE 
POLICIES AND PRACTICES FOR THE 
PREVENTION AND MANAGEMENT OF 
WORKPLACE HARASSMENT.
At Inditex, we want to promote a 
safe workplace, contributing to 
preventing and rooting out any kind 
of discrimination, harassment or 
abuse.In this sense, we undertake 
projects focused on raising the 
awareness of and educating the 
workers and management of 
factories regarding these matters, 
as well as promoting gender policies 
focused on preventing and, where 
applicable, eradicating discrimination 
and harassment in the workplace.
GOAL: INVOLVING FEMALE WORKERS IN PROGRAMMES RELATED TO FINANCE, LEADERSHIP, OR EMPOWERMENT.
An inclusive workplace is guaranteed when female workers play an active part therein. To do so, it is crucial to involve the management and all 
the workers of factories in the empowerment of workers. This results in an improvement not only to the standard of living of women, but also that 
of men, children, families, communities and the wider society. 
EMPOWERMENT
HEALTH
PROTECTION
STRATEGY FOR THE EMPOWERMENT OF WOMEN IN THE INDITEX SUPPLY CHAIN
Our women empowerment strategy in the supply chain is based 
in three pillars: health, protection and empowerment.
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02.03.01/ Health: 
Facilitating health care
According to the World Health Organisation, 1,600 women 
and more than 10,000 newborns die each day due to 
preventable complications in pregnancy and childbirth. 
At Inditex we advocate improved access to health care for 
women, as well as family planning and maternal health. 
By maintaining an active presence across our supply 
chain, we have successfully brought these measures to 
a large number of women who would otherwise have had 
difficulties accessing products and services. 
In June 2019, at an event organised by Women Deliver — a 
global organisation that champions the rights of women 
and girls — ten companies including Inditex and the United 
Nations Foundation announced our commitment to 
improve the health and empowerment of female workers 
across our supply chains. More specifically, Inditex 
committed to reaching a target of 70,000 female workers 
being covered by healthcare services, chiefly maternity and 
reproductive health services, by 2022.
The main projects related to women’s health care in 2019 
were the following: 
Sakhi Health programme in India
In 2019 we launched a new version of our Sakhi Health 
programme in India in 18 factories (with 26,907 workers), 
which we developed in collaboration with St. Johns 
Medical Academy of Health Services. The new programme 
maintains the goal of creating best practices in health, 
hygiene, nutrition, menstruation and reproductive health 
of female workers; at the same time as tackling issues 
such as health counselling in factory canteens, nurseries 
and clinics, and providing specialist training for pregnant 
women and fathers of children under five.
Programme to improve health and 
social care in the textile industry with 
Medicus Mundi Sur in Morocco
Our collaboration with Medicus Mundi Sur (MMSur) 
in Morocco began in 2014, when we implemented a 
programme to improve the social and health situation 
of textile workers in the country. Since then we have 
strengthened our collaboration, bolstering the programme 
further and tackling new issues, always with the cooperation 
of public bodies in Morocco. In 2019, 15 factories and 
suppliers took part in the programme, reaching a total of 
4,489 workers.
In addition we have developed a medical campaign for 
workplace disease prevention every year under this 
same programme, enabling us to identify conditions 
such as diabetes, high cholesterol and anaemia among 
others. All companies were given a satisfaction survey 
to evaluate and assess the recommendations and 
requirements of companies and workers after medical 
campaigns.
PROGRAMME TO IMPROVE HEALTH AND SOCIAL CARE IN 
THE TEXTILE INDUSTRY IN MOROCCO
Inditex strategy 
for women’s 
empowerment.
Legal and 
public policy 
framework in 
Morocco.
Medicus Mundi strategy 
relating to the 
organisation’s principles 
and mission in Morocco. 
INDITEX
MMSUR
Promote the right to healthcare and socio-labour rights 
of female employees in the textile industry with a gender-
based, cross-cultural focus.  
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02.03.02/ Protection: zero tolerance 
to workplace harassment
Our Code of Conduct for Manufacturers and Suppliers 
includes the prohibition of discrimination (including 
for gender-based reasons) and the prohibition of abuse 
or inhumane treatment. To ensure compliance with the 
Code, if any potential non-conformity with these points is 
detected, our auditors will raise a gender alarm and the 
issue will be dealt with on a case-by-case basis.
As a complement to this work, we have put various 
programmes into place at Inditex to promote best practices 
and encourage suppliers to develop their own policies on 
zero tolerance to workplace harassment. We have also 
joined forces with other relevant industry stakeholders 
to achieve these aims. In this vein, the Foro de la Moda 
(a fashion industry forum which Inditex is a member 
of, together with organisations in the third sector) and 
members of IndustriALL Global Union in Spain — UGT and 
CCOO — sent the ILO a letter of support for the adoption of 
Convention 190 on the elimination of workplace violence 
and harassment. The convention was finally approved by 
the ILO in June 2019. 
Working area 
Country Objective 
Description 
Collaboration Indicators
A focus on gender in Human 
Resources management 
Turkey  
Analyse Human Resources management 
systems in our suppliers’ factories 
in the country with a gender-based 
approach to detect any potential areas 
for improvement. 
Project stages: 
-- Initial evaluation In-situ analysis and documentation research.
-- Recommendations for improvement by management area.
-- Measuring the impact through follow-up factory visits.
-- Training with an NGO for workers and management.
Internal programme. Three factories with 
1,075 workers. 
Sowbhagyam Project 
India  
Prevent the practice of Sumangali, 
an abusive employment practice that 
primarily affects young female workers.
In place since 2013.  The project is currently focusing on improving 
interaction with recruitment agents and preparing a tool kit on 
commitment to the community, including how the project itself works 
so that it can be replicated. 
Save.
Training 71 local 
organisations.
Sakhi Worker Wellbeing
India 
Support and train workers and 
implement systems to encourage a 
climate of equality.
The main focus for the year was providing technical support to 
participating suppliers to enable them to implement it themselves.
Swasti.
Eight factories with 
14,880 workers.
Training in preventing sexual 
harassment in the workplace
India 
Raise awareness among workers 
of sexual harassment and promote 
prevention in the country.
Interactive sessions on various themes, from what constitutes sexual 
harassment to the various mechanisms that can be used to confront 
it, such as laws against such acts in India.
Internal programme.
42 suppliers with 
107,508 workers. 
Protection project with Medicus 
Mundi Sur
Morocco 
Raise awareness among female and 
male workers on gender-based violence, 
sexual harassment, and the procedures 
to follow should any issues arise.
Training and support on the prevention of harassment and violence 
for those potentially affected.
Medicus Mundi Sur 
and the Union of 
Feminist Action. 
1,118 workers. 
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02.03.03/ Empowerment: involving 
female workers in financial, leadership 
and empowerment programmes
The ultimate aim of all the actions in our women’s 
empowerment strategy is to provide tools to enable them 
to actively participate in work, family and social life, thereby 
improving the quality of life of families, communities and 
society at large, and contributing to the construction of 
robust and fair economies.
Working area 
Country
Objective 
Description 
Collaboration Indicators
Financial empowerment 
programmes
India and 
Bangladesh 
Promote the financial empowerment 
of female workers as a tool to combat 
gender inequality and discrimination.
Participation in the HERfinance and HERfinance Digital 
Wages programmes working towards the sound 
transition from wages being paid in cash to digital 
payments, and financial education, as tools for inclusion 
and empowerment. These activities are all in line with our 
wage digitisation strategy in the previous section.
	 More information on page 117 of 
this Annual Report.
BSR  
Two factories in Bangladesh 
(with 4,319 workers) have 
implemented HERfinance 
Digital Wages. Two factories 
in India (with 4,691 workers) 
have started HERfinance 
implementation.
MIG SCORE
Turkey 
Participation in the ILO MIG SCORE 
programme in Turkey, which aims to 
promote gender equality, with SMEs 
and organisations from the social and 
solidarity economy.
In 2019 the project came to an end with the last two 
steps being completed, including ILO consultancy 
and improvement programmes.  A closing meeting 
was conducted to share learning outcomes and best 
practices. Local purchasing teams from Inditex attended 
the meeting.
ILO 
Four factories (769 workers).
Together Strong
Turkey 
Raise awareness among female and 
male workers on gender equality.
Pilot project commenced in 2019. Training given in 
collaboration with AÇEV, an expert organisation.
AÇEV
One factory (91 workers).
Education and awareness 
Turkey 
Raise awareness on human rights, 
improving knowledge on gender equality 
and maintaining a workplace free of 
violence and discrimination.
Face-to-face training and information sharing to raise 
awareness on gender quality.
Women for 
Women's Human 
Rights - New Ways 
(WWHR)
79 factories and 19 suppliers 
(18,818 workers).
Key 
contribution
  
In 2019 we devised a pilot programme in collaboration with the 
organisation BSR, for both our social sustainability teams and buying 
teams to take part in. The project, which we have named InditeXher, 
aims to develop women’s empowerment programmes in factories 
and assess the impact they have on purchasing projects and vice-
versa.  The project includes the following activities among others:
•	 Development of health projects (HERhealth). 
•	 Development of financial empowerment projects (HERfinance). 
•	 Specialist gender training for commercial teams, sustainability 
teams, suppliers and factories involved in the project.
•	 Creating a special tool to assess the impact of the strategy on 
purchasing practices. 
Through this project we hope to improve communication and 
engagement between workers and management, as well as 
between the various divisions of Inditex. Ultimately this will have a 
positive impact on the lives of female workers whilst simultaneously 
improving the Group’s purchasing practices. 
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02.04/ Occupational health and safety
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
428 factories with 636,430 workers
SUPPLIERS TRAINED: 
290 suppliers and manufacturers with 192,710 workers 
trained in occupational health and safety.
RELATED SDGs
CORE STAKEHOLDERS
  
  
IndustriALL Global Union  / Accord / Medicus Mundi / 
Autoridade para as Condiçoes do Trabalho (Portugal) / Universidade do 
Minho / National Safety Council, India
Guaranteeing that workers in the supply chain are protected against 
risks to their occupational health, safety, and well-being.
In our industry, like in other production industries, 
there are occupational risks that can cause injury. In 
this sense, conventions, directives, standards, and 
legal requirements play a fundamental part. Other 
relevant global commitments, such as the Sustainable 
Development Goals (SDGs), also influence the context of 
occupational health and safety, particularly SDG 3, which 
includes targets closely linked to occupational health and 
safety. Our strategy on occupational health and safety 
in the supply chain is aligned with these international 
standards and commitments.
Occupational safety in the textile sector includes aspects 
as diverse as the structural safety of buildings, the 
management of chemical products, electrical machinery, 
and other ergonomic factors. Raising awareness on and 
engaging in the ongoing improvement of labour conditions 
from a health and safety perspective is a key factor in the 
protection of workers. This context leads us to consider 
the health and safety in our supply chain as a priority area 
within our Workers at the Centre 2019–2022 Strategy.
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Occupational health and safety experts from the Inditex 
teams in the main production countries ensure the strategy 
is correctly implemented. Similarly, the contribution of 
different stakeholder groups is key to encouraging the 
positive impact of initiatives. The textile industry itself has 
responded to many of the existing challenges through global 
initiatives, such as the Accord on Fire and Building Safety in 
Bangladesh (also known as Accord), which is an example of 
progress in the safety of the textile sector in that country. 
The strategy is implemented through the following areas 
of work: 
-- Compliance with the Code of Conduct and the 
applicable legislation: using the information obtained 
when executing the sustainability compliance model, 
we set out projects and activities for our suppliers and 
manufacturers.
-- Effective participation of workers in the area of 
occupational health and safety: we foster the setting up 
of health and safety committees in factories.
-- Training and accompanying suppliers when implementing 
occupational health and safety management systems.
-- Emergency preparedness and response: guaranteeing 
that our suppliers have a coherent, updated, and 
assimilated emergency plan, is a central objective in our 
strategic plan. 
Safe and hygienic 
working conditions
STRATEGY ON OCCUPATIONAL HEALTH AND SAFETY IN THE SUPPLY CHAIN
Emergency 
response
Improvement 
management system
Compliance
Consultation and effective participation of 
workers in the area of occupational health 
and safety.
Implementing occupational 
health and safety 
management systems.
Emergency preparedness 
and response.
Monitoring compliance with the Code of 
Conduct and applicable legislation.
Participation and consultation
We are committed to ensuring the workers in the supply chain 
carry out their activity in safe and healthy environments.
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02.04.01/ Monitoring compliance 
with the Code of Conduct 
and relevant legislation
By carrying out audits, our compliance programme 
provides us with information on health and safety risks to 
workers, enabling us to establish priority areas to work on 
at a thematic level.
Working with these priorities, we set out projects and 
activities involving our suppliers and manufacturers, with 
the ultimate goal of improving safety in the workplace and 
consistent compliance with the Code of Conduct. As well 
as improvement projects, we carry out actions relating to 
auditor training, reviewing our own methodologies and 
training our internal teams.
Project
Country
Description 
Collaboration 
Indicators
Health and safety assessment, 
CONTINUOUS improvement and 
training 
Morocco  
Project initiated in 2015 to check whether corrective actions have been successfully 
implemented in factories. Following remediation, a social audit verifies the positive 
impact of the actions.
Internal programme.
21 factories (7,381 workers) included in the 
project, with 10 receiving individual training. 
Health and safety training, 
assessment and continuous 
improvement 
China
Project commenced in 2019 in collaboration with Nanjing University EHS Academy 
and health and safety experts, providing training in fire, electrical and machine safety, 
and chemical processes safety management. Assessment of the companies trained 
and the implementation of corrective plans are now in progress and will continue 
over the course of 2020.
Nanjing University 
EHS Academy.
13 suppliers and 23 factories trained (9,058 
workers).
Structural, fire and 
electrical assessment for new 
suppliers and factories
Bangladesh 
When working with new suppliers and manufacturers in Bangladesh, the onboarding 
process includes a structural, fire and electrical assessment to identify any risks 
present in facilities prior to becoming part of our supply chain
In 2019 we introduced a technical assessment for any buildings not inspected by 
Accord and a pilot scheme for suppliers of raw materials.
Internal programme.
122 assessments of new suppliers and 
manufacturers of the finished product.
25 assessments of new suppliers and 
manufacturers of raw materials.
24 assessments of finished garment 
buildings not inspected by Accord.
Monitoring of compliance 
with Accord's corrective 
action plans
Bangladesh 
As a signatory of the Accord on Fire and Building Safety in Bangladesh, Inditex is 
committed to health and safety in textile factories.
Supported by an external team dedicated to Inditex, our engineers verify and monitor 
the effective implementation of corrective actions in our suppliers and manufacturers 
as required by the Accord.
Internal programme.
383 monitoring visits to 76 suppliers and 51 
manufacturers (304,173 workers).
Improving workplace health and safety 
conditions in the supply chain in Portugal
In 2017 we started a project in collaboration with the 
Autoridade para as Condições do Trabalho, IndustriALL Global 
Union, FESETE, SINDEQ and the Universidade do Minho, with 
the aim of improving workplace health and safety in the supply 
chain in Portugal.
In 2019, 42 suppliers attended a new training session to 
provide continuity on awareness, assessment and corrective 
tasks relating to the breaches this project encompasses.  
IndustriALL, its local members and health and safety experts 
from the Autoridade para as Condiçoes do Trabalho and the 
Universidade do Minho took part.
Similarly, monitoring of progress on corrective action plans at 
suppliers and manufacturers’ facilities continued. The positive 
impact of the project was also verified in the Code of Conduct 
compliance programme. 
Key 
contribution
  
42 suppliers trained
74 companies implement the 
project with the collaboration 
of 40 related suppliers
47% of factories involved  
have significantly 
reduced their risk
Impact on 4,737 workers
29 factories assessed in 2019
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02.04.02/ Effective participation 
of workers in occupational 
health and safety
Protecting the health and safety of workers requires 
the involvement and direct contribution of the workers 
themselves. This is why we encourage our suppliers to set 
up and train health and safety committees in their factories, 
along with other consultation and participation mechanisms.
Project
Country
Description 
Collaboration 
Indicators
Support and backing for health 
and safety committees
Morocco  
One of the lines of work of our project with Medicus Mundi Sur and AMSAT - 
Association Marocaine de la Santé au Travail- focuses on operational support and 
backing for health and safety committees, both in defining annual action plans and 
reviewing documentation.
	
More information on page 120 of this Annual Report.
Medicus Mundi Sur and 
AMSAT (Association 
Marocaine de la Santé au 
Travail).
Training and backing for health and 
safety committees in 12 factories 
(3,402 workers) 
Support and direct involvement 
in Accord complaints and 
reporting procedures
Bangladesh
This legally binding agreement enables workers to ask questions about health and 
safety risks confidentially via their complaints and reporting procedures.
Accord.
48 communications managed, 
relating to 37 factories (118,920 
workers)
Training for health and safety 
committee members via the 
National Safety Council
India 
Industrial safety training promoted by the National Safety Council in India.
National Safety Council.
39 member health and safety 
managers from 11 suppliers
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02.04.03/ Implementing 
workplace health and safety 
management systems
The continuous improvement of health and safety 
conditions goes beyond reducing identified risks. 
Management’s firm commitment is fundamental to 
setting up management systems in our suppliers and 
manufacturers’ facilities, which should include assigning 
clear roles, responsibilities, procedures and indicators. 
We provide training and support with the implementation 
process to our suppliers and manufacturers so they can 
set up these systems.
INVOLVED IN THE PROJECT  
SINCE 2016
TRAINED IN 2019 
18 follow-up visits
INDIA
Project to improve workplace health and safety management systems. 
Includes training and site visits to suppliers’ facilities and regular risk 
assessments to maintain a focus on ongoing improvement in health 
and safety management.
INTERNAL 
PROGRAMME
EXPERT CONSULTANT
TRAINING AND DEVELOPMENT OF HEALTH AND SAFETY MANAGEMENT SYSTEMS
18,317
4,457
WORKERS
WORKERS
9
4
SUPPLIERS
SUPPLIERS
Management’s commitment is fundamental to setting up health and safety 
management systems in our suppliers' and manufacturers’ facilities, which 
should include assigning clear roles, responsibilities, procedures and indicators.
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02.04.04/ Emergencies: 
preparation and response
Preparation and a coordinated response are fundamental 
aspects of minimising the negative impacts of serious and 
imminent risks to workers. This is why guaranteeing our 
suppliers have robust, up-to-date and integrated plans in 
place to deal with emergencies forms an essential part of 
our strategic plan.
At Inditex we have commenced work on a guide to 
establishing and improving emergency planning. Health 
and safety experts from our social sustainability teams 
are working on the development, and it will be shared with 
suppliers upon completion. NFPA 1600, ISO 45001:2018 
and FEMA 141/October 1993 standards have been used 
for reference in the development of the report. We have 
also defined procedures internally for communicating 
and assessing potential emergencies identified in our 
supply chain.
Project
Country
Description 
Collaboration
Indicators
Training, assessment and 
improvement of responses 
to emergencies, and fire and 
electrical risks.
Pakistan
Training project commenced in 2019. Also includes risk 
assessments in facilities to establish corrective action plans.
Internal programme in collaboration 
with an expert consultant.
9 suppliers trained (63,130 workers) and 5 
facilities from 2 suppliers assessed.
Analysis of cases presenting 
potential structural risks
Turkey, 
China, Italy, 
Portugal
Internal mechanisms to communicate potential emergencies 
and risk assessment.
Internal programme.
50 cases managed in Turkey, China, Italy and 
Portugal.
Key 
contribution
  
Emergency response and earthquake risk training in Turkey
In 2019 we conducted training sessions in collaboration with the NGO AKUT Search and Rescue Association in industrial zones 
located in high seismic hazard zones in Turkey, with a focus on emergency response. 28 suppliers and 124 manufacturers (with a 
total of 31,693 workers) received training with a particular focus on earthquake activity.
Training sessions for suppliers and manufacturers were also complemented by training on the subject in schools and 
communities. 15,106 pupils from 10 schools received training.
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02.05/ Protection of migrants and refugees
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
15 factories with 4,798 workers
SUPPLIERS TRAINED: 
77 suppliers and manufacturers with 17,316 workers trained 
on migrants rights and cohesion in the workplace.
REMEDIATION PLANS:
70 remediation plans with 59 refugee workers and 91 migrant workers.
RELATED SDGs
CORE STAKEHOLDERS
  
  
  
International Labour Organization  /  MUDEM  /  Pratham  / 
United Work / CCR CSR
Ensuring that the rights of refugees and migrants are upheld and that a 
decent workplace is provided in factories, supporting cohesion.
Forced migration can lead to a situation of vulnerability 
of people both at work and in their personal life, which 
can affect their human rights, precisely as a result of their 
migrant status.
At Inditex we have a zero tolerance policy towards the 
exploitation and discrimination of any worker in the 
supply chain, as set forth in our Code of Conduct for 
Manufacturers and Suppliers. This approach especially 
applies to migrants and refugees, as a collective that is 
potentially more vulnerable to such abuse. 
In addition to the Compliance Programme with the Code 
of Conduct, frameworks such as the United Nations 
Global Compact on Refugees and the United Nations 
Guiding Principles on Business and Human Rights, 
are our benchmark when it comes to planning and 
implementing initiatives for the protection of migrants 
and refugees. Inditex has a strategy dedicated to this 
collective that is structured around three specific 
goals, making it possible to redress any potential 
discrimination situation and promote fair labour 
practices that encourage labour cohesion. 
At Inditex we analyse and monitor the conditions of these 
workers in our supply chain, to ensure there are no violations 
to their rights. Specifically, in India and China, where internal 
migration is more commonplace, and in Turkey, a country 
which – due to the conflict in Syria – has become a major host 
to migrants and refugees. 
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Similarly, we acknowledge the importance of cooperation 
to address the challenges related to the recruitment and 
employment of refugees and migrants, particularly in 
countries with weak regulations. For this reason, we partner 
with key players such as the ILO, UNHCR, Ethical Trading 
Initiative, employer organisations and other brands, suppliers 
and NGOs. We are also a member of the Tent Partnership for 
Refugees platform. 
In parallel, and from an academic perspective, we support 
the research into migratory phenomena and the reality of 
migrants through the Inditex Chair of Refugees and Forced 
Migrants at the Comillas Pontifical University. The institution, 
which partners with organisations working in the field 
with forced migrants and refugees, has launched various 
research projects to raise awareness around the reality of 
these people and to improve actions taken with them. For 
example, the Chair has been a trailblazer in the study on 
the phenomenon of refugees in Spain. It is also particularly 
active in raising awareness on this matter, as well as in 
transferring knowledge and methods for intervention.
	 More information about Inditex Chair of Refugees and Migrants 
in the chapter Working for the Community, from page 234 of this 
Annual Report.  
The strategy on the protection of migrants and refugees is 
implemented through the following areas of work: 
-- Implementing remediation plans for refugees and 
migrants: they are provided with the collaboration of 
external entities, in addition to the involvement of the 
Inditex suppliers, manufacturers, and buying teams. 
This is the case in Turkey, for example, where we have 
partnered with the NGO Refugee Support Centre (MUDEM) 
through a framework agreement since 2015.
-- Promoting fair employment and recruitment practices 
for migrants and refugees: we undertake various 
programmes, e.g. in partnership with United Work in 
Turkey, the goal of which is to train refugee and migrant 
workers and to raise their awareness regarding their 
rights. It also includes supplier training activities. 
-- Strengthening the social and labour cohesion in factories 
where migrants work and in the communities in which they 
live. Projects are undertaken in countries such as India, 
China, and Turkey, in partnership with various entities and 
according to the local specific characteristics, but upholding 
the common focus on the well-being of workers. 
SPECIFIC GOALS
GENERAL GOALS
Strategy on the protection of migrants and refugees
GLOBAL EXCHANGE OF BEST PRACTICES 
AND LOCAL LEARNINGS.
TRAINING, AWARENESS-
RAISING, AND EDUCATING.
PARTNERSHIPS WITH 
STAKEHOLDER GROUPS.
Implementing remediation programmes on an individual basis. 
Stocktaking on the best practices and implementation on a 
global scale. Better understanding of the global and local context 
regarding migrants and refugees.
Implementing successful remediation plans for refugees 
and migrants with the support of effective internal 
mechanisms.
Creating and applying guidelines on fair employment and 
recruitment practices to be globally applied by manufacturers 
and suppliers throughout the supply chain. 
Promoting fair employment and recruitment practices 
for migrants and refugees.
Developing projects and programmes that bolster cohesion in 
the workplace and in the community in collaboration with various 
stakeholder groups.
Strengthening the social and labour cohesion.
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02.05.01/ Remediation plans 
for migrants and refugees 
If we detect any cases of the violation of migrants and 
refugees’ rights, we put remediation plans into place in 
collaboration with external bodies and Inditex suppliers, 
manufacturers and commercial teams. For example in 
Turkey, we have been collaborating as part of a framework 
agreement with the Refugee Support Centre (MUDEM) 
since 2015. 
In 2019, 70 remediation plans were conducted in 
collaboration with 55 suppliers and manufacturers with 
MUDEM’s support. The plans reached 59 refugee and 91 
migrant workers, with our teams and the NGO offering 
support and guidance on formalising their work status.
Training is a fundamental aspect of implementing 
remediation plans effectively. Firstly, we provide training to 
external auditors in countries most at risk of having migrant 
or refugee workers in vulnerable situations, so that auditors 
can successfully detect and look into such cases, including 
recruitment practices. Secondly, and under the remediation 
plan framework, we also offer training to suppliers to raise 
awareness on good employment practices and encourage 
migrant and refugee cohesion and inclusion.
We collaborate with the NGO Refugee Support Centre (MUDEM) 
in Turkey to establish remediation plans for refugees and migrants.
SANKALP - Preventing unsafe migration in India
Objectives
•	 Equal opportunities for all.
•	 Reducing vulnerability and eradicating potential underage work.
In India, the majority of minors who migrate do so for work reasons.  This is why it is 
essential to shore up the prevention of this type of migration for work reasons in their 
home communities. This is the aim of the Sankalp programme which we are developing in 
collaboration with the ONG Pratham. 
Migration from rural to urban areas has increased in the country in recent years. With this 
in mind, the programme has a focus on the states it originates from: Uttar Pradesh and 
Bihar. We have introduced training measures there, such as setting up help points in bus 
and train stations. People in potentially vulnerable situations can be identified at these help 
points, gaining an in-depth understanding of their cases, providing them with remediation 
where necessary and ensuring they return home.
Meanwhile, training has been given to governmental authorities at these exit points so that 
prevention systems can be better implemented. Regular visits to homes also take place, 
enabling a dialogue with parents and communities to promote education.
Key contribution
  
507 CASES OF PREVENTING UNSAFE 
MIGRATION
9,500 PEOPLE EDUCATED ON THE 
PREVENTION OF UNSAFE MIGRATION AND 
UNDERAGE WORK
4,135 ADULT MIGRANTS EDUCATED ON 
THEIR RIGHTS
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02.05.02/ Fair employment 
and recruitment practices for 
migrants and refugees 
Ensuring that formally employed migrants can fully exercise 
their rights and enjoy equal opportunities in a decent working 
environment is another of our objectives. To do this, we develop 
action guidelines, train suppliers and manufacturers and 
implement programmes promoting fair employment practices.
Programme with United Work in Turkey
Work continued in 2019 on our awareness and training 
programme for migrants and refugees with United Work 
in Turkey. The objective behind it is to train and raise 
awareness on the rights of workers, chiefly from Syria, 
through sessions focusing on rights, cultural differences, 
communication skills, workplace health and safety and 
other matters. The training also extends to employers 
to ensure they understand and implement fair working 
practices. In 2019, 106 Syrian migrants from six factories 
(a total of 1,823 workers) received training.  
As well as training sessions, we also held training 
workshops with United Work in 2019 in cities across 
Turkey, addressing issues such as refugee rights, relevant 
labour legislation, and encouraging inclusive working 
environments. 73 suppliers and manufacturers (a total of 
15,347 workers) took part in these sessions.
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02.05.03/ Reinforcing social 
and workplace cohesion 
Promoting social and workplace inclusion and cohesion 
in factories with migrant workers and their communities 
is another of our lines of work. In this vein, we are working 
on projects in countries such as India, China and Turkey in 
collaboration with various bodies. These are tailored to the 
specifics of each local region but have an overall focus on 
the wellbeing and social and workplace integration of these 
workers.
Training migrant parents with 
The Center for Child Rights and 
Corporate Social Responsibility
For the most part, migration in China is internal, with 
movements from rural provinces to the country’s most 
industrialised zones. It is common for parents of migrant 
families to travel alone, leaving their children in the care 
of other family members. In 2019 work commenced on a 
programme with the organisation CCR CSR (The Center for 
Child Rights and Corporate Social Responsibility) focusing 
on supporting these workers. Four factories from our 
supply chain (with 1,969 workers) took part, with the direct 
involvement of 175 mothers and fathers. 
The programme examines tools and mechanisms that can 
be used to help parents confront challenges in parenting 
their children from a distance. A particular emphasis 
was placed on how families can use technology to 
communicate, for example using smartwatches. 
Training scheme with the Refugee 
Support Centre (MUDEM)
In 2018 we launched a pilot scheme with MUDEM to 
promote migrant and refugee integration based on learning 
outcomes from remediation plans. In 2019 the project was 
implemented at two factories, to the benefit of 505 workers.
Integration programme with the 
International Labour Organization
This programme, promoted by the ILO in Turkey, seeks 
to improve cohesion between Syrian refugees and their 
Turkish colleagues in factories. Turkish volunteers receive 
training so they can act as mentors to their Syrian refugee 
colleagues, spending time with them inside the factory 
and out. This makes it easier for the refugees to integrate, 
both from a cultural and language perspective, fostering 
social and workplace cohesion. The programme has been 
implemented at five factories with a total of 1,579 workers.
Chair in Forced Migrants and Refugees
The Inditex Chair in Forced Migrants and Refugees at 
Universidad Pontificia Comillas has worked on various lines 
of work since 2016. When it started it began a collaboration 
with organisations working on the ground with forced 
migrants and refugees. 
Simultaneously, it has carried out various quality 
investigations to raise awareness of refugees and 
immigrants’ situations and improve programmes and 
interventions with them. Highlights of this work include 
research into the refugee phenomenon in Spain, with 
an investigation of the integration process and official 
reception arrangements in Spain. Work is also under way 
on a longitudinal transnational survey for migrants and 
refugees, broadening the field of study and the first of its 
kind to examine this matter.
The Chair is also very active in raising awareness of the 
phenomenon, as well as transferring knowledge and 
methods of intervention in this field through various means.
	 More information on the Inditex Chair in Forced Migrants and 
Refugees in the chapter entitled Working for the Community, from 
page 234 of this Annual Report.
1
Conducting 
surveys among all 
workers including 
migrants and local 
workers.
2
Training workers
// Legislation relating to migrants and refugees’ rights.
// Cultural differences and similarities Sharing experiences
// Benefits of integration and workplace cohesion.
3
New surveys 
conducted 
to assess 
training learning 
outcomes.
PROJECT STAGES:
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02.06/ Social Protection
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
10 factories with 11,536 workers
PROGRAMMES WITH COMMUNITY INVOLVEMENT: 
Programmes in India and Turkey.
RELATED SDGs
CORE STAKEHOLDERS
  
  
  
Swasti / Pratham / Aung Myin Hmu / ÇağdaŞ Türkiye'nin Gelecek 
Güvencesi / Istanbul Bilgi University
Enabling the well-being of workers in the supply chain.
Social protection is defined as the set of policies and 
programmes designed to curb and prevent vulnerability. 
Social protection extends not only to the workers, but also 
to their family, and covers concepts such as protection 
of maternity, unemployment, education of minors, care 
for disabled and elderly people, and health protection, in 
addition to others. According to the ILO, only 27% of the 
world’s population has adequate social protection. And 
more than half does not have access to any coverage.
Social protection has been identified as one of the core 
areas for achieving the global goals of our Workers at the 
Centre 2019-2022 Strategy, while contributing to achieving 
the SDGs 1, 3, 8 and 17. Along these lines, social protection 
is a concept that, despite not being one of the 17 SDGs of 
the United Nations 2030 Agenda, is a necessary and cross-
cutting component in order to achieve other goals. Therefore, 
working to improve social protection in our supply chain is 
aligned both with our principles and values as a Company 
and with our commitments to stakeholder groups. 
The industry dimension plays a key role in this priority 
area. Offering adequate social protection to workers 
involves governments and public bodies, as well as local 
and international civil society organisations, which makes 
cooperation between all stakeholder groups fundamental. 
To do so, when implementing our programmes we 
partner with local NGOs that have in-depth knowledge 
and experience on the reality and challenges in the area in 
which they operate.
Upon creating this new framework, we aim to identify the 
priorities within the broad concept of social protection 
through which we can have a positive short-term impact, 
while being mindful of the long-term goals. To structure 
our work, we have defined four specific goals to address 
noteworthy issues in the global context and particularly 
vulnerable groups. 
Through due diligence in human rights, we have identified 
social protection as one of the Priority Impact Areas of 
our Workers at the Centre 2019-2022 Strategy.
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The strategy is implemented through the following areas 
of work:
-- Facilitating access to proper nutrition and drinking water: 
we seek to guarantee these universal rights for all the 
workers in our supply chain. Training not only suppliers, 
but also the workers themselves, is crucial to achieving 
these rights.
-- Ensuring all workers have access to social protection and 
social benefits.
-- Partnering with local communities to alleviate poverty and 
prevent underage work: At Inditex we have a Remediation 
Plan in the event of identifying cases where minors are 
forced to forsake their education to contribute to the 
family economy. We also develop specific programmes 
to tackle possible causes at their root. 
-- Promoting the personal health and well-being of 
workers: In 2019, we launched a pilot project in India, in 
collaboration with the organisation Swasti, focused on 
the well-being of 7,082 workers from five of our suppliers 
in the country.
STRATEGY ON SOCIAL PROTECTION IN THE SUPPLY CHAIN
FACILITATING ACCESS TO PROPER NUTRITION AND DRINKING WATER
ENSURING ALL WORKERS HAVE ACCESS TO SOCIAL 
PROTECTION AND SOCIAL BENEFITS
PARTNERING WITH LOCAL COMMUNITIES TO ALLEVIATE 
POVERTY AND PREVENT UNDERAGE WORK
PROMOTING THE PERSONAL HEALTH AND WELL-BEING OF WORKERS
Awareness-raising 
and training
Partnerships with 
stakeholders
Work with communities
Constant focus on the 
worker’s well-being
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02.06.01/ Facilitating access to 
adequate nutrition and drinking water 
Access to adequate nutrition and drinking water is one of 
the universal rights we want to guarantee for workers in 
our supply chain. Our Code of Conduct requires suppliers 
to provide drinking water to all workers and provide food 
storage facilities where required. In many countries it is 
common for workers to eat in factories: whether the food 
is prepared in canteens at the factories or by the workers 
themselves. However, the quality of food and water can 
be affected by climate and environmental conditions, and 
to protect workers’ health it is vital to prevent this from 
happening. Training suppliers — and also the workers 
themselves — is key to ensuring attention is paid to 
adequate nutrition and food storage.
Key 
contribution
  
Improving food storage facilities and 
the supply of drinking water
Work commenced on a pilot project in Myanmar in 2019, with 
the support of local organisation Aung Myin Hmu, to improve 
food storage facilities and the supply of drinking water in 
five factories from our supply chain, reaching a total of 4,454 
workers.
The project includes creating properly temperature-controlled 
and ventilated hygienic storage rooms suitable for storing food 
in optimum conditions. By the end of 2019 these had been 
successfully installed in five of the participating factories. This 
was complemented by showing training videos on healthy and 
hygienic habits during meal breaks.
Training was also provided at all factories. 
THE MAIN TOPICS COVERED WERE:
1
Drinking 
water and 
adequate 
hydration
2
Nutrition 
and healthy 
eating
3
Health and 
hygiene
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02.06.02/ Acces to social 
protection and social benefits
Social security systems vary from country to country, 
and all have their own characteristics. Our compliance 
programme encompasses the assessment and 
improvement of social security management systems 
conducted in our suppliers’ factories.  For this reason, 
we have carried out social security risk assessments 
at our clusters, so we can understand the systems and 
challenges workers face in gaining full access to their 
benefits and rights, and to develop action plans tailored 
to each situation. 
Our goal is for all workers to have access to social security 
and other social benefits, regardless of the characteristics 
of the systems in place at a local level. Ultimately, if the 
systems are insufficient in guaranteeing the well-being of 
workers, we collaborate with the relevant institutions and 
organisations to develop or add to existing systems where 
necessary.
02.06.03/ Alleviating poverty 
and preventing underage work 
Eradicating poverty is the first of the 17 Sustainable 
Development Goals and almost all of the remaining SDGs 
rest on achieving it. Poverty is the root cause of many of 
the challenges society faces, and eradicating it is the first 
step towards achieving full social protection and well-being 
in communities.
Code of Conduct Remediation Plan 
One of the potential consequences of poverty is the use of 
workers under the legal working age, as a lack of income 
may lead to minors being forced to abandon their education 
in order to contribute to the household economy. At Inditex, 
we have a Remediation Plan in place to implement when 
we identify any such instances. The core concept is to 
protect and guarantee people’s rights, in particular their 
right to education. 
In this sense, as soon as the plan is put into practice, 
the supplier is responsible for ensuring they receive 
an education until they reach legal working age, or the 
age stipulated by our Code of Conduct if this is higher. 
During this time the supplier must either hire another 
family member or pay a sum equivalent to the wage the 
person was receiving, thereby ensuring the family is not 
left without a source of income. Another fundamental 
aspect of the plan is the development of preventive 
measures on the part of the supplier, to avoid the 
situation repeating itself. These plans are conducted in 
cooperation with local organisations, such as Pratham 
in India or CYDD (Association for the Support of 
Contemporary Living) in Turkey.
As well as putting individual corrective plans in place, we 
also develop programmes in the community to avoid these 
situations from occurring and to tackle the potential root 
causes before they arise.
Sankalp - Underage work prevention
We started the Sankalp Programme in collaboration with 
Pratham, an NGO in India, in 2015. The main goal is to work 
with communities to raise awareness of the benefits of 
education and the harm underage work brings with it. In 
addition, training centres have been set up to complement 
schools, where children can go after classes to continue 
their learning.
In 2019 we continued with the implementation of Sankalp 
in five towns in India, where the communities play a 
fundamental role in ensuring the project is ongoing and 
sustainable. Vigilance Groups have been set up, trained 
by the communities themselves, which ensure the 
continuation of schooling until the age of 16 at a minimum. 
Training parents and adults in the community on the 
importance of education is fundamental to the success of 
the project.
Promoting education in Turkey
We are collaborating with İstanbul Bilgi University in Turkey 
to promote education and reduce the number of pupils 
who abandon their studies in vulnerable communities. 
The project includes collaborating with the community 
and local authorities to establish effective mechanisms to 
prevent the abandonment of studies.
Highlights of 2019 activities include summer schools with 
17 children aged 9 - 14 with fun and educational workshops 
and activities to educate them on their rights and motivate 
them to continue their education.
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02.06.04/ Health and 
personal well-being 
Well-being and happiness among workers have numerous 
benefits. Happy people with a high level of psychological 
and social well-being benefit from improved physical and 
mental health, develop healthy personal and professional 
relationships, and tend to help their peers more, both in 
their own communities and the workplace.
As such, health and wellbeing are directly connected. In 
this vein, the well-being programmes under the social 
protection strategy framework are a positive complement 
to the activities under the workplace health and safety 
umbrella. 
Happiness for All project
We started a pilot scheme in India in 2019, together with 
the Swasti organisation, focusing on the well-being of 
7,082 workers from five of our suppliers in the country. The 
project aims to improve the well-being of workers, with a 
long-term approach encompassing family members and 
communities.
Participating suppliers receive expert support, technical 
guidance, and training to set up integrated centres that 
offer workers solutions relating to social benefits available 
in India and the promotion of well-being. The objective 
extends the concept of well-being from the factory to the 
community. In 2019, guidance committees were set up 
with designated happiness experts to ensure the internal 
roll-out of the project with each supplier.
INTERPERSONAL 
RELATIONSHIPS
GENDER 
EQUALITY
FINANCIAL 
INCLUSION
EDUCATION
HEALTH AND 
SOCIAL 
PROTECTION
HAPPINESS 
FOR ALL
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02.07/ Protection of labour rights in the production of raw materials
2019 KEY INDICATORS
FACTORIES INVOLVED IN IMPROVEMENT 
PROJECTS AND PROGRAMMES: 
4 factories with 4,113 workers
PROGRAMMES WITH COMMUNITY INVOLVEMENT: 
Programmes in China, India, Pakistan and Mali.
RELATED SDGs
CORE STAKEHOLDERS
  
  
International Labour Organization  /  Tata Institute of Social Sciences
Improving the human and labour rights of the workers in the supply chain of raw materials 
through proactive actions in terms of the workplace, the community, and industry.
Due to the complex structure of the production of raw 
materials, the reality of those working with these products 
is different to that of the workers at the factories of the 
finished product.  
However, and as workers in our supply chain, Inditex's 
commitment to them is the same. We want to promote 
respect for their human and labour rights, as laid down in 
SDG 8. 
Our strategy for the protection of labour rights in the 
production of raw materials was consolidated in 2019. 
There is an holistic approach to protecting the rights of 
these workers that seeks to join forces with various 
players, including local and international organisations, and 
the communities themselves. For example, to strengthen 
the progress of the stability of the cotton supply chain, 
we partner with other sector agents such as the Better 
Cotton Initiative (BCI), Textile Exchange, and Organic Cotton 
PROTECTION OF LABOUR RIGHTS IN THE PRODUCTION OF RAW MATERIALS
GOALS
// Championing the well-being of workers in the supply chain 
of raw materials.
// Increasing the responsibility of all the players in the supply 
chain as regards sustainability.
// Establishing best practices and recommendations for the 
raw material supply chain.
2019 KEY FOCAL POINTS
Cotton supply 
chain
Leather and hide supply 
chain
Prioritising intervention 
according to the impact 
level identified.
Identifying the most 
relevant stakeholder 
groups in each area.
Due diligence in the 
supply chain of the 
various raw materials.
Applying best practices 
and participative efforts 
to protect the rights of 
workers.
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Accelerator, in addition to – of course – collaborating with 
the International Labour Organisation.
The strategy is implemented through the following areas 
of work:
-- Promoting the well-being of workers in the supply chain 
of raw materials: Our main initiative to strengthen the 
well-being of workers involved in the production of raw 
materials is the public-private partnership (PPP) we hold 
with the International Labour Organization.
-- Raising the responsibility of all the players in the supply 
chain of raw materials as regards sustainability, for our 
raw materials to comply with all the standards. 
In 2019, we signed an agreement with the Tata Institute 
of Social Sciences (TISS) in India, to undertake a project 
to analyse and improve the conditions of the country's 
leather production chain. Within the framework of the 
project, due diligence will be conducted on human 
rights with regard to the supply chain of this material, 
in order to identify priority fields of action and to carry 
out the action plans necessary to address the core 
challenges identified. The results of the due diligence 
will be included in mechanisms to promote the respect 
for human rights.
We have partnered with four suppliers (with 4,113 
workers) to undertake this project. The goal is to replicate 
it in other countries that are also suppliers of leather as a 
raw material.
Featured contribution
  
CORE ACTIONS:
mapping and identifying the 
cotton production chain
Raising awareness on 
labour rights
Developing the skills of workers
Dialogue with civil society 
authorities and organisations
Public private partnership with the International Labour 
Organization (ILO) for the cotton supply chain
In 2017, Inditex signed with the ILO a Public Private Partnership (PPP) to strenghten  the 
fundamental principles and labour rights in cotton production and contribute to the 
sustainability of this raw material supply chain.  
During the three years that we have been implementing this PPP, Inditex has collaborated 
with ILO to promote fundamental rights in cotton-producing communities in India, Pakistan, 
China and Mali. To achieve it, a cooperative approach with different stakeholders nationally 
and in the communities themselves is key. 
To implement this Agreement, local representatives of ILO were appointed in 2018 as project 
coordinators, responsible for initiating the activities that fall within the scope of the project 
with the support of Inditex’s local Sustainability teams.
Likewise, in 2019 a round of consultations took place to involve a larger number of 
stakeholders to implement the agreement. Additionally, training was imparted to the 
communities involved in cotton production and harvesting in Pakistan. During such training 
sessions, awareness was raised among cotton workers and their families regarding their 
fundamental labour rights, specific health and safety issues, social dialogue and information 
about applicable laws and regulations.
Within the framework of this Agreement, in which China is a collaborating party, projects are 
also being developed in the provinces of Hebei, Shandong, Hubei and Anhui.
// Increasing knowledge 
on the fundamental 
principles and rights 
at work in the cotton 
supply chain.
// Promoting respect 
for the fundamental 
principles and rights 
at work in cotton-
producing communities.
// Contributing to 
meaningful social 
dialogue and 
collaboration, at 
industry level, relating to 
fundamental principles 
and rights at work.
STRATEGIC FRAMEWORK OF THE AGREEMENT
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-- Creating best practices and recommendations for the raw 
material supply chain: Partnering with various internal 
and external stakeholder groups is a fundamental part 
of this goal, since we seek to implement best practices 
that are not only exclusive to Inditex, but which serve as a 
benchmark for the entire industry. 
The strategy for the protection of labour rights of workers in the 
supply chain of raw materials is backed by the environmental 
sustainability strategy, in that they complement each other 
in order to achieve the production and consumption of 
sustainable and responsible raw materials. As a result of 
the confluence of both strategies, we contribute to SDG 12 
(Responsible consumption and production).
We partner with bodies such as the International Labour 
Organization on the sustainability of the cotton supply chain.
 A number of reports were released in 2019, 
denouncing potential non-compliance practices 
in social and labour matters in some regions 
of central Asia, where Inditex does not have 
commercial relations with any factory.
Additionally, Inditex conducts thorough due 
diligence across our supply chain in the region 
through our internal teams and expert external 
partners to ensure the absence of forced labour 
and compliance with our Code of Conduct and 
international labour standards, including:
•	 Actions at Community level within the Public 
Private Partnership with the International Labour 
Organization to enhance human and labour 
rights covering the fundamental rights and 
principles at work, including the prevention of 
forced labour.
•	 Actions at Industry level, as established in the 
UN Guiding Principles on Business and Human 
Rights and in collaboration with the relevant 
stakeholders to promote the human and labour 
rights of workers within the global textile supply 
chain.
Furthermore, Inditex is a signatory to the Uzbek 
Cotton Pledge for the eradication of forced labour 
in the production of cotton in Uzbekistan.  
https://www.sourcingnetwork.org/uzbek-cotton-pledge
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03/ Compliance 
The Workers at the Centre 2019-2022 Strategy is 
supplemented by cross-cutting actions to verify and 
guarantee compliance with the Code of Conduct and 
international standards, as well as to work with our suppliers 
and stakeholder groups on the continuous improvement of 
our supply chain.
03.01/ Assessing compliance
All the facilities required to produce our items must comply 
with the Code of Conduct for Manufacturers and Suppliers. 
To verify that it is applied correctly and to detect potential 
deviations in the social field, we carry out a pre-assessment 
on companies before they enter the supply chain, and 
regular social audits on companies once the business 
relationship has begun. 
	 More information about pre-assessment audits on page 93 of this 
Annual Report.
The methodology of the Social Audits implemented in 
Inditex was initially designed in 2007 in partnership with the 
former International Textile, Garment and Leather Worker’s 
Federation (currently integrated in IndustriALL Global 
Union), the University of Northumbria and the Centre for 
Business and Public Sector Ethics of Cambridge University. 
This methodology has been updated several times and 
includes, among other protocols:
-- Interviews with the workers and their representatives. 
-- Review of documentation related to the working conditions 
of workers.
(1)	 Includes auditors that have conducted social, pre-assessment, traceability, and special audits in 2019.
(2)	 A company may receive more than one social audit during a fiscal year. Each audit carried out is considered when accounting for audits. 
-- Visits to the facilities of the audited company.
-- Interviews with management.
The main aim of the audits is to verify the degree of 
compliance with Inditex’s Code of Conduct and set up 
Corrective Action Plans, where necessary, to ensure that 
human and labour rights are upheld and to correct any 
detected non-compliance.
Social audits can be conducted by internal and external 
auditors, but always without notifying the company to be 
audited in advance. To ensure the quality of the audits and 
that our methodologies are correctly applied, we make 
major efforts in training external auditors. Last year we 
worked with 793 external auditors1, of which 756 were 
trained in 2019.
In 2019, 6,411 social audits2 were carried out, compared 
to 5,359 in 2018. This rise is chiefly due to progress in the 
traceability of materials and the inclusion of non-textile 
items within the scope of the audits. 
Social audits in 2019
Geographic area
Number
Africa
406
Americas
19
Asia
3,020
Europe outside the EU
1,660
European Union
1,306
TOTAL
6,411
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As a result of the social audits, suppliers and manufacturers are classified according to their degree of compliance with the 
Code of Conduct. In 2019, the suppliers in operation are classified as follows:
2019(**)
2018
Classification (*)
Number of suppliers
Percentage (%)
Number of suppliers
Percentage (%)
A
784
40%
661
35%
B
1,051
53%
1,045
56%
C
44
2%
80
4%
CAP
38
2%
47
3%
PR
68
3%
33
2%
TOTAL
1,985
100%
1,866
100%
(*) 	Supplier A: Complies with the Code of Conduct. 
Supplier B: Does not comply with some non-relevant aspect of the Code of Conduct. 
Supplier C: Does not comply with some sensitive, but not conclusive, aspect of the Code of Conduct. 
Supplier in Corrective Action Plan (CAP): Breaches of the Code of Conduct triggering the immediate implementation of a Corrective Action Plan. 
Supplier PR: Audit in progress.
(**)	In 2019 we have extended the scope of the information reported on suppliers including, in addition to the previous years, non-textile items. It includes suppliers 
with more than 20,000 purchasing units in the 2019 spring/summer and autumn/winter campaign. Suppliers producing less than 20,000 units account for 0.27% of 
overall production.
It is worth noting that, in 2019, 97% of the textile and non-textile items (extended scope) were purchased at A or B-ranked 
suppliers, which represent the highest degrees of compliance in terms of social sustainability.
	 More information about Inditex’s responsible purchasing practices on page 94 of this Annual Report. 
Supplier ranking has improved year upon year, as a result of our efforts to ensure that our workers’ conditions are adapted to 
the Code of Conduct, and due to the joint work with suppliers and our stakeholder groups on the continuous improvement of 
our supply chain.
Changes in the ranking of suppliers in the last three years
2019
2018
2017
784
1,051
44 38 68
661
1,045
80
47 33
661
962
101
71
29
A
B
C
Subject to CAP
PR
It is worth stating that the social ranking of the supplier also determines the possibility of producing Join Life products. This 
demonstrates how sustainability criteria are fundamentally relevant in purchasing practices.
	 More information about Join Life on pages 83 of this Annual Report.
Social audits are also a highly important information source for the impact approach, since they make it possible to identify 
the core challenges in each country regarding the Code of Conduct. In doing so, our teams can assess and identify which 
actions to take to overcome them.
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Percentage of compliance with the Code of Conduct in the active 
factories (1) of suppliers with purchases in 2019
Africa
Americas
Asia
Europe outside the EU
European Union
No forced labour
No work by youths or child labour (2)
No discrimination
Respect for FOA (3) and collective bargaining
No harsh or inhumane treatment
Hygiene at work
Wage compliance
Working hours
Environmental awareness
Regular work
Implementation of the Code (4)
> 90
> 70
> 50
< 50
(1)	 Factories blocked in 2019 not included.
(2)	 Includes the lack of suitable systems for verifying the age of workers.
(3)	 Freedom of association.
(4)	 Includes the lack of suitable systems for registering and communicating with workers.
In addition to social audits, we conduct special audits, 
which focus on a specific area for improvement. Some of 
the objectives of these audits include assessing workers’ 
conditions from a health and safety perspective, and 
conducting structural technical assessments. Like social 
audits, they can be carried out by external or internal auditors. 
Special audits in 2019
Geographic area
Number
Africa
57
Americas
112
Asia
1,117
Europe outside the EU
236
European Union
97
TOTAL
1,619
03.02/ Continuous improvement
Working with suppliers and manufacturers is crucial to 
achieve the ongoing improvement of employees’ working 
conditions. In addition to the action taken in the Priority 
Impact Areas in this regard, Corrective Action Plans are 
another tool used to optimise the supply chain from a 
social perspective.
Each social audit triggers, if so, the instant application of 
a Corrective Action Plan (CAP) that includes measures 
that the supplier must apply to improve its degree of 
compliance with the Code of Conduct, as well as the terms 
for its implementation.
Featured contribution
  
Social & Labor Convergence
Although the audit-focused compliance approach has played an important role improving 
social and labour conditions over the past two decades, it has also led to a proliferation of 
audits and consumed many of the resources devoted to the sustainability management. 
Despite being a valuable tool, there are also limits to the audits' usefulness. 
Inditex supports and is part of the Social & Labor Convergence initiative, the aim of which 
is to create an efficient, scalable and sustainable solution for social audits and avoid 
duplicative efforts. Together we are working to implement the first converged industry-
wide framework for assessing social and labour conditions so that the resulting data can 
be shared and analysed. The time and resources saved as a result can be redeployed to 
promote lasting improvements. 
Inditex · 2019 Annual Report
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Inditex’s Social Sustainability teams and its buying teams, 
provide the supplier with ongoing support throughout 
the Plan. On the one hand, they advise it on the best 
way to implement the corrective measures and, on the 
other hand, they monitor it to be able to influence the 
supplier and take action before the stipulated time has 
elapsed, if it is detected that the plan is not progressing. 
The competence review that is carried out at the mid-
point of the CAP, for the on-site verification of  its degree 
of progress, is particularly relevant to this monitoring.
In addition to our teams, NGOs, trade unions and other civil 
society organisations can take part in drawing up these 
plans, which are a good example of Inditex’s philosophy 
of always supporting suppliers. However, we have a zero 
tolerance stance towards those which do not make good 
use of improvement opportunities.
Thus, in 2019, 25 suppliers were rejected for reasons 
related to breaches of the Code of Conduct. This prevents 
them from continuing to receive orders from any brands in 
the Inditex Group.
Suppliers rejected in 2019 
Geographic area
Suppliers with 
purchases (1) 
Rejected due to a breach of 
the Code of Conduct
Rejected for 
commercial reasons
Suppliers 
in operation at 31/01/2020 
Africa
161
7
1
153
Americas
17
0
5
12
Asia
1,107
4
19
1,084
Europe outside the EU
215
10
1
204
European Union
485
4
5
476
Total
1,985
25
31
1,929
(1)	  Suppliers of fashion items  with production over 20,000 units/year. Suppliers with lower productions account for 0.27% of total production.
Developing a corrective action plan
1
INITIAL MEETING
// Analysis of points of improvement.
// Discussing the improvement plan and 
setting out correction dates. 
// Involvement of buying teams.
3
COMPETENCE VISIT
// On-site verification by the 
Sustainability team regarding the 
improvements.
// Feasibility analysis of the 
Plan depending on the level of 
implementation of the improvement. 
2
INITIAL MONITORING
// Documentary control of the 
improvements and monitoring with 
the supplier and factory.
// The involvement of NGOs, trade 
unions and other organisations if 
necessary.
4
COMMUNICATING THE VISIT
// The supplier and factory are notified 
of the status of the Plan pursuant to 
the result of the visit. 
// Involvement of buying teams.
5
FINAL MONITORING
// Documentary control of the 
improvements and monitoring with 
the supplier and factory.
// The involvement of NGOs, trade 
unions and other organisations if 
necessary.
6
MONITORING AUDIT
BLOCKING
NEW RANKING
START OF THE CAP
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Blocking a supplier or factory is the last resort. Therefore, 
support from Inditex is not solely limited to implementing 
CAPs when non-compliances have been demonstrated, 
but it also includes different actions to prevent them from 
occurring, proactively seeking the ongoing improvement 
of the supply chain. Our goal is to enter into an ongoing 
partnership throughout our relationship with suppliers, 
and cooperate with them to improve their supply 
chains and to champion the human and labour rights of  
their workers.
Our clusters play a key role in strengthening relations with 
suppliers, since they comprise local professionals with 
different skills with  who are experts in sustainability , who 
make up multidisciplinary teams in order to understand 
and address local realities in the supply chain and support 
suppliers when addressing global challenges.
Collaboration with suppliers is mirrored in the continuous 
improvement both of factories and their facilities. This can 
be seen in the fact that the percentage of A or B-ranked 
suppliers (the highest degrees of compliance within 
Inditex’s own methodology) is higher in those that have 
formed part of our supply chain for longer and, therefore, 
those with whom we have spent more years undertaking 
improvement programmes and initiatives.
Supplier training in 2019
Code of Conduct for 
Manufacturers and 
Suppliers
Inditex requirements 
and procedures
1,018 suppliers trained in 
group sessions
565 individual awareness-
raising meetings with 461 
suppliers
CORE SUBJECTS
TYPES OF TRAINING
SUBJECTS RELATED TO THE PRIORITY IMPACT AREAS AND THEIR VARIOUS 
INITIATIVES
1
	
Internal: given by the Inditex teams
2
	
External: given in collaboration with  
organisations such as:
// Worker Participation
// Living Wages
// Women empowerment
// Occupational Health and 
Safety
// Protection of Migrants
// Social Protection
// Protection of labour rights 
in the production of raw 
materials
Featured  
contribution
  
Ongoing improvement, advice, and support are 
key to our relationship with suppliers.
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RANKING of suppliers(1) according to their business relationship with Inditex (%)
Three or more 
years
Between one & 
three years
one year
40%
55%
2% 2% 1%
38%
50%
3% 2%
7%
39%
48%
1%
3%
9%
A
B
C
Subject to CAP
PR
(1)	 Suppliers of fashion items  with production over 20,000 units/year. Suppliers with lower productions account for 0.27% of total production.
We provide advice to suppliers and keep in constant 
communication with them, to enable them to share our 
improvement goals and to raise awareness on the fact 
that upholding and championing the rights and well-being 
of workers ensures the sustainability of their own supply 
chains. 
Similarly, carrying out a responsible exit strategy of 
suppliers in the supply chain is one of the commitments 
in the field of purchasing practices that we have agreed 
with members of the ACT initiative. This means that, in 
the event that – for duly-grounded reasons – we decide 
to cease operations with a supplier, the relationship will be 
terminated in a committed manner. In doing so, we carry 
out a prior accompaniment and monitoring task, in order to 
attempt to curb the impact this may involve. 
	 More information about the responsible purchasing commitments 
and the ACT initiative on page 94 of this Annual Report.
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Environmental Management  
of the Supply Chain
SDG
Goals
Inditex contribution
6.3
At Inditex we are aware of the impact the textile industry has on water consumption. For this 
reason, we devote major efforts and resources to ensuring the compliance, improvement and 
strengthening of the environmental commitments of our supply chain and to achieve Zero 
Discharge of Hazardous Chemicals (ZDHC Commitment) in 2020. 
9.4
The Ready to Manufacture and Green to Wear programmes ensure compliance with our 
environmental and product health and safety standards during their production with a reduced 
consumption of energy, water and chemical products. We have merged these two programmes 
into the GtW 2.0, enabling us to continue to progress in improving the facilities in the supply chain 
and achieving our goals within the Greenpeace Clean Factory Approach.
12.2
12.4
Through the Green to Wear programme, we encourage sustainable environmental behaviour in 
our supply chain; we foster the best practices in manufacturing; and we encourage efficiency of 
resources and reducing and correctly managing waste. 
13.1
We are committed to stop climate change and to reducing the impact on natural resources. In 
pursuit of this goal, we have an environmental sustainability strategy based on quality assurance 
and improvement throughout our supply chain. Furthermore, in 2019 we became one of the 
founding members of the Fashion Pact, designed to drive environmental sustainability in the textile 
and fashion industries, the main lines of action of which include the fight to stop climate change, in 
addition to other aspects. 
	 More information on pages 328 and 329 of this Annual Report.
Facilities used when 
manufacturing a garment
SPINNING
WEAVING
DYEING
PRINTING
WASHING/FINISHING
SEWING
Application of our programmes
The List, by Inditex
The List, by Inditex
The List, by Inditex
RCA
GtW 2.0 + (GtW+RtM)
The List, by Inditex
RCA
GtW 2.0 + (GtW+RtM)
The List, by Inditex
RCA
GtW 2.0 + (GtW+RtM)
The List, by Inditex
Picking
RCA
At Inditex we are committed to stop climate change and 
to reducing the pressure on natural resources. To do 
so, we have an environmental sustainability strategy in 
place based on the control and improvement of quality 
throughout the production chain, ensuring that all our 
items meet the exacting health, safety and environmental 
sustainability standards.
We have also developed the programmes The List, 
by Inditex and Ready to Manufacture for the improvement 
and supervision of chemical products used in the industry 
as well as the facilities where the items are manufactured. In 
both instances, the programmes are trailblazers in gaining 
a better understanding both of the substances present in 
production, and the commercial chemical products used in 
manufacturing.
By implementing them throughout our supply chain and in 
the chemical industry that manufactures dyes, pigments and 
ancillary chemicals, we also strive to comply with Greenpeace's 
Clean Factory Approach.
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01/ The List, by Inditex
23,373 CHEMICAL PRODUCTS REGULATED 
IN THE IV EDITION OF THE PROGRAMME
In 2013, we designed and implemented The List, by Inditex, 
a pioneering programme in the textile and leather industry, 
which seeks to improve, with the involvement of the 
chemical industry, the quality of the chemical products 
used when manufacturing items.
The List, by Inditex ensures compliance with the chemical 
restrictions covered under the product health standard Clear 
to Wear and the commitment of Inditex to achieve the Zero 
Discharge of Hazardous Chemicals in 2020 (also known as 
Zero Discharge or the ZDHC Commitment).
By conducting a thorough assessment of the manufacturers 
and the chemical substances they use, The List, by Inditex 
classifies the chemical products pursuant to their degree 
of compliance with the Clear to Wear standard and Zero 
Discharge.
Likewise, work is also done to perfect the existing production 
processes, as this has a direct impact on the improvement 
of chemical products. Where such an improvement cannot 
be achieved, R+D programmes are defined to create new 
chemical products, alternative to the existing ones.
Similarly, we promote the assessment and promotion of 
chemical products included on The List, by Inditex which, 
as well as being safe, provide advantages in environmental 
sustainability and water and/or energy savings in the 
production process. We also strive to boost products that 
make it possible to extend the useful life of the item or the 
productivity of the facility that uses them.
The List, by Inditex in 2019
-- We conducted 17,641 analyses, enabling the 
classification of 27,756 chemical products sold by 26 
manufacturers. 
-- We published the IV Edition of The List, by Inditex, available 
on our corporate website, with a total of 23,373 chemical 
products classified and sold by 24 manufacturers.
-- As a result of our collaboration with the organisation 
ZDHC (Zero Discharge of Hazardous Chemicals), the 
classification of chemical products laid down by The List, 
by Inditex will be made available on the ZDHC Platform 
(ZDHC Gateway) in 2020.
Changes in the main indicators of the programme The List, 
by Inditex by published edition:
 
1st edition 2nd edition 3rd edition 
4th edition 
Manufacturers
10
15
22
24
No. of manufacturer 
requests
(acceptance %)
10 
(100 %)
5 
(100 %)
78 
(13 %)
98 
(4 %)
No. of chemical 
products classified
4,191
8,258
19,736
23,373
No. of analyses
1,774
8,289
34,605
83,257
Changes in the substances regulated 
by The List, by Inditex, by edition
2013, edition I
2015, edition II
2017, edition III
2019, edition IV
3,022 3,593
13,121
692
856
6,710
284
426
3,481
2,398
4,164
16,811
 Chemical products "A": Their use is permitted in Inditex production with no 
further analysis by the institutions that use them.
 Chemical products "B": The use of these products in the Inditex supply chain 
is subject to further analyses during production, as laid down in the Ready 
to Manufacture code. 
 Chemical products "C": The use of these chemical products is prohibited in 
Inditex production.
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02/ Ready to Manufacture
MORE THAN 800 SUPPLIERS INVOLVED AND 
1,373 AUDITS OF WET PROCESS FACILITIES
In 2013 we designed and implemented Ready to 
Manufacture (RtM), a benchmark programme in the textile 
and leather sector that – through the direct involvement 
of the supply chain – seeks to improve manufacturing 
practices at the facilities where the items are produced. 
In the same way as The List, by Inditex in terms of the 
classification of chemical substances, the goal of Ready 
to Manufacture is to oversee compliance with the Clear to 
Wear standard and Zero Discharge in 2020.
RtM includes a code of best practices for the production 
of textile and leather items, applicable at wet processes 
facilities (dyeing, washing, printing and tanneries) across 
the suppliers’ production chain. It also has a unit of 
technological experts who assist with the appropriate 
implementation of the programme, through recurring 
training and audits.
Specifically, these audits also serve to verify that the 
facility correctly selects chemical products. This makes 
The List, by Inditex a tool that is directly linked to the Ready 
to Manufacture code. Since 2015, RtM has achieved an 
overall improvement of 73% at wet process facilities 
compared to their initial audit. 
During 2019, Ready to Manufacture has been merged with 
our environmental standard Green to Wear. As a result, the 
new standard Green to Wear 2.0 (GtW 2.0) was created 
and published on our corporate website, to strengthen 
the sustainable management of chemical substances in 
the supply chain and to ensure its commitment within our 
Sustainability Roadmap.
	 More information about Green to Wear 2.0 and Ready to Manufacture 
on pages 148 and 149 of this Annual Report.
In 2019, and using the previous methodology, a total 
of 1,373 audits1 have been conducted on wet process 
facilities associated with 844 suppliers.
	 More information about the Ready to Manufacture audits by process 
type and geographic location in the Annex on Model Sustainability 
Indicators, on pages 322 and 323 of this Annual Report.
(1)	 The difference in audits compared to the previous year is due to the change of strategy – addition of the Ready to Manufacture audits to the Green to Wear standard. 
This means that the programme was only in force in the first eight months of 2019.
03/ Water management 
throughout the 
supply chain
At Inditex we are aware of the impact the textile industry 
has on water consumption. Our supply chain uses water 
in the farming of cotton and other fibres, as well as in 
the wet processes to manufacture garments (washing, 
dyeing, and printing). Therefore, we devote major efforts 
to guaranteeing the compliance, improvement and 
strengthening of the environmental commitments of our 
supply chain. 
03.01/ Commitment to Zero 
Discharge: Green to Wear 
The axis of water management in our supply chain is our 
own standard Green to Wear, with which we are progressing 
in our ZDHC Commitment for 2020. This standard seeks 
to reduce the environmental impact of textile production 
and to improve the health and safety of the items and the 
workers on the supply chain involved in their production.
The wet process facilities we work with, are assessed 
according to the Green to Wear standard, which includes 
indicators that assess the sustainable and efficient 
management in areas such as raw materials, water, 
technology and processes, chemical products, waste and 
wastewater. Since its launch in 2014, 1,776 environmental 
assessments have been performed. 
These assessments give rise to improvement actions, 
boosting the progress of the environmental management 
of these production facilities and enhancing environmental 
sustainability. In this way, during 2019, 136 corrective plans 
have been successfully assessed at our suppliers’ plants. 
Along these lines, and in pursuit of greater transparency, 
we have made available to the public at large, through our 
corporate website, the list of factories that carry out wet 
processes and which form part of our supply chain. 
The merger in 2019 of Ready to Manufacture and Green 
to Wear, the two core programmes in the sustainable 
management of wet process facilities, has enabled us to 
launch the standard Green to Wear 2.0 (GtW 2.0) at the start 
of 2020. The new standard, also available on our corporate 
website, enables a more comprehensive control of the 
Our commitment: Zero Discharge Commitment and implementation 
of the best wet processes throughout the supply chain in 2020. 
Inditex · 2019 Annual Report
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facilities in the supply chain and compliance with the goals 
linked to Greenpeace's Clean Factory Approach.
	 More information about Green to Wear 2.0 and Ready to Manufacture 
on pages 148 and 149 of this Annual Report.
In parallel, and to ensure our ZDHC Commitment has 
the maximum guarantees as regards the responsible 
use of chemical substances, in 2016, we launched 
a multidisciplinary applied research programme in 
partnership with academic institutions and research centres 
of international standing. The goal is to develop tools and 
techniques that ensure that hazardous substances in the 
textile and leather industry are eradicated. 
Significant progress has been made in 2019 – within the 
framework of this initiative – to create the first inventory 
of chemical substances of the textile and leather industry, 
benchmarking has been completed, and the existing 
scientific literature has been integrated in order to 
determine the risk of the identified chemical substances. 
Experimental measurements and computational methods 
have also been developed, making it possible to identify the 
risks not set out in the scientific literature. 
Our commitment to Zero Discharge has also been backed 
by Greenpeace, which deems us to be leaders in its Detox 
Catwalk, the assessment used by the organisation to 
measure the compliance of the commitments of textile 
brands with its campaign Detox 2020. The latest edition of 
its Destination Zero report, published in 2018, recognises 
us as “leaders in this paradigm shift” and highlights 
that “Inditex has taken tangible steps to meet its Detox 
commitment, having already eliminated PFCs from all its 
clothing, footwear and accessories and informing its
suppliers of its intention to eliminate APEOs and phthalates 
from its global supply chain”. 
Collaboration with ZDHC and the 
Chinese Institute of Public and 
Environmental Affairs (IPE)
Beyond compliance with the Zero Discharge commitment, 
we partner with ZDHC (its promoting organisation) 
supporting initiatives such as the ZDHC Platform, to 
help our suppliers to disclose the results of wastewater 
analyses obtained from environmental assessments of 
wet processes of the Green to Wear standard. 
Our collaboration with the Chinese Institute of Public 
and Environmental Affairs (IPE) in the improvement of 
environmental management in the Asian country's supply 
chain and the publication of the results of wastewater 
analyses on its website is also very important. In 2019 we 
included over 150 textile suppliers in the IPE green supply 
chain roadmap, where the environmental data of the facilities 
are made public in real time. These actions have resulted in 
us being among the top 5 (out of a total of 438 brands) in its 
Corporate Information Transparency Index (CITI). 
In addition, we have invested more effort in the 
environmental management of the supply chain beyond 
textile facilities, having included upstream suppliers such 
as chemical product suppliers and centralised effluent 
treatment plants.
As well as the aforementioned commitments regarding 
transparency, we have a PFC Free Policy in place that all 
our suppliers must observe and which requires these 
compounds to be eliminated from our garments.
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Product Health and Safety
TRAINING AND AWARENESS-RAISING
PRODUCT HEALTH AND 
SAFETY
OUR HEALTH AND  
SAFETY STANDARDS
HEALTH AND SAFETY 
CONTROL PROCEDURES
Safe to Wear, Clear to Wear, I+Cosmetics, I+FCM, I+Home 
Fragrance & Candles, I+Child Care Furniture
Picking Programme
New evaluation of a product before being distributed
Laboratory Approval Programme (APPLABS)
Root Cause Analysis (RCA)
Analysis optimisation
Recovery of non-compliant productions
SDG
Goals
Inditex contribution
3.9
Inditex’s commitment to product excellence is embodied in our health and safety standards, which are 
constantly evolving to reach demanding levels of requirements that are ever-increasing. During 2019, 
we continued to review all our standards of garments, footwear and accessories, Clear to Wear and 
Safe to Wear, as well as our I+ standards (IPLUS: Inditex Precautions and Limits for Users’ Safety) for 
cosmetics and items that come into contact with food. Moreover, we published two new standards: 
Childcare furniture and Home fragrances and candles.
12.4
To ensure that all our products comply with the most demanding standards of health, safety 
and environmental sustainability, we have developed a comprehensive control and improvement 
programme that covers all production phases, with which compliance is mandatory for our entire 
supply chain. Moreover, we have our own Restricted Substances List for Manufacturing (RSLM), 
which is applicable to all product manufacturing in which chemical substances subject to specific 
restrictions or to prohibition of use are specified.
	 More information on pages 328 and 329 of this Annual Report.
(1)	 With regard to items outside the scope of the product health and safety standards of Inditex, they are subject to minimum requirements reports. Reports are especially 
created pursuant to the statutory requirements which apply to the type of product and the markets where they are sold.
Inditex has in place the most exacting product health 
and safety standards, which are mandatory and which 
apply to all the goods1 we sell, and are a benchmark for 
manufacturing practices of all the suppliers across our 
supply chain.
Likewise, and in partnership with technology companies, 
research centres and international laboratories of reference, 
we verify the appropriate implementation of our standards 
using own and innovative programmes that include:
-- The analysis of both the goods and the chemical products 
used in the production thereof.
-- Conducting recurrent audits both at the facilities involved in 
manufacturing the goods, and at the factories that produce 
the chemical products used to produce our goods.
This requirement for our products is also applicable to 
the chemical industry, responsible for producing dyes, 
pigments and ancillary chemicals used in the textile and 
leather industries within The List, by Inditex Programme.
The demanding level of requirements for our products also extends 
to the chemical industry, which is responsible for producing dyes, 
pigments and ancillary chemicals used in the textile industry.
Inditex · 2019 Annual Report
152
103-2

i+COSMETICS
I+FCM
i+Home Fragrances  
& Candles
i+Child Care  
Furniture 
TYPE
PRODUCT SAFETY
PRODUCT HEALTH
PRODUCT HEALTH AND SAFETY
SCOPE
GARMENTS, 
ACCESSORIES AND 
FOOTWEAR
GARMENTS, 
FABRICS, 
ACCESSORIES, 
FOOTWEAR AND 
HOME TEXTILE
COSMETICS
PRODUCTS 
IN CONTACT 
WITH FOOD
AMBIANCE PRODUCTS FOR 
THE HOME 
DECORATIVE CANDLES 
AND THEIR ACCESSORIES
CHILDREN’S FURNITURE 
AND CHILD CARE 
ARTICLES
Thus, and based on the premise of working towards the 
excellence of our products, Inditex has a team of scientists and 
technology experts that monitors any novelties and revisions 
related to regulations on health and safety. It is also in charge 
of identifying the chemical substances used in the industry and 
evaluating every manufacturing process of our products. This 
effort ensures that items meet the highest levels of health and 
safety, regardless of the specific regulations and legislation that 
may apply in each market.
As a result of this process, we have succeeded in going 
beyond the Restricted Substances List for use in the textile 
industry in the preparation of our product standards. We 
have contributed our additional knowledge, which identifies 
regulated substances and controls manufacturing 
processes, while at the same time we have proposed the 
use of alternative technologies to prevent non-conformities. 
This knowledge is a highly useful point of reference for our 
manufacturers and for the industry as a whole with respect 
to ensuring the health and safety of production.
01/ Our Health and 
Safety Standards
During the 2019 financial year, we reviewed all our health and 
safety standards for garments, footwear and accessories, 
Clear to Wear and Safe to Wear, as well as our I+ standards 
(IPLUS: Inditex Precautions and Limits for Users’ Safety) for 
cosmetics and items that come into contact with food. 
Our Clear to Wear (CtW) product health standard has 
expanded its scope to cover not only the substances 
included in international regulations but also those that, 
even though there is no specific regulation, have a direct 
impact on the environment and health. This expansion is in 
line with the commitments established by our Sustainability 
Roadmap, and it will be applicable in the 2020 financial year.
At the same time, we continue to work on our standard, 
Safe to Wear (StW), thereby updating it according to new 
legal requirements and increasing its scope to the new 
types of articles that we market for children. The I+FCM 
and I+Cosmetics standards, which in 2020 will have a 
second version, have also been aligned with the latest 
regulatory novelties.
Finally, and within our strategy over the last five years of 
creating and developing the I+ standards (IPLUS: Inditex 
Precautions and Limits for Users’ Safety) for all types of 
products that we market, the first versions of the I+Home 
Fragrance & Candles and I+Child Care Furniture standards 
have been published, which will be implemented in 2020.
Likewise, for our environmental commitments, particularly the 
ZDHC  (Zero Discharge of Hazardous Chemicals) Commitment 
in 2020, we have our own Restricted Substances List for 
Manufacturing (RSLM).  Our RSLM, available on our corporate 
website and applicable to all manufacturing processes of our 
products, specifies the chemical substances that are subject to 
specific restrictions or whose use is prohibited.
With the information generated in our control programmes 
and in the processes of updating our standards, we can 
identify new substances that are used in the textile and leather 
industry and can continuously evaluate their safety. Thus, if 
we identify a new substance that has a direct impact on the 
environment or on health, we integrate it in our RSLM and in 
our product standards. In 2019, we updated this RSLM, which 
includes over 750 substances.
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Safe to Wear
Safe to Wear (StW) is our product safety standard, which 
applies and is mandatory for the apparel, footwear, 
accessories, trimmings and fabrics supplied. It has been 
developed in partnership with international safety experts 
in clothing for children, in accordance with the most 
demanding laws and regulations in the field. 
In addition to covering the design, the fastening degree of small 
parts, sharp points and sharp edges in clothing for children, 
the standard restricts parameters such as flammability in 
goods for both children and adults. In 2019, its third version 
was strengthened, and significant advances were made in 
updating it.
Clear to Wear
Clear to Wear (CtW) is our product health standard, 
which applies and is mandatory for the apparel, footwear, 
accessories, trimmings and fabrics supplied. It has 
been developed by scientific and technological advisers, 
research centres and academic institutions, pursuant 
to the most demanding laws and regulations regarding 
health of the product. 
In addition to regulating parameters and substances 
whose use is legally limited, Clear to Wear restricts the use 
of substances that, while they are not contemplated in 
legislation in force, could compromise health. It also includes 
REACH (legislation of the European Union that regulates 
the Registration, Evaluation, Authorisation and Restriction of 
Chemicals). Compliance with this EU regulation is mandatory 
for our suppliers. In 2019, its forth version was strengthened, 
and progress on updating it continued, with which compliance 
will be mandatory in 2020.
I+Cosmetics
This is our product health standard, which applies and is 
mandatory for all our cosmetic products. I+Cosmetics, 
has been developed in partnership with scientific and 
technological advisers, research centres and academic 
institutions, according to the most demanding laws and 
regulations on health of the product in the cosmetics 
sector. In addition to covering parameters and substances 
whose use is restricted by law, it limits the maximum level 
of impurities allowed in starting materials.
In 2019, its first version was strengthened, and progress 
continued on mandatory compliance by 2020. 
I+FCM
In addition to covering parameters and substances 
whose use is restricted by law for all types of materials 
used in goods in contact with food. And it was drafted in 
accordance with the most demanding food health and 
safety regulations. 
In addition to covering parameters and substances which 
use is restricted by law for all types of materials used in 
goods in contact with food (polymer, rubber, crockery, 
glass, metal, paper, or wood, among others) it restricts the 
transmission in ordinary or foreseeable use conditions, of 
chemicals comprising the goods to the food they are in 
contact with. In 2019, the implementation of its first version 
was strengthened, and progress on updating it continued, 
with which compliance will be mandatory in 2020.
I+Home Fragrance & Candles
This is our product health and safety standard that 
is applicable to candles, incense and other ambiance 
products for the home. It regulates health parameters 
and substances whose use is legally limited. As with all 
other standards, it seeks to ensure that our products meet 
the necessary characteristics to avoid risks to customer 
health. Its first version was published in 2019.
I+Child Care Furniture
This is the Inditex product health and safety standard that 
is applicable to childcare articles such as changing tables, 
high chairs and cribs. It regulates health parameters and 
substances whose use is legally limited. As with all other 
standards, it seeks to ensure that our products meet the 
necessary characteristics to avoid risks to customer health. 
The first version of the standard was published in 2019.
During 2019, we reviewed all our health and safety standards of garments, 
footwear and accessories, Clear to Wear and Safe to Wear, as well as our  
I+ standards (IPLUS) for cosmetics and items that come into contact with food.
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02/ Health and safety 
control procedures
Inditex’s collections are present in 202 markets. To ensure 
that all our products comply with the most demanding 
standards of health, safety and environmental sustainability, 
we have developed a comprehensive control and 
improvement programme that covers all production phases 
and with which compliance is mandatory for our entire 
supply chain.
	 More information about the Green to Wear and Ready to Manufacture standards and about The List, by Inditex programme in the Environmental Management 
section of the supply chain, on pages 148 y 149 of this Annual Report.
DESIGN
PROCUREMENT
PRODUCTION
LOGISTICS
CONTINUOUS IMPROVEMENT AND 
GUARANTEE
LOGISTICS CENTRE
Article evaluation
Applabs Programme
Root Cause Analysis (RCA)
Analysis optimisation
Recovery of production
CHEMICAL INDUSTRY
MANUFACTURING CHAIN
The List, by Inditex
Control of raw materials
WET PROCESSES
SEWING
Ready to Manufacture
Green to Wear: environmental 
assessments
Picking programme
New evaluation of a product before 
being distributed 
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02.01/ Picking programme
OVER 890,000 ANALYSES AND TESTS AND OVER 
56,000 INSPECTIONS OF OUR MANUFACTURERS
In 2011, we designed and implemented, Picking, a control 
and analysis programme which seeks the effective 
identification of nonconforming finished items during the 
production process, with the involvement of scientific and 
technological advisers and the support of benchmark 
international suppliers of analytical services. 
Specifically, Picking is our benchmark instrument because 
it is constantly adapting to our production and logistics 
model. It thus guarantees that all the items we market 
comply with our health and safety standards.
02.01.01/ Design and 
manufacturing stage
In the design stage, units of experts on product health 
and safety of each one of our brands assess the risk of 
items. In the manufacturing phase, outside inspectors 
take representative samples of the on-site production 
of all risk items, on which laboratories conduct analyses 
and tests. 
A detailed evaluation of such samples determines whether 
the product is approved, rejected, or requires recovery 
processes to be compliant with Inditex standards. In 2019, 
56,352 inspections were conducted, in which 899,046 
analyses and tests were executed.
	 More information on the level of compliance of our products by 
geographic area of manufacturing in the Annex on Sustainability 
Indicators, on pages 322 and 323 of this Annual Report.
The laboratories that provide support for the programme, 
distributed in different clusters of suppliers, are relevant 
players in the Picking Programme. Their work is therefore 
standardised, with innovative and optimised analytical 
methods that are subject to strict follow-up on the quality 
of their results and on the service they provide.
Having control instruments that quickly and accurately 
establish the conformity of our standards is a constant 
challenge for Inditex. Therefore and to supplement the 
Picking Programme, we have implemented so-called 
Minilabs, portable laboratories the size of a carry-on 
luggage case, which allow conducting screening tests of 
six substances and parameters regulated in the Clear to 
Wear standard at any given time.
Thanks to the Minilabs, we have conducted testing at the 
factories themselves, thereby improving the efficiency 
of our control systems. In 2019, a total of 2,977 Picking 
inspections were performed with Minilabs, which involved 
36,929 analyses and screening tests. In addition to this and 
in order to expand the coverage of this system, we want to 
expand the scope to all manufacturing countries. 
In accordance with Picking, we can make decisions there 
and then, such as the possibility of recovering and saving 
any affected production before being delivered. It is also 
important to raise supplier awareness, given that the 
analyses are conducted in their presence and at their 
own facilities.
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In addition, in 2019 we began collaborating with the 
Massachusetts Institute of Technology (MIT) to identify 
and evaluate points of improvement within this control 
programme.
02.02/ New evaluation of a 
product before being distributed 
With the design and production concluded, all items are sent 
from manufacturing countries to our distribution centres. 
This is when our health and safety technicians evaluate 
the products, supervise the results of all the analyses 
performed and conduct product safety inspections, 
especially on small parts, shoelaces and strings.
In addition, we conduct random verification analyses of the 
productions we receive at distribution centres, for which 
we also use our internal laboratories and the analytical 
support network of the Picking Programme.
If design modifications or incidents in the initial risk 
evaluation of the production are detected, then any 
additional analyses and corrections that are needed are 
performed at that time to guarantee compliance with 
Inditex’s standards.
02.03/ Laboratory Approval 
Programme (APPLABS)
13 AUDITS OF EXTERNAL LABORATORIES 
AND 7,763 ANALYSES OF SAMPLES 
To establish if a production complies with our standards, 
we rely on testing by external laboratories. And given the 
production model and the strict limits of our standards, we 
seek maximum reproducibility, accuracy and precision.
Confidence in these laboratories is cemented in an external 
laboratory approval programme called Applabs. It was 
designed and developed together with the University of 
Santiago de Compostela and has several stages:
-- Conducting on-site audits that verify, among other 
aspects, the technical competency of the laboratory’s 
personnel and their diligence with the analyses.
-- Monitoring of the results of each laboratory by comparing 
them. Those whose results deviate from the quality levels 
we demand are submitted to corrective actions; and if 
these actions are not passed, the laboratory is excluded 
from the Group’s laboratory network. 
-- The creation of mixed technical committees for 
discussing matters such as the detected problems, any 
optimisation actions or the introduction of new analysis 
methods, among others.
In 2019, a total of 13 on-site audits were conducted 
of external laboratories, in addition to 30 comparison 
exercises, which involved analysing 7,763 samples.
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02.04/ Root Cause 
Analysis (RCA)
27 RCA AUDITS
Whenever an item does not comply with Clear to Wear 
requirements, Inditex conducts a Root Cause Analysis 
(RCA) to understand what has happened and to study new 
improvement strategies.
In such RCAs, textile or leather experts evaluate the facilities 
(dyeing, washing, printing and tanneries) that are involved 
in manufacturing the affected item to determine that origin 
of the problem. After the problem has been identified, a 
corrective action plan (CAP) is established for the factory, 
thereby avoiding future incidents and at the same time 
verifying implementation of the Ready to Manufacture 
programme.
In 2019, 27 RCA audits were conducted. The results showed 
that in 89% of the cases the supplier, in their manufacturing, 
had used chemical products not permitted by The List, by 
Inditex and/or had not applied adequate controls to these 
products prior to manufacturing. The cross-contamination 
between different productions that did not follow adequate 
manufacturing conditions caused the remaining 11% of the 
detected problems. 
Additionally, other sources of non-conformity are the use of 
fabrics with the presence of restricted substances resulting 
from prior processing stages, or inconclusive audits. This 
information allows us to enrich and provide feedback to 
our Ready to Manufacture, Green to Wear and The List, 
by Inditex programmes, thereby ensuring the continuous 
improvement of those programmes.
02.05/ Analysis optimisation
Within the framework of Picking, Inditex is collaborating 
with specialised researchers in the textile industry on 
the development of prediction tools for manufacturing 
technologies with a greater risk of generating non-
conformities.
Thus, and in accordance with a continuous updating 
and improvement process, we can compare conformity 
with standards in a greater number of references and 
with a fewer number of analyses. All without varying the 
commitment to and maximum responsibility for the health 
and safety aspects of our products.
02.06/ Recovery of  
non-compliant production
In order to be able to reduce productions that are discarded 
due to non-conformities with our standards, we work 
with our scientific and technology partners on recovering 
productions by eliminating the substances that are the 
causes of non-conformities. Due to this collaboration, 
we have implemented production recovery protocols for 
cases in which substances such as arylamines, phenols, 
formaldehyde and phthalates are present, as well as 
protocols for perfecting pH that is too high or low.
Once the article recovery process has ended, all the 
generated waste is duly processed at waste management 
centres for the correct elimination thereof and isolation 
from the environment.
In order to be able to reduce productions that are discarded due to 
non-conformities with our standards, we work with our scientific and 
technology partners on recovering such productions by eliminating 
the substances that are the causes of non-conformities. Once the 
recovery process has ended, all the generated waste is duly processed 
for the elimination thereof and isolation from the environment.
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03/ Training and 
Awareness-raising
The Group relies on scientific teams and technology experts 
who identify regulatory developments, construe the restrictions 
thereof, select analytical methodologies and carry out in 
partnership with the chemical industry, a thorough evaluation 
of chemical products and manufacturing processes where 
non-conformities might appear.
As part of this careful process, the design of our standards 
goes beyond the limitations of a classic Restricted 
Substances List (RSL), bringing in additional expertise 
that allows us first to identify hazardous chemicals and 
manufacturing processes and secondly, to propose 
alternative products or manufacturing technologies to 
avoid non-conformities. This information is very helpful for 
our manufacturers and is a key strategic element of the 
training and information actions across our supply chain.
Thus, we regularly give training on specific and relevant 
elements of the health and safety standards addressed 
to technical and managerial staff of suppliers. In 2019, 
experts on product health and safety from our Sustainability 
Department provided training and gave technical advice 
in the main clusters: Portugal, Morocco, Turkey, China, 
Bangladesh, India and Pakistan.
At the same time, regarding awareness-raising among 
internal design and buyers teams, we have reinforced the 
department of product health and safety across all our 
brands for the purposes of:
-- Giving ongoing training to commercial and design teams 
on product health and safety issues.
-- Providing technical assistance onsite to commercial and 
design teams.
-- Cutting the time required to detect potential breaches 
and providing solutions best suited to the specific type 
of product.
Refreshment training is provided to these units of experts 
in partnership with academic institutions and scientific and 
technology companies.
In 2019, 13 training sessions were provided to 139 
attendees from internal groups of design, procurement 
and the department of product health and safety itself (21 
training sessions and 250 attendees in 2018, respectively).
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Decarbonisation and circularity
DECARBONISATION AND 
CIRCULARITY
OUR FOCUS ON ENERGY  
AND WATER
CIRCULAR ECONOMY
Global energy consumption
Major commitment to renewable energies
GHG (greenhouse gas) emissions
Energy management
Water management
Closing the Loop 
Zero Waste
Green to Pack
SDG
Goals
Inditex contribution
6.4
The Global Water Management Strategy constitutes the roadmap that allows us to work with all 
our stakeholders towards a sustainable and rational water management. Our bases for water 
management follow the principles included in the initiative, CEO Water Mandate, promoted by the 
United Nations Global Compact.
7.3
The Global Energy Strategy is one of the cornerstones of our commitment to environmental 
sustainability for promoting the rational and efficient use of energy throughout the entire value chain, 
while at the same time reducing GHG emissions and helping to mitigate the risks associated with 
climate change.
9.4
Eco-efficiency is a priority at all facilities of the Group, and therefore major investments are being 
made in this area. Moreover, in order to ensure that our facilities meet the most cutting-edge 
requirements in terms of sustainable construction, since 2009 we have been certifying our more 
emblematic facilities under the most prestigious standards in sustainable construction: LEED and 
Breeam.
12.2
12.5
Our Closing the Loop programme is helping us to close the production circle of our garments through 
the installation of collection containers. Moreover, we are working towards the goal of ensuring that, 
by 2023 and by integrating the circular economy concept in our business model, none of the waste 
generated by our activities in offices, logistics and stores ends up in a landfill. 
13.1
At Inditex we support the fight against climate change and we strongly support energy efficiency and 
the use of certified energy from renewable sources. Our work within the scope of decarbonisation of 
the entire value chain is closely related to the actions we undertake to reduce energy consumption, to 
reuse water and to recycle the materials generated in our own operations.
	 More information on pages 328 and 329 of this Annual Report.
At Inditex, we understand that advancing in a sustainable 
business model means being more efficient with the 
resources we use. Given that half of the total greenhouse 
gases (GHG) and over 90% of the loss of biodiversity and of 
water stress are due to the extraction and transformation 
of resources, we continue to advance in our strategy to 
reach an economy that is climate-neutral, efficient in the 
use of resources and competitive. 
Our three strategies on environmental topics (Energy, 
Water and Biodiversity) articulate the efforts we make to 
attain environmental excellence. 
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Our work within the scope of decarbonisation of the 
entire value chain is closely related to the actions we 
are undertaking to reduce energy consumption, to reuse 
water and to recycle the materials generated in our own 
operations. The reduction of our energy consumption and 
of carbon emissions helps to reduce global warming and 
its effects on biodiversity. Circularity is an important tool 
for advancing towards decarbonisation.
We are committed to integrated improvement in managing 
the material needs of our products and industrial 
processes. The objective is to transform the concept of 
waste so that it is considered a valuable resource that 
can be recovered and reintroduced as a raw material in 
production systems. In addition, and applying eco-design 
techniques, it is possible to not only extend the useful life of 
products and materials, but also maximise their recycling 
possibilities, consequently attacking the generation of 
waste at its origin.
This change of paradigm, which generically is called the 
“Circular Economy”, is evident at Inditex through the various 
global initiatives on closing the life cycle of our garments 
and of the materials we use in our activity.
In 2019 we became one of the founding members of the Fashion Pact, designed to drive environmental sustainability in the textile 
and fashion industries, mainly geared to stop climate change, protect the oceans and conserve biodiversity. Moreover, the pact 
encourages the participation of member companies in other complementary industry initiatives, supporting the development of 
accelerators to help achieve the challenges ahead.
As a signatory Company, we are committed to working within the framework of the Science-Based Targets (SBT) initiative, which 
establishes reduction targets based on scientific research, and whose strategy can be summarised into three aspects that are 
essential for the protection of the planet: 
•	 Stop climate change: focusing its actions to achieve zero net GHG emissions by 2050, seeking to control global warming 
below 2ºC.
•	 Restore biodiversity: development and application of SBT goals to protect and restore ecosystems, as well as the 
implementation of specific actions in the supply chain such as the elimination of raw materials whose extraction requires 
intensive and high impact consumption.
•	 Protect the oceans: some of the measures laid out are the elimination of single use plastic by 2030 and the development of 
research on microplastic to be carried out along with the valuable work already carried out by other initiatives also supported 
by Inditex, such as the Ellen MacArthur Foundation, Sustainable Apparel Coalition, Textile Exchange, the United Nations 
Framework Convention on Climate Change, Better Work and Zero Discharge of Hazardous Chemicals (ZDHC).
The Fashion Pact is aligned with another commitment undertaken by the Group in December 2018, known as Fashion Industry 
Charter for Climate Action, under the auspices of the UN Climate Change Office. To achieve specific progress in this commitment, 
six working groups were set up to enable the signatories to define the steps to be taken, as well as the establishment of an initial 
target to cut GHG emissions by 30% by 2030 and other specific measures such as the gradual elimination of coal boilers and 
other carbon sources to generate heat and electricity at their own companies and direct suppliers.
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But the most efficient use of resources is not only a maxim 
for our products but also for our facilities: headquarters, 
stores and logistics centres. To implement it, we have 
established various objectives, such as the delinking 
of our energy consumption and of GHG emissions, the 
commitment to renewable energies and the efficiency of 
our shipments.
In favour of transparency and of disseminating relevant 
environmental and social information, Inditex has fostered 
the creation of the Brand and Retail Module (BRM) in 
the Sustainable Apparel Coalition (SAC). The drafting of 
the BRM ended after several years of collaborative work 
with different members from the SAC and from other 
organisations, and it’s already available to any brand or 
retailer. The objective of the BRM is to evaluate the level 
of maturity of companies in environmental and social 
management and to drive improvement by drawing 
up a roadmap towards the best available practices in 
areas such as the use of raw materials, suppliers, 
manufacturing, distribution centres, transport, stores or 
containers and packaging.
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Our focus on energy and water
Energy is a critical component of the fashion distribution 
business (in both its direct and indirect operations), and the 
efficient and low-impact use of energy is essential for our 
approach to sustainability. At Inditex we support the fight 
against climate change and we strongly support energy 
efficiency and the use of certified energy from renewable 
sources. Hence our commitment to actively contribute to the 
protection of the environment by reducing our environmental 
impact on water and making changes that help our planet to 
remain under the global warming limit established in the Paris 
Climate Agreement.  
The Global Energy Strategy is one of the cornerstones of our 
commitment to environmental sustainability for promoting 
the rational and efficient use of energy throughout the entire 
value chain, while at the same time reducing GHG emissions 
and helping to mitigate the risks associated with climate 
change – for example, the availability and price of cotton, one 
of the essential raw materials.  
Since the early 90s we have been developing our own 
systems for improving energy consumption and reducing 
GHG emissions. Since then, our commitment in this area 
has grown exponentially, as has our activity. We continued 
to advance in 2019, achieving a 35% reduction per m2 in 
emissions pertaining to scopes 1 & 2 and promoting energies 
coming from clean sources: 63% of our global electricity 
consumption in 2019.  
This commitment in the fight against climate change has 
been recognised for the third consecutive year as being in the 
‘Leadership A-’ category in the CDP Climate Change index. 
This list integrates companies that comply with the maximum 
criteria of the Carbon Disclosure Project regarding strategy, 
objectives and actions related to the risks and opportunities 
of climate change. 
01/ Global energy 
consumption
Global energy consumption (MWh) (*)
2015
2016
2017
2018
2019
1,817,227
1,853,945
1,901,574
1,969,127
1,892,947
Global energy 
consumption (MWh)
Relative energy 
consumption (kWh/m2)
Relative energy 
consumption (Wh/€)
284.45
86.95
277.11
79.53
268.59
75.05
261.88
75.32
237.46
66.92
Global energy consumption (GJ) (*)
2015
2016
2017
2018
2019
6,542,018
6,674,201
6,845,665
7,088,858
6,814,610
Global energy 
consumption (GJ)
Relative energy 
consumption (MJ/m2)
Relative energy 
consumption (KJ/€)
1,024.03
313.01
997.58
286.31
966.92
270.20
942.76
271.14
854.86
240.92
(*) This indicator records all the energy consumed at our Group's own factories, 
headquarters, logistics centres and own stores. The surface areas of the 
logistics centres, headquarters and own factories have been updated.
In 2019, we succeeded in reducing our energy consumption 
by 9% per square metre and reducing electricity consumption 
by 9% per square metre at corporate headquarters, 
logistics centres and our own stores and factories. This 
was possible due to the measures implemented to improve 
our energy efficiency.
Our commitment: 80% of consumption from renewable sources in 
all our facilities (headquarters, logistics and stores) by 2025.
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Global energy consumption (MWh)
2015
2016
2017
2018
2019
Electricity
Natural Gas
Diesel
1,703,885
1,291
112,051
101,875
97,703
103,724
84,627
357
299
329
764
1,751,713
1,803,572
1,865,074
1,807,556
The energy used comes mainly from the supply network 
and, to a lesser extent, from the consumption of natural gas 
and diesel. The increase in diesel consumption is due mainly 
to filling the tanks of the electric generator units for opening 
of the Lelystad logistics centre. 
02/ Major commitment 
to renewable energies
Our commitment to renewable energies continues to be 
strong, through the generation and the purchase of energy 
from renewable sources. We invest in our own renewable 
energy generation facilities when it is technically viable, 
which has led us to having thermal solar, photovoltaic and 
wind energy facilities, as well as facilities that make use of 
geothermal energy. 
(1)	 The emission factors applied to the energy mix of each of the countries are those pertaining to the GHG Protocol Tool for Purchased Electricity, Version 4.9 of the World 
Resources Institute, 2017.
PERCENTAGE OF ELECTRIC ENERGY COMING 
FROM RENEWABLE SOURCES (*)
2019 
 63%
2018
 45%
2017
 41%
2016
 30%
2015
 10%
% of electric energy coming from renewable sources
(*)	 In the case of Spain, China, Italy and Portugal, the period for the data is the 
calendar year, instead of the tax year (time period of this statement).
In 2019, 63% of the Group’s electricity needs were covered 
by clean energy. This represents a total sustainable 
energy consumption of 1,144,020 MWh in our facilities 
located in Spain, Germany, Austria, Belgium, Brazil, China, 
South Korea, United States, France, Greece, India, Italy, 
Netherlands, Ireland, Luxembourg, Norway, Poland, 
Portugal, United Kingdom, Switzerland and Turkey, thus 
avoiding the emission of over 415,474 tons1 of GHG 
emissions.
We also have co-generation plants, which enable the 
simultaneous production of heat and energy using low-
carbon fuel. During 2019 a total of 7,785 MWh of electrical 
energy and 11,002 MWh of thermal energy were generated 
by these plants. In addition, in 2019 a total of 577 MWh 
of thermal energy has been generated from renewable 
installations using geothermics and solar panels. 
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03/ GHG emissions
All the actions as a whole that have been implemented to 
foster energy efficiency, together with the materialisation 
of our commitment to renewable energies, has allowed us 
to achieve a 35% reduction per m2 in emissions related to 
scopes 1 and 2 (achieving 43.92 kilograms of CO2eq per 
square metre).
Emissions of GHG of Scopes 1 and 2 (t CO₂ eq) (*)
2015
2016
2017
2018
2019
622,879
540,312
470,629
486,957
332,789
Scope 1 (t CO2eq)
Kg of CO2eq per m2
Scope 2 (t CO2eq)
g of CO2eq per €
101.10
30.90
83.85
24.07
69.28
19.36
67.56
19.43
43.92
12.38
22,996
20,689
19,830
21,055
17,311
(*)	 The Scope 2 data are calculated according to the market-based method 
following the GHG Protocol guidance for the calculation of Scope 2, World 
Resources Institute (WRI), 2015. Due to the emission factors used, the data 
provided match the data calculated according to the located-based method. 
The surface areas of the logistics centres, headquarters and own factories 
have been updated. 
Scope 1: Direct emissions. These are GHG emissions 
associated with stores that are under the direct control of 
the Inditex Group. 
Scope 2: Indirect emissions. They are associated with the 
generation of electricity acquired by the Inditex Group.
Scope 3: An additional scope that includes the indirect 
emissions associated with the production chain of goods 
and services produced outside the organisation.
During 2019, we continued to improve the system for 
capturing and calculating indicators, thereby allowing 
us to expand the reporting of our calculation of scope 3 
emissions. The preceding graph shows the breakdown of 
our GHG emissions based on the categories established 
by the GHG Protocol. 
For the purpose of achieving greater transparency, the 
Purchased goods and services category (according to the 
GHG Protocol) is subdivided into the following categories: 
raw material extraction, raw material processing, material 
production, wet processes and finished product assembly. 
The use of sold products category includes the emissions 
coming from the use that a customer makes of our 
products, thereby considering the different washing and 
drying patterns.
The others category includes the emissions associated 
with capital goods, employee commuting, fuel and energy/
related activities and waste generated in operations.
Emissions of GREENHOUSE GASES (GHG)
Overall TOTAL: 20,530 KT CO₂eq
Scope 1.  0,1%
Scope 2.  1,6%
Use of sold products
23,9%
Wet processes
17,4%
Material 
production
14,2%
Raw Material processing
12,7%
End-of-life treatment of sold products  1,2%
Others  4,2%
Finished product assembly  4,2%
Transport and distribution (Upstream) 
8,2%
Raw Material extraction
11,5%
Franchises  0,6%
Business travels  0,2%
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04/ Energy Management
04.01/ Energy management 
at logistics centres, own 
factories and offices
Eco-efficiency is a priority in all Group facilities; therefore, 
significant investments are being made in this area in 
order to meet the standards set out in the Instruction 
for Proper Environmental Management for the logistics 
centres, thus ensuring that all our facilities and platforms 
are eco-efficient. The daily management of eco-efficiency 
promotes good practices between our employees, which 
allows obtaining control of the consumption of resources 
and applying measures to reduce that consumption. 
Thanks to these practices, we’ve reached a 2% reduction 
in consumption related to electric energy per square 
metre in comparison with 2018. Some of the notable 
measures applied include the renovation of old equipment, 
the replacement of fluorescent light fixtures with high-
efficiency LED bulbs and the use of lithium-ion batteries, 
thereby reducing energy requirements. 
Electric energy consumption 
at own logistics centres, 
own headquarters and own factories (MWh)(*)
2015
2016
2017
2018
2019
139,540
141,156
148,118
159,434
175,308
Total electricity 
consumption (MWh)
Relative electricity 
consumption (kWh/m2)
Relative electricity 
consumption (Wh/€)
50.22
6.68
50.10
6.06
50.39
5.85
49.91
6.10
49.12
6.20
(*)	 The surface areas of the logistics centres, headquarters and own factories 
have been updated.
The increase in electricity consumption in absolute terms 
is due to the coming into operation of the new Logistics 
Connection Point in Lelystad (Netherlands), in addition to the 
construction of Zara's new online studios in Arteixo (Spain).
LEED AND BREEAM CERTIFICATIONS  
IN DISTRIBUTION CENTRES AND FACILITIES
9
1
1
1
Leed Oro
Leed Platinum
Leed CI Certified
Breeam
In order to ensure that our facilities meet the most cutting-
edge requirements in terms of sustainable construction, 
since 2009 we have been certifying our more emblematic 
facilities under the most prestigious standards in 
sustainable construction: LEED and Breeam.
The LEED certification has been secured for the Inditex 
central services (Phase I, II, III) and the LEED Gold has been 
granted for the new Central Services headquarters. The 
Zara Logistics offices have also been LEED Gold certified. 
Meanwhile, the Inditex Data Processing Centre in Arteixo 
has obtained the LEED Platinum standard and, in addition, 
in 2019 and 2018 it maintained its ISO 50001 standard, 
certifying its energy management and more sustainable 
and efficient energy use. 
The commitment to clean energy and the implementation 
of circular management models in our headquarters 
and logistics centres are the cornerstones of our 
Environmental Management System (“EMS”), which is 
certified under the ISO 14001 international standard. The 
EMS is implemented at all logistics centres, corporate 
headquarters and Company-owned factories, except for 
the new textile warehouse (in A Laracha, Spain) and the 
new Logistics Platform in Lelystad (Netherlands), which 
were undergoing the certification process at the end 
of 2019. Inditex has a 25-people team responsible for 
monitoring and assessing the appropriate implementation 
of the EMS and the prevention of environmental risks 
associated with these centres.
During 2019 and 2018, the Inditex Group has not been 
charged through available channels any significant penalty 
or sanction for non-compliance with environmental laws 
and has no facilities located in protected areas.
The commitment to clean energies and the implementation of circular 
management models at our headquarters and logistics centres are 
the cornerstones of our Environmental Management System.
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302-1, 302-3, 302-4, 302-5

Inditex has a Risk Management and Control Policy which 
sets the basic principles, key risk factors and the general 
framework of action for the management of the risks 
affecting the Group. The scope of application of this Policy 
extends to the entire Group and forms the basis of an 
Integrated Risk Management System. Within the context 
of the Risk Management and Control Policy, the business 
units constitute the first line of defence in the management 
and control of the different risks to which the Group is 
exposed, including those of a climate-related nature.
Bearing the Group’s business activity in mind, the Group has 
no liabilities, expenses, assets, provisions or contingencies 
of an environmental nature that could play a significant role 
in terms of the net assets, the financial situation and results 
of the company. For this reason, such specific breakdowns 
are not included in this Annual Report.
Sustainable Offices
We increasingly have to think about how we do things and 
about how to decrease the pressure on natural resources 
through innovation, the transition towards clean energy 
and healthy and sustainable nutrition.
Our offices are now an extension of the Group’s philosophy: 
think and act responsibly and sustainably to generate 
shared value and advance towards a circular economy.
At Inditex, we have a Manual of Good Environmental 
Practices at the Office for guiding responsible behaviour at 
our offices. It is an invitation to all personnel of the Group 
to mark the difference at their job position in different 
areas (energy and climate change, water, biodiversity and 
materials, waste) with small daily gestures.
At Inditex we have also placed the focus on the mobility of 
internal services. Several electric vehicles are also available 
for internal mobility in maintenance  or distribution 
operations, for example.
Our offices are now an extension of the Group’s philosophy: 
think and act responsibly and sustainably to generate shared 
value and to advance towards a circular economy.
Atmospheric emissions and noise pollution
Our logistics centres meet the requirements of applicable 
legislation on control of atmospheric emissions from 
combustion equipment. Authorised control bodies carry 
out regular verifications and checks of the limit values of 
emissions generated by the combustion equipment (heating 
boilers and steam boilers) subject to control according to the 
legislation in force. Such regular controls verify compliance 
with the emission limit values for the parameters applicable to 
each case (i.e.: CO, NOx, SO2 or Opacity).
In addition, the night-time distribution model includes the 
product supply to the stores at night, when noise pollution 
levels are more restrictive than in the daytime. Moreover, we 
have developed an Unloading Equipment Protocol calling for 
reduction of noise during unloading operations.
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Our sustainability model · Global and cross-cutting sustainable approach

// All individual rubbish bins have been eliminated, and 
numerous containers have been made available for 
separating materials (paper, organic and inorganic 
waste, containers, batteries, etc.), thereby favouring 
the circularity of all these materials because they 
improve separation and reduce waste.
// Training and awareness-raising. A web application 
has been developed, in which employees can consult 
where they must send each type of waste according 
to the type of available container in each area. They 
thus collaborate on the Zero Waste objective that 
we’ve set for 2023.
// Delivery of “Join Life” bottles to our employees in 
various markets to avoid the consumption of small 
water bottles, which means a reduction of our waste 
and of the environmental impact of single-use plastic. 
// Delivery of “Join Life” cutlery to our employees at 
the Group's central services, thereby reducing the 
consumption of single-use plastic cutlery in requested 
picnic services. The textile cover in which they are 
wrapped is the result of re-using sanitised and dyed 
Zara shopping bags, so that our employees can enjoy 
the use of a set of quality, sustainable cutlery.
Sustainable offices
Inditex · 2019 Annual Report
168

// The replacement of plastic containers in vending 
machine products with glass containers. We have 
established circuits of returnable containers for our 
suppliers, which improve separation and collection 
and improve the circularity of these containers.
// In vending machines, we are committed to healthy 
options that are prepared daily. As a novelty, in 
2019 a pilot project has been developed: a reduced 
price (at the end of the working day) for these 
perishable products. We thus promote their 
consumption and minimise food waste, thereby 
contributing to reducing the impact of surpluses. 
This objective is shared with the Picnic Dinner 
service, which was also launched in 2019. It allows 
our employees to request the dishes from the every 
day menus of our canteen at the headquarters in 
Arteixo that aren’t consumed.
// Circularity in our 360º Restaurant. Starting this year, 
there are now four canteens at our headquarters that 
have joined this philosophy, which promotes a healthy 
life style, creates a commitment to sustainability and 
protection of the environment and emphasises the 
value of economy and local products. In 2019, these 
360º restaurants served over 4,000 daily meals, with 
an average of 65% purchased according to KM 0 (the 
ingredients are sourced within a radius of under 100 
km away from the consumer) which encourages the 
use of local varieties and breeds, ensures sustainable 
management of water and land and reduces the 
carbon footprint and the impact on climate. 
// Likewise, our canteens are designed to save energy 
through the use of high-efficiency equipment and 
systems and by taking advantage of natural light 
and resources. We thus reduce CO2 emissions and 
balance the carbon cycle. 
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Our sustainability model · Global and cross-cutting sustainable approach

04.02/ Energy management in 
stores. Eco-efficient stores
Eco-efficiency is a priority in the design of our stores, which 
is why we are committed to making all Zara stores eco-
efficient in 2019 and all other stores eco-efficient in 2020.
To achieve this, we rely on the Eco-efficient Store Manual, 
which seeks to ensure that its efficiency and sustainability 
requirements are fulfilled. Such Manual defines the 
technical requirements for the different installations and 
systems of all the stores, as well as the operations to be 
carried out. In 2019, we had 5,891 eco-efficient stores, 
which represent 92.7% of the Group’s own stores, and 
Zara has already become the first brand of the Group 
whose stores comply with the criteria of the Eco-efficient 
Stores Manual.
We are currently focusing our efforts on increasing 
the number of stores connected to the centralised 
consumption management platform, Inergy, which is 
capable of monitoring the network of connected stores 
so that they can be adapted to the energy consumption 
reduction objectives posed in our Sustainability Roadmap 
by optimising energy consumption and consequently 
reducing our environmental impact. At the end of 2019, 
3,587 own stores were connected to Inergy.
Thanks to all these implemented sustainability and energy 
efficiency measures, the relative energy consumption 
per square metre at our stores has been reduced by 6% 
compared to the preceding year, despite the total increase 
in the surface area of our facilities. 
Estimated electricity consumption 
at own stores (MWh) (*)
2015
2016
2017
2018
2019
1,564,345
1,610,556
1,655,454
1,705,639
1,632,248
Global electricity 
consumption at 
stores (MWh)
Relative electricity 
consumption at 
stores (kWh/m2)
Relative electricity 
consumption at 
stores (Wh/€)
433.36
74.85
415.87
69.09
399.84
65.34
394.40
65.24
370.73
57.71
(*)	  The electricity consumption has been calculated on the basis of actual 
data on the central monitoring platform. In order to estimate average 
consumption, the data from 1,639 stores has been used, 100% of which are 
eco-efficient.
Thanks to the eco-efficiency measures implemented in 
Inditex-owned stores, significant energy savings have been 
achieved, particularly in air conditioning systems, as these 
are able to achieve energy yields and efficiency that are at 
least 20% better compared to conventional equipment.
All these actions to encourage energy efficiency, added 
to the materialisation of our commitment to renewable 
energy, has led to a reduction in GHG emission from our 
business activity.
Meanwhile, at the end of the year, the Group has 40 owned 
stores that have been certified under the sustainable 
construction standards LEED and Breeam: 29 of them are 
LEED Gold, 10 are LEED Platinum and one is Breeam. During 
the 2019 corporate year, we obtained 2 new certifications 
(Oysho – Place du Molard Geneva, Zara – Brickell City 
Center Miami).
Our commitment: all Zara 
stores eco-efficient in 2019 
and all other stores by 2020. 
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103-2, 302-1, 302-4, 302-5, 305-6

Certification of our stores
BUILDING
LOCATION
CERTIFICATION
Zara Park House 
London
LEED Platinum
Zara Serrano 
Madrid 
LEED Platinum
Zara Via del Corso
Rome
LEED Platinum
Zara Kangnam 
Seoul
LEED Platinum
Zara Compostela
A Coruña 
LEED Gold 
Zara Kalverstraad
Amsterdam
LEED Gold 
Zara Plaza Cataluña 
Barcelona
LEED Gold 
Zara Puerta del Angel 
Barcelona
LEED Gold 
Zara Ismail Building 
Bombai
LEED Gold 
Zara Madero- Mexico
Mexico
LEED Gold 
Zara Krakow 
Krakow
LEED Gold 
Zara Geneva 
Geneva
LEED Gold 
Zara Castellana 
Madrid 
LEED Gold 
Zara 
Melbourne
LEED Gold 
Zara Brickell City Centre 
Miami
LEED Gold 
Zara Broadway Soho 
New York
LEED Gold 
Zara Oslo 
Oslo
LEED Gold 
Zara Opera 
Paris 
LEED Gold 
Zara Champs Elysees
Paris 
LEED Gold 
Zara Nanjing
Shanghai
LEED Gold 
Zara Haas Haus Vienna 
Vienna 
LEED Gold 
Pull&Bear Rotterdam 
Rotterdam
LEED Platinum
Pull&Bear Preciados 
Madrid 
LEED Gold 
Pull&Bear Gran Via 
Madrid 
LEED Gold 
Massimo Dutti Serrano 
Madrid 
LEED Platinum
Massimo Dutti Colon 
Valencia 
LEED Platinum
Massimo Dutti Sant Feliu 
Palma de Mallorca 
LEED Gold 
Massimo Dutti Paseo Borne 
Palma de Mallorca 
LEED Gold 
Bershka Berlin 
Berlin
LEED Platinum
Bershka  Colon 
Valencia 
LEED Platinum
Oysho Diagonal 596 
Barcelona
LEED Gold 
Oysho Paseo de Gracia 
Barcelona
LEED Gold 
Oysho Place du Molard 
Geneva
LEED Gold 
Oysho Roma
Rome
LEED Gold 
Oysho Paris
Paris 
BREEAM Bueno 
Zara Home Munich
Munich
LEED Gold 
Zara Home 
Palma de Mallorca 
LEED Gold 
Zara Home Champs Elysees
Paris 
LEED Gold 
Zara Home The Place 
Beijing
LEED Gold 
Uterqüe Serrano 
Madrid 
LEED Platinum
The eco-efficiency measures implemented at our own stores 
have allowed us to achieve major electricity savings.
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Our sustainability model · Global and cross-cutting sustainable approach
103-3

Zara.com: Working to make our online 
store an eco-efficient web page
The images, videos and information of zara.com are 
housed at its own data centres and on external servers, 
which allow streamlining and storing information.
Our main Technology Centre is located at our offices of 
Arteixo (Galicia). This centre consumes energy that is 
100% from renewable sources, and it is certified as LEED 
Platinum by the U.S. organisation Green Building Council. 
In addition, in 2019 and 2018 it maintained its ISO 50001 
standard, certifying its energy management and more 
sustainable and efficient energy use. 
To streamline access to our web page throughout the world, 
we also work with external servers. In 2019, 100% of the 
energy consumed by these servers also came from renewable 
sources.
04.03/ Management of 
energy in transport and 
distribution efficiency
The efficiency of our network of logistics centres is a 
determining factor for us to be able ship our products to stores 
twice per week. Moreover, at Inditex we understand that the 
optimum management of transport and packaging is key to 
making more efficient use of resources, thereby reducing the 
emissions associated with our processes. In this regard, we 
believe that the commitment to sustainability and efficiency 
also has a positive impact on the business.
In order to improve the efficiency associated with our 
distribution and logistics operations, various actions have 
been taken:
-- We continue working towards consolidating aerial and 
maritime imported goods, which has resulted in savings 
for the Group of 72,357 overland km on a European level 
in 2019.
-- We continue to implement measures to optimise packing 
and packaging and to increase multimodal transport in 
certain flows.
-- We continue to improve on the density of our shipments, 
which results in a savings of resource consumption 
and optimisation of transport. Specifically, we have 
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172
103-2, AF21

continued to improve box-packing controls thanks to 
the introduction of new protocols for load optimisation, 
revision and adjustment.
-- For another year running, we continue to use the fleet of 
mega-trucks and to increase the number of routes using 
giga-trailers, which has enabled us to increase the load 
volume of the trucks, thus reducing CO2 emissions. 
-- Once again this year, we have carried out a significant 
effort in truck load optimisation to reduce the number of 
vehicles (2,000 less in 2019) along European road routes. 
This measure has brought about savings of 3,400,000 km 
and associated emissions. 
-- In order to leverage the flows along the routes servicing 
the European stores and in an effort to avoid empty 
return truck runs, we use these trucks for goods returns 
to Spain. During the year we have used 5,400 return truck 
runs, resulting in savings of 9,200,000 km and associated 
emissions.
-- 85% of the fleet of our overland transport suppliers, 
accounting for 66.7% of total business turnover of primary 
overland transport, meets the Euro VI motor standard, the 
most exacting at present in matters of nitrogen oxide and 
particle emissions. 
(1)	 Electrical consumption by electrical vehicle charging points in Group central service facilities, own logistics centres and own factories.
-- Moreover, we have continued to promote the use of 
trailers using LNG (Liquified Natural Gas), using this type 
of vehicle in continuous flows and covering over 540,000 
km carrying Group goods in 2019.
-- In China we have begun to implement the use of electrical 
vehicles for last mile delivery to stores, with deliveries made 
in 42 cities by the end of this year. We have thus managed 
to implement this form of transport in 67% of stores, which 
translates into the reduction of GHG emissions and air 
pollution in cities.
Our employees also get involved 
in reducing GHG emissions 
Since 2019, all our office employees can go to work using 
the shuttle bus service or sharing a vehicle thanks to the 
implementation of WESHARE.
Likewise, we have provided electric vehicle charging 
stations at our headquarters. During this financial year, over 
47,000 kWh1 have been supplied, which help to avoid the 
emissions associated with the use of fossil fuels.
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Our sustainability model · Global and cross-cutting sustainable approach
103-2

05/ Water management
The Global Water Management Strategy constitutes the 
roadmap that allows us to work with all our stakeholders 
towards a sustainable and rational water management. Our 
bases for water management follow the principles included 
in the initiative, CEO Water Mandate, promoted by the United 
Nations Global Compact. Environmental and social aspects 
are associated in this initiative, given that water in the world 
affects the quality of river ecosystems, and it is therefore a 
resource that depends on the development of communities.
05.01/ Water management 
in distribution and at 
the point of sale
The largest consumption of water corresponds to domestic 
use, namely cleaning and toilets, ensuring discharge 
through municipal wastewater systems. On the other hand, 
in industrial processes water is mainly used to generate 
steam and for closed-circuit cooling systems, which use 
recirculation systems. 
WATER consumption (m3) (*)
2,224,432
2,167,305
2,261,407
2,145,804
2,068,661
Water consumption 
(m3)
Relative water 
consumption (litres/m2)
Relative water 
consumption (ml/€)
332.48
339.25
95.42
103.70
319.41
89.26
285.37
82.07
259.50
73.13
2015
2016
2017
2018
2019
(*) The calculation methodology has been updated to provide greater precision. 
The consumption by own stores has been calculated based on the net 
expenditure per store. The specific average price of 20 markets has been 
used. For all other markets, we have used the average of m³/m² per format. 
As a result, the water consumption data for 2018, 2017, 2016 and 2015 have 
been updated.
	
When calculating the water consumption of centres, certain consumption 
figures for January have been estimated, given that the data were not 
available at the time when this report was being prepared.
	
The 2018 figure has been updated from the one presented in the Statement 
on Non-Financial Information.
	
The surface areas of the logistics centres, headquarters and own factories 
have been updated.
In 2019, thanks to the implemented water savings and efficiency 
measures, we reduced relative water consumption per square 
metre by 9% at our corporate headquarters, own factories, 
logistics centres and own stores. 
In order to reduce our water usage and improve reuse, 
we have installed storm tanks to collect roof rainwater for 
irrigation, road cleaning and other services. 
Moreover, it is worth mentioning that, during this year, we have 
been granted authorisation from Aguas de Galicia to reuse 
100% of water from the outflow of the treatment plant located 
in the facilities of Indipunt in Narón. The advanced technology 
installed in this facility enables water to be reused for irrigation 
of gardens and toilet systems, resulting in significant savings in 
water usage for the Indipunt facility. This water recovery project 
is the first project of its kind approved in Galicia, after having 
successfully passed the strict control procedures established 
by the Public Administration. 
	 More information about water management from page 148 of  
this Annual Report. 
In order to be able to reduce our water consumption and improve its reuse, 
we incorporate storm tanks on new projects in order to recover water.
Inditex · 2019 Annual Report
174
103-2, 103-3, 303-1, 303-2, 303-3, 306-1, 306-5

Circular economy
Circularity is an essential aspect in advancing towards 
decarbonisation of the value chain. Following the principles 
of the circular economy, air quality can be improved, 
healthier and cleaner water can be promoted and 
biodiversity can be protected. All while following strategies 
that range from reusing garments to a more responsible 
and sustainable design of products, thereby managing to 
become more efficient in our use of resources. 
The objective is to transform the concept of waste so that 
it is considered a valuable resource that can be recovered 
and reintroduced as a raw material in production systems. 
In addition, and applying eco-design techniques, it is 
possible to not only extend the useful life of products and 
materials, but also maximise their recycling possibilities, 
consequently attacking the generation of waste at its origin.
In order to accelerate the transformation of industry 
in terms of circularity, we are working in collaboration 
with different forums and organisations, such as the 
Sustainable Apparel Coalition and the Policy Hub. In these 
forums, we share our experiences and best practice with 
other industry players (brands, retailers, manufacturers, 
suppliers, NGOs, authorities, scholars, etc.) to generate 
systemic improvements in the industry. 
The circular economy is one of two core axis of Inditex’s 
sustainability strategy, considering both the materials and 
the processes used to make its garments. Consequently, at 
Inditex we aim to select more sustainable raw materials, to 
reduce the consumption of paper, plastic, cardboard, etc. 
In order to: 
-- Give garments or materials a second life.
-- Transform waste into raw materials.
-- Generate the least possible waste.
-- Improve the optimisation of raw materials. 
Three initiatives have been developed to achieve these 
goals: Closing the Loop, Zero Waste and Green to Pack.
Our commitment: 100% of stores with containers 
to collect used garments in 2020.
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Our sustainability model · Global and cross-cutting sustainable approach
103-2

01/ Closing the Loop
01.01/ Collect, Reuse, Recycle
These are the three cornerstones on which our programme 
for collecting used clothing is based, which seeks to extend 
the useful life of textile products through reuse or recycling 
whenever it is possible to give them a second life. 
We therefore collaborate with numerous, local non-profit 
entities, with specialists in various technologies and with 
companies that specialise in recycling. 
At Inditex we are working so that, by 2020, this 
programme will be available at all the Group’s stores 
worldwide by collaborating with different social 
organisations in different markets, in order to benefit 
the local community in every area of influence where 
this programme is under way. 
Collect
Inditex seeks to close the life cycle of the products and 
materials used during its activity. In the case of fabric 
cutting waste in the factories in which we produce our 
garments, we are developing programmes to collect this 
cutting waste for subsequent recycling and creation of 
new textile fibres, such as recycled viscose, polyester 
or cotton.
As for used garments, we have installed clothing collection 
containers in our stores and logistics centres and have 
funded the installation of containers on the streets of 
various cities, in collaboration with several non-profit 
organisations, business specialising in recycling, social 
institutions and the Third Sector. 
The collected garments are donated to non-profit 
organisations such as Cáritas, Red Cross, CEPF, Le Relais, 
Liga Solidaria or Casa de la Amistad, where they are 
separated and classified for best use. 
Reuse
Collected garments that are in good shape are reused, 
either directly or after repair, by non-profit stores with which 
we collaborate. They donate the garments to persons at 
risk of social exclusion or sell them in their second-hand 
stores to obtain funds and subsidise their social and 
environmental projects.
Since 2015, over 49,479 tons of garments, footwear and 
accessories have been donated. 
Recycle
To close the cycle of garments that cannot be reused or 
the fabric cutting waste, we work with various business 
organisations and universities to promote the innovation 
and development of new more sustainable materials and 
technologies to help recycle textile waste.
At Inditex we collaborate with renowned entities such as the 
Massachusetts Institute of Technology (MIT) and Cáritas, 
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176
103-2, 301-3

among others, to advance in textile recycling processes and 
technologies that help us to meet our circular economy strategic 
goal. In 2019 we have managed to exceed the commitment set 
for 2020 with the Global Fashion Agenda of an investment of 
3.5 million dollars in this area.
In 2019 we entered into an agreement with the 
Massachusetts Institute of Technology (MIT), resulting 
in the creation of the Inditex Materials Science and 
Engineering Fellowship Fund with the MIT Department of 
Materials Science and Engineering. The goal of this chair is 
the promotion of research in sustainability, with funding of 
one million dollars. 
In addition, in 2019 the first triennial edition of the 
MIT-Spain INDITEX Sustainability Seed Fund ended, 
through the MISTI (International Science and Technology 
Initiatives), which encourages research collaboration 
between MIT professors and students and their 
colleagues at universities and research institutes in Spain. 
The purpose of the fund is to finance research in areas 
such as new textile recycling techniques or the creation 
of new fibres based on sustainable technologies. For this 
first version, from Inditex we allocated the amount of 
450,000 dollars. The second edition will cover the 2020-
2022 period.
01.02/ Clothing collection 
programme
This programme refers to collaboration between Inditex and 
non-profit social organisations for the collection of garments, 
footwear and accessories that are not going to continue 
being used, thereby giving them another life. The social 
organisations are in charge of managing the garments and 
receiving the profits they represent, with the main objective of 
continuing to develop social and environmental projects.
Main objectives
-- Offer our customers the best collection channel for used 
clothing, footwear and accessories, thereby ensuring the 
best destination of garments.
-- Prevent used garments from ending up in the waste flow, 
and improve textile recycling systems.
-- Provide the best possible use for the collected garments, 
consequently maintaining the use value for the longest 
possible time.
-- Help to finance social and environmental projects, and 
collaborate with our partners on developing the necessary 
skills and experience to build sustainable and successful 
systems.
WHO CAN DEPOSIT 
PRODUCTS IN THE 
CONTAINER?
// Store employees and 
customers.
WHERE WILL THE GARMENTS 
FROM THE CONTAINER END UP?
// Reuse.
// Recycling.
WHAT TYPE OF PRODUCTS CAN I DEPOSIT?
// Garments and home textiles, shoes, accessories and costume jewellery.
// Of any brand or origin.
// They can be mixed in the same bag.
// Sales at their stores
// Donation
CUSTOMER
REUSE
USED 
PRODUCT
COLLECTED 
PRODUCT
home  
pick-up(*)
RECYCLING
STORE 
EMPLOYEE
CONTAINER
SOCIAL 
ORGANISATION
// Collection
// Classification
// Preparation
// Use 
HOW DOES THE CLOTHING COLLECTION PROGRAMME WORK?
SOCIAL EMPLOYMENT
Employment of persons 
at risk of exclusion.
SOCIAL DEVELOPMENT
Financing for social 
development initiatives.
(*)	 Zara also offers its customers in Spain (except for the Canary Islands) 
and in Shanghai, Beijing, Paris, London and New York the possibility of 
picking up their donations when it delivers online orders to their homes.
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Selection of social organisations
Collaborators on the programme are chosen after a 
comprehensive analysis by Inditex. The basic requirements 
that must be met to be able to collaborate on the programme 
are the following:
-- Be officially registered as a non-profit organisation.
-- Provide official, externally verified information (annual 
report of activities, annual accounts, etc.).
-- Have over 5 years of activity.
-- Have experience on textile management programmes.
-- Have their own financing. 
Uses of garments 
The main objective of the programme is to give donated 
garments a second life, thereby preventing them from 
ending up in a landfill and consequently having an impact 
on the environment. The main uses for garments are the 
following:
-- Reuse with a social purpose (donation).
-- Recycling and transformation of garments into other 
textile products (upcycling).
(1)	 We have established a list of countries to which our collaborators cannot send garments, due to either legal or operational reasons - thereby assuring the correct 
processing of textile waste. Likewise, the impact that imports could have on the textile industry has been taken into account
-- Recycling into new fibres and materials sent to the non-
textile industry (downcycling).
-- Sale at second-hand stores to finance social projects.
-- International sale (only to certain, contractually defined 
countries1).
-- Energy recovery (it cannot exceed 5% of the total of 
garments).
Other commitments of 
our collaborators 
Collaborators undertake to comply with: 
-- Inditex’s Codes of Conduct: collaborators undertake to 
comply with the following codes of conduct: “Responsible 
Practices of Inditex” and “Responsible Practices for 
Manufacturers and Suppliers”.
--  Periodic data reporting: In order to correctly monitor the 
programme, our collaborators periodically send information 
about the garments that have been collected through the 
programme. We thus know the quantity of collected garments 
and the use that they are given.
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Challenges
-- Create a social and environmentally responsible solution 
for textile waste.
-- Maximise circularity in the recovery of raw materials.
-- Raise society’s awareness about the use and end of life of 
textile products.
-- Innovate in the industrial fabric for recycling, with a social 
dimension.
-- Identify possible synergies in the area of textile recycling.
-- Dignify the social delivery of clothing to disadvantaged 
persons who need it.
-- Generate social employment and industrial capacity.
01.02.01/ Our programme in figures
Fully implemented in corporate headquarters, logistics 
centres and own factories. 
The programme is active in a total of 2,299 stores in 
46 markets, in collaboration with 45 different social 
organisations, thus fulfilling the commitment undertaken 
by Inditex with the Global Fashion Agenda one year earlier 
than expected.
All the brands of the Group collaborate with the programme. 
In 2019, the programme was already implemented at 1,206 
Zara stores in 46 markets throughout the world. 
Bershka, Oysho and Pull&Bear have deployed the 
programme in international markets.
In 2019, the programme was also available for online 
customers of Zara in Paris, London and New York, to be 
added to those already in existence in Spain and in China 
(Beijing and Shanghai). 
In Spain, in collaboration with Cáritas, collection containers 
have also been placed in the streets, reaching a total of 
1,856 containers by the end of the year. 
In 2019, we renewed our agreement with Cáritas according 
to which we will contribute 3.5 million euros to the textile 
project over the next three years. It fosters the collection of 
used clothing and footwear to be reused or recycled as part 
of a process that promotes the integration and contracting 
of persons at risk of social exclusion. The funding will be 
used to install 300 containers to collect garments in cities 
all over Spain and to improve the traceability systems of this 
collection and promote the Cáritas network of secondhand 
stores known as Moda Re-.
AMERICAS
EUROPE
AFRICA
ASIA AND  
REST OF WORLD
MARKETS WITH THE CLOTHING COLLECTION PROGRAMME
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02/ Zero Waste
02.01/ Our commitment
We are working towards the goal of ensuring that, by 
2023 and by integrating the Circular Economy concept in 
our business model, none of the waste generated by our 
activities in offices, logistics and stores ends up in a landfill. 
To achieve this goal we have Zero Waste, a programme 
designed to collect, classify, recycle or recover the waste 
generated at our facilities. 
The appropriate waste classification at our facilities is 
the main essence of the Zero Waste programme, as duty 
classified waste becomes material resources. We have 
developed internal devices to optimise the separation 
and compacting of such materials, reducing greenhouse 
gas (hereinafter, GHG) emissions associated with their 
transport and improving ergonomics during operation.
We classify our waste according to the European Waste 
List (EWL) and the transpositions thereof into national and 
regional legislation. The waste that is mainly generated, as 
it can be observed in the following graph, is cardboard and 
paper, plastic, wood, metal and the textile remains, and this 
waste is managed by legally authorized managers for the 
subsequent recycling thereof. 
Cardboard and Paper
Wood
Other urban waste
Plastic
Textile waste
Metal
Hazardous waste
62.8%
16.1%
13.6%
3.8%
2.1%
1.1%
0.3%
Our commitment: to achieve that by 2023, none of the waste generated 
by our activities in offices, logistics and stores ends up in a landfill.
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Shown below is a graph with the waste generated at our headquarters, own factories and logistics centres.
2019 
2018
2017
2016
2015
ABSOLUTE DATA ON NON-HAZARDOUS AND HAZARDOUS WASTE (KG)
14,663,000
78,000
498,000
3,182,000
893,000
268,000
3,770,000
14,194,000
63,000
521,000
2,575,000
712,000
166,000
3,609,000
13,111,000
51,000
523,000
2,579,000
690,000
300,000
3,727,000
12,243,000
68,000
576,000
2,401,000
776,000
255,000
2,898,000
11,066,000
52,000
1,831,000
1,966,000
745,000
720,000
2,071,000
 Cardboard and paper  
 Wood  
 Plastic  
 Textile waste  
 Metal  
 Hazardous waste  
 Other urban waste  
The expansion of our logistics capacity has caused a slight 
increase in the generation of materials, but thanks to the 
commitment of our employees, we’ve been able to reduce 
the mixed fraction by 6.6% with respect to the total, and 
we’ve improved its subsequent recycling and recovery, 
thereby turning it into a new raw material.
Moreover, in line with our commitments, we are working in 
several areas, cited below, to reduce the use of unnecessary 
packing and packaging. The packing and packaging that 
accompany our products (bags, labels and protective items) 
are managed by the Integrated Packing and Packaging 
Management Systems available in the markets where the 
Group operates. This means that each one of our brands 
pays an authorised non-profit waste manager in every market 
(for instance, Ecoembes in Spain) for the cost to collect 
and manage the packing and packaging materials used for 
customers. 
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Reused or Recycled Waste
In accordance with our commitment and thanks to the 
efforts and commitment of our employees, the waste 
generated at our headquarters, at Inditex factories and 
at logistics centres is separated at the origin, collected 
and managed by legally authorised managers for the 
subsequent recycling thereof (in the case of paper and 
cardboard, wood, plastics, metal and textile remains, 
mainly), and it is given other appropriate processing 
that allows recovery and adequate environmental 
management. 
The graphs of the evolution of recovered products to be 
sent to recycling are shown below. 
Non-hazardous and hazardous waste 
recovered to be sent to recycling (kg)
2015
2016
2017
2018
2019
16,479,179
16,847,749
18,420,632
19,247,222
21,297,860
During this year, 91% of the Group’s hazardous and non-
hazardous waste (headquarters, logistics centres and 
Inditex factories) was sent for reuse and recycling via the 
aforementioned circuits, thus preventing the use of virgin 
raw materials.
We collaborate with waste management companies to 
find new solutions for the materials that we collect at our 
facilities. Thanks to this work together, we have been able 
to develop mechanisms to turn those materials into new 
ones for subsequent use in our activities, such as the 
inclusion of cardboard from our own facilities in online 
boxes of Zara.com and plastic in different consumables 
used in our primary packaging system, in contact with the 
product, and from logistics. 
Thanks to the separation tasks at the origin and 
subsequent delivery to a legally authorised manager, 
in 2019 we managed to ensure that around 93% of our 
hazardous waste was recycled, recovered and adequately 
processed for reclamation. The main hazardous waste 
that is generated is presented below.
Our recycling and reuse activity covers many other areas. 
For instance, alarm tags are also reused, having collected 
1,302 million over the year. 
Single Hanger
In addition, in 2019 Zara began implementing the “Single 
Hanger” project in stores all over the world. It consists in the 
development of a single hanger for transporting garments 
from textile suppliers to the stores and for subsequent 
display in the store. The hanger is continuously reused 
through closed circuit systems.
Thanks to this programme, we are working together with 
hanger suppliers and our internal teams to unify models 
and materials for these products and to establish closed 
circuits that improve traceability and the reuse and 
recycling capacity.
In line with our commitment to the circular economy, the 
old hangers that are being removed from the stores while 
this project is being implemented are being recycled to 
generate new materials for use in other new products.
Training
At Inditex we encourage actions to reduce at source and 
to enhance recycling via training projects designed for 
our employees. In 2019 a number of waste management 
training courses have been provided at the Group’s 
facilities, with 1,905 employees. To support such training, 
a pilot project based at Inditex headquarters has been 
developed, consisting of a web application allowing 
employees to check the use of every waste product 
depending on the type of container available in each of 
the areas. 
Type of waste (kg)
Final treatment
2015
2016
2017
2018
2019
Batteries
Recycling
9,532
7,945
6,580
9,193
8,227
Electronic waste
Recycling
10,094
9,776
10,149
25,091
41,329
Fluorescent bulbs
Extraction of gas and recycling
5,387
26,000
6,207
3,446
5,390
Used mineral oil
Recycling
15,080
8,242
5,083
6,766
6,066
Contaminated absorbents
Energy recovery and controlled elimination
2,786
4,969
5,818
6,873
5,689
Contaminated plastic containers
Recycling
1,366
1,521
1,740
1,061
1,365
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03/ Green to Pack
Our Green to Pack programme sets the quality standards 
of our packaging, enabling the use of recycled materials, 
the extension of its useful life and subsequent recycling. 
This helps to reduce consumption of resources and to 
optimise transport. 
Over 14,000 tons of our own 
cardboard recycled for new boxes 
of Zara online shipments
Zara Home has eliminated plastic 
from its online orders
Zara eliminates all plastic bags in its stores
03.01/ Cardboard Boxes
One of the Green to Pack initiatives is based on improving 
the quality of the cardboard boxes used to ship our 
garments from the suppliers. This increases the useful 
life of our boxes which can be used up to five times before 
being recycled.
At the same time, we strive to recycle these boxes at the 
end of their useful life. This recycled cardboard is used to 
manufacture the boxes used for Zara online shipments. The 
quantity of cardboard collected in 2019 at our warehouses 
and introduced into the circularity flow of the Zara online 
box exceeded 14,000 tons. 
At present all the Group’s brands form part of this 
programme, which has enabled the project to be 
consolidated during this year, having acquired 14,740,028 
certified boxes via 827 suppliers. 
Within the scope of e-commerce, during this corporate 
year, in Zara online shipments we increased this use by 15 
percentage points over traditional boxes. Moreover, along 
this line, in all our brands we have incorporated new markets 
to the paperless purchase receipt. Thanks to both measures, 
232 tons of paper have been saved.
03.02/ Plastic
Zara has eliminated 100% of plastic bags in its stores 
in 2019, and other brands –like Zara Home– have also 
changed over to paper bags before the target date. 
Throughout this year, Zara Home has eliminated plastic 
from its online shipments, which no longer have an outer 
bag. During the year, all other Group brands have advanced 
in terms of eliminating the outer plastic bag in online 
shipments. 
All these efforts are in line with the Company’s objective to 
eliminate single-use plastics with customers by 2023 and the 
objective to ensure that all plastics used in our activity can be 
reused or recycled, such that they are reintroduced into the 
circuit.
The approach adopted regarding plastics, as well as 
the results obtained, are reported to the Ellen MacArthur 
Foundation, following our commitment to the New Plastics 
Global Economy Commitment, driven by that foundation in 
cooperation with United Nations Environment.
The working plan that is currently being developed 
contemplates reducing the quantity of plastics in our 
packaging, thereby advancing towards models of reuse 
such as the single hanger project and innovation together 
with our suppliers to implement a nomenclature system, 
thereby allowing us to improve traceability and increase the 
quantity of recycled content of our plastic packaging.
Microfibres
Inditex is committed to developing more sustainable products by taking into account their complete life cycle. As a part of this 
commitment, we are working with the main universities, research centres and international scientists, as well as with other 
industries and advocacy groups, on jointly exploring specific ways to reduce the release of microfibres and, above all, to prevent 
them from reaching the oceans. Specifically, we are researching and innovating along the main lines of: design, manufacturing 
and final use. Currently, we are an active member of the Microfiber Consortium, a consortium that is focused on facilitating the 
shared development of practical solutions within the microfibre framework of the textile industry. 
Our commitment: Elimination of plastic bags in all brands of the Group 
by 2020. Elimination of single use plastic for the customer by 2023.
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