TY - GEN
T1 - Inditex: Outsourcing in Tanger
AU - Vernis Domènech, A.
PY - 2006/12/1
Y1 - 2006/12/1
N2 - Centers on the Inditex Group (Industria del Diseno Textil), a Spanish corporation that ranks among the world fashion industry leaders along with companies such as GAP, Nike, Benetton, and H&M. Inditex owns several brands, including Zara, Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home, and Kiddy's Class. To respond to repeated attacks by NGOs, the company had initially pursued a reactive corporate social responsibility (CSR) strategy. However, it was now actively working on the implementation of a CSR plan that spanned its whole production and sales processes, focusing on working conditions at the company's manufacture outsourcing shops. Its strategy addressed profound structural changes undergone by the industry and the company itself. While in 1980 all production operations were based in Spain, by 2003 Inditex had expanded to include production centers as well as certified suppliers in the Americas, Africa, Europe, and Asia. On the other hand, the initially family-owned company had gone public at a world level. At the time, several NGOs had begun to look into and report on the overall textile sector in the midst of a campaign against labor exploitation, child labor, and corporate social irresponsibility at large. This situation posed new challenges for the company, especially regarding labor, and workers' social and economic conditions. In order to face these challenges, a Corporate Social Responsibility Department and a Social Council were created to ensure that corporate actions reflected the company's social responsibility and commitment and to communicate sustainability values and respect for human rights across the board.
AB - Centers on the Inditex Group (Industria del Diseno Textil), a Spanish corporation that ranks among the world fashion industry leaders along with companies such as GAP, Nike, Benetton, and H&M. Inditex owns several brands, including Zara, Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home, and Kiddy's Class. To respond to repeated attacks by NGOs, the company had initially pursued a reactive corporate social responsibility (CSR) strategy. However, it was now actively working on the implementation of a CSR plan that spanned its whole production and sales processes, focusing on working conditions at the company's manufacture outsourcing shops. Its strategy addressed profound structural changes undergone by the industry and the company itself. While in 1980 all production operations were based in Spain, by 2003 Inditex had expanded to include production centers as well as certified suppliers in the Americas, Africa, Europe, and Asia. On the other hand, the initially family-owned company had gone public at a world level. At the time, several NGOs had begun to look into and report on the overall textile sector in the midst of a campaign against labor exploitation, child labor, and corporate social irresponsibility at large. This situation posed new challenges for the company, especially regarding labor, and workers' social and economic conditions. In order to face these challenges, a Corporate Social Responsibility Department and a Social Council were created to ensure that corporate actions reflected the company's social responsibility and commitment and to communicate sustainability values and respect for human rights across the board.
M3 - Case study
ER -
