24,000 professionals world-wide, who each day tackle the same goal that we set when we opened that first store: to satisfy the needs of our customers with the latest in fashion. [In 2000]
All of the chains in our group will continue to strive to bring their concept of fashion to new customers all over the world. [In 2000]
All the professionals making up Inditex are keeping up their commitment to high quality standards, customer focus and innovation in their work. [In 2002]
As regards working rights, Inditex has gone ahead of the legal regulations in force by including certain measures to reconcile work and family life and to ensure non discrimination in any field. [In 2006]
At 53.5% in 2004, the company’s gross margin is up on recent years due to better sales management in all of our chains.
Attempt to seduce the customer with the latest fashion, the finest design, and the most attentive service.
Business efficiency is… an expression of the quality of the management of our business, the complex network of activities of a vertically integrated fashion distribution group, which designs, produces and sells in three continents. [In 1999]
Companies are comprised of human beings without the effort, professionalisms and motivation of whom, no achievement could be made.
Die of success? Give me a break! We’ve only just started!
Each employee’s sense of initiative, the enthusiasm our teams display in the course of their daily work and the motivation they convey to other teams are the real secrets of the Group’s success. [In 2009]
I am the property of my business, not the reverse.
I believe… I have always made clear to you both my passion for this sector of fashion and my confidence in the specific model in which Inditex is participating, reacting instantly to what the customer is looking for. [In 2008]
In 2007, upwards of 10,000 new employees have joined the Group, whose total staff amounts to 79,517 individuals of 140 nationalities. This is undoubtedly one of the greater strengths of our Group, if not the greatest.
Innovation and commitment towards our customers define our corporate culture…
Innovation and constant improvement… must keep on being the motivating idea of our Group throughout the 21st century.
International expansion, carried out both independently and through agreements with other companies, is the objective that cannot be delayed and will allow us, through diversity, to enrich our culture and vision of the market.
It is this human factor – the motivation of almost 90,000 individuals working towards a single objective – that has allowed Inditex to continue to make a commitment to growth, obtaining outstanding returns from all our investments. [In 2008]
It may be safely said that Inditex understands transparency not only as a formal obligation but, primarily as the way to show the stance of the company with regard to certain issues that both shareholders and employees, customers and social actors in general demand more insistently nowadays…
Its main objective… the growth of the Inditex group. Its daily task is marked by self-improvement and the continual search for new opportunities. [In 1999 on the main objective of the 14,000 professionals of the Inditex Group]
I would like to underscore an issue which in my view is essential in such a sizable Group as Inditex. I am talking about the human ‘touch’: matters such as team building, internal motivation, promotion, reconciliation of work and family or training of officials, all of which are a key for a steady progress and success of a company such as ours. This idea must permeate all the spheres of the company. [In 2007]
Just as we did in that first store which opened its doors… 25 years ago, we will expose ourselves daily to public scrutiny and attempt to seduce the customer with the latest fashion, the finest design, and the most attentive service.
Last year marked the 25th anniversary of the opening of the group’s first store. A lot has changed since then, from the world we live in, to the company itself. But one thing hasn’t changed – the innovative spirit and urge for improvement that was the driving force back then. [In 2000]
More than 12,000 people from many different countries currently make up our group. This diversity is synonymous with open-mindedness and flexibility, and pushes us to continue evolving, with enthusiasm and perseverance, towards new projects. [On Inditex in 1998]
Of course, expansion will continue with the opening of new stroes for all the concepts and with entering new markets. [In 2002]
Once again we will have to be enthusiastic and exacting in order to convert ideas and projects into reality… [In 1999]
One of the major efforts of Inditex since its foundation has been to be an absolutely transparent company in the eyes of the world. Inditex has kept an open-doors policy for everyone: customers, institutions, shareholders, investors, suppliers…
One thing hasn’t changed – the innovative spirit and urge for improvement that was the driving force back then.
Our medium and long term strategy has not only not been modified but indeed the fundamental lines set down over the last few years have become even more evident in the course of 2008: we have reinforced the presence of all our concepts on the main European markets, with special attention to those in which we can see the greatest potential for the future, and we have redoubled our commitment to expansion in Asia. [In 2008]
Putting our capacity for profitable growth in the long term to the scrutiny of investors.
Retail business, as we understand it in Inditex, requires our constant attention in order to improve our model and give a quick response to the market demands and to the expectations of our customers.
Since the approval of our Code of Conduct in 2001, in 2006 progress has been made in defining the action guidelines to ensure an adequate response to our commitment towards social and labour rights, and the improvement of life conditions in the surroundings of the production centres of our products.
Store employees have the best understanding of…customer tastes.
The commitment made by the company to offer quality from all points of view: design, quality, customer service.
The company has actually kept its satisfactory growth pace and has met the strategic goals it had set, both financial and social, with a remarkable regularity. [In 2007]
The creation of new chains and the widening of our product ranges is our response to the new opportunities of the environment. [In 1998]
The customer has always driven the business model…
The desire for innovation and constant improvement with which we began this project 36 years ago is the motivating idea which has guided us up to the present time. Now we have the privilege of seeing how this original idea, from which many others, with an open and creative mind, have emerged and continue to emerge, has converted itself into the Inditex Group. [In 1998]
The dividend proposal made by the Board of Directors to the Shareholders Meeting, showing a strong increase through surplus dividend, signals the beginning of an upward curve in Inditex’s dividend pay-outs, with the aim of getting to 40% in the mid-term. This does not signify by any means a department from our policy on investments, which are going to continue to grow at the previous rate, but rather is proof of our business’s great capacity to generate funds. [In 2003]
The future of Inditex is tied to our capacity to respond day by day to the demands of the market and to design and set in motion new projects which are capable of connecting with the desires of our clients around the world.
The future will be marked by the result of combining the flow of accumulated experience with the youth of those who, day by day, join the Group, and these ingredients are going to make it possible for us to continue to this great project forward with the confidence of the first day. [In 2010]
The good governance of the company – and a transparent decision – making process – is inscribed in the very culture of our group.
The group presently accounts for more than 70,000 employees worldwide who make joint efforts day after day to improve themselves. [In 2006]
The key part of Inditex’s business model is its human capital. [In 2003]
The main advantage of our model: flexibility to adapt our offer to market demands. [In 2003]
The motivation of almost 90,000 individuals working towards a single objective…
The problem of succession in businesses anywhere in the world arises from the fact that not all legal heirs are suitable. [In 1997]
To know the social, labour and environmental consequences of our activity, in addition to the mere economic ones. [In 2006]
To satisfy the needs of our customers with the latest in fashion. [On his core goal]
The soundness of Inditex’s business model has been a key factor in our performance in a year with an unfavourable worldwide economic situation. Even in these conditions, comparable store sales have grown by 11%. [In 2002]
The successful combination of intense expansion and renewed business efficiency has only been possible through the immense effort of our team at all levels of the organization.
This increase in points of sales which represented approximately two million square meters of retail area as at 31st of January 2008, is the outcome of our strategic expansion lines which have been at the core of our business throughout the latest years: consolidation of our multi-format presence in the European markets and steady growth of our presence in the Asia-Pacific area.
We are dealing with an organization that is alive, where seniority and experience live together with new generations who contribute their innovative ideas to the wealth of the company. [In 2007]
We all know that the Group has opened 560 new stores in 50 different countries during the year. This parameter not only shows the significant strategic growth decided by the Group, but most of all, it indicates the effort made by a great number of individuals… [In 2007]
We are maintaining our targets for growth, fundamentally in the most important markets on the European continent, where we will continue to concentrate openings both of Zara stores and of stores from other formats of the group. [In 2003]
We cannot limit ourselves to continuing on the path we have already opened and once again we will have to be enthusiastic and exacting in order to convert ideas and projects into reality in a world that is advancing at great speed. [In 1999]
We had the certainty of a philosophy and a business culture capable of facing up to the challenges which were arising.
We have a strong foundation… During the last fiscal year our net income rose by 27% and our net revenues by 28%. Sales in our stores located outside of Spain have now exceeded 52% of the total, which confirms our international calling. [In 2000]
We have proven that it is possible to both grow and maintain profitability levels by making the most of the competitive advantages of our business model as the Group becomes larger and more complex. Meanwhile, we continue to set ambitious goals for the Group. [In 2004]
We must be able to retain talent, keep our staff motivated and recruit new individuals in the company at a fast pace, and to achieve at the same time for the company a fresh look and the required ambition to be the driving force enabling us to meet new and ambitious purposes. [In 2007]
We must be aware that the experience we have gained is not enough to guarantee our leadership. We must also be faithful to the commitment to effort and improvement which inspires our company. [In 1998]
We must first of all refer to the continuation of the effort made by our human team, which has seen its fruit in the growth in our net sales by 16% and the opening of more than 360 points of sale worldwide. [In 2003]
We will have to continue to win the confidence of the millions of people who frequent our stores on three continents with the quality of our work.
You must appear three times in the newspapers: when you are born, when you get married, and when you die.
Zara will remain the largest and most international brand. [In 2004 for Inditex]