So, we have signed an agreement with the ONCE Foundation’s Inserta Programme as part of one of our key objectives: the development of labour relations based on equal opportunities and non-discrimination, promoting an open and inclusive working environment.
Future talent is also important, which is why we embarked on initiatives such as Aula Tendam, which deals with Sustainability, Responsibility and Innovation in fashion design in the School of Fashion Design at the Polytechnic University of Madrid. In another area, the Atelier program by ISEM of Navarra University, of which we are a part, together with the ISEM Fashion Business School, allows the group to actively contribute and provide real industry knowledge, supporting fashtech start-ups. Also in this area, at Pedro del Hierro, and working with the IED Madrid and The Woolmark Company, we took part in Merino Traveller, a fashion project bringing together design, renewable raw materials and employment training.
We continue strengthening our most emblematic social projects, such as Involucrados, thanks to the work of volunteers from the Company and social organisations. Since we started with this initiative, we have raised over €1.4 million, which have been split between more than 53 projects run by over 40 non- governmental organisations.
Another initiative of which we are very proud is “I do care”, an initiative promoted by Women’secret, but that has been adopted by everyone at Tendam, aimed at women with breast cancer. The brand, together with the Foundation Dexeus Women’s Health has created a lingerie line that is known as the Post- surgery Bra (PSB). This project has achieved the recognition of society, which has been translated into winning awards in the field of innovation and corporate social responsibility from several media organisations, such as Expansión and Cinco Días. Tendam will continue welcoming new challenges with which it can generate a positive impact by providing solutions to major social issues.
In the field of human rights, we have a firm commitment to our global supply chain. We continue with the supervision programmes that we began more than 15 years ago, improving traceability and implementing due diligence measures that allow us to make progress regarding guarantees.
Part of our commitment to society is also linked to sustainability. Examples such as the aforementioned Merino Traveller or R[eco]nsider, a collection launched by Springfield in September 2018 based on the use of organic fibres and sustainable technologies in denim finishing processes, are added to our commitment to climate change and the circular economy. We are strongly committed to caring for the environment and this is implemented through taking the appropriate steps, adapted to the reality and in a constant and sustained way.
With these initiatives and our daily work, we want to continue progressing with our commitments to the Global Compact and taking steps to achieve the United Nations Sustainable Development Goals.
Our surroundings are constantly changing and present challenges. In 2018, Tendam has shown that it is capable of overcoming these with flexibility and the ability to adapt. And we will continue to do so.
Madrid is home to its headquarters but it has offices in Barcelona and some European cities to manage its network of corporate stores. To manage its global supply chain, the company also has international offices in Hong Kong, India and Bangladesh.
|Total Own Stores||169||7||607||470||65||1.318|
|Republic of Malta||1||-||3||3||-||7|
|Total Own Stores||-||-||20||16||36|
|PUNTOS DE VENTA||CTF||PDH||SPF||WS||FF|
|Our mission||What we work every day for||To be a leading group worldwide in the lifestyle fashion sector, focused on meeting the needs of our customers, helping our employees to grow and contributing to the development of society.|
|Our vision||The goal we want to achieve||To offer our customers the best fashion; global fashion that is consistent with and committed to their lifestyle, different and diverse, represented by leading international brands.|
|Our values||The behaviour that identifies us||They reflect the beliefs that guide our behaviour.|
We are all part of and contribute to a common project. Promoting the generation of innovative and effective ideas and launching revolutionary initiatives contributes to generating value for our customers, employees, suppliers, subcontractors and franchisees and, in general, for society.
The diversity of our teams reflects the diversity of our markets and customers. This plurality and teamwork help us to better understand the business and consolidate our long-term growth.
The ambition of all of us at Tendam is to surpass our goals, to challenge ourselves and to exceed expectations every day, in order to offer our customers the best fashion.
In accordance with the Materiality Principle set out within the Global Reporting Initiative (GRI), the information presented in this Sustainability Report 2018 is intended to cover the most significant aspects of Tendam’s activities, with a view to providing a faithful account of its actions in terms of finances, social activities, environmental matters, and corporate governance.
The methodology followed to identify relevant issues, for the Company and for its stakeholders, is based on quantitative and qualitative analysis, taking an internal and external perspective.
This materiality analysis has allowed us not only to focus the content of this report so that it gives a transparent and satisfactory response to the expectations of the different internal and external audiences of Tendam, but also to obtain detailed information that can help us in the future to improve the internal management of issues identified as relevant.
This report includes all of Tendam’s activities that are corporately managed for the different brands and structured businesses. In the event of limitations to some contents, these are detailed in the section for each or in the GRI index.
The results obtained by combining the perspective of those “whose opinion counts” let us see “what really matters”.
The development of suitable solutions for the customers, promoting the creation of shared value throughout the entire value chain
We work to naturally integrate social responsibility into our activities, viewing this responsibility as an inherent part of the organisation, promoting a commitment to sustainable development.
This is structured around the five areas that encompass the most relevant matters on the issue of sustainability, related to environmental aspects, the supply chain and the well-being of the workforce.
With the goal of maximising its positive impact and integrating responsible behaviour into the management of the business and the income statement, Tendam works to maintain the responsible management of its supply chain, a close relationship with its customers, a work environment that helps attract and retain talent, environmentally-friendly behaviour and active participation in contributing to the economic and social development of the countries where we operate. This is especially important in the fashion sector, a sector full of challenges and opportunities.
The Company works to ensure a close relationship with all stakeholders, these being understood as the individuals and organisations that directly or indirectly affect the Company’s activity and/or are affected by it
We are committed to a business model where listening to the stakeholders allows it to take advantage of the opportunities available in the market. The Company is committed to transparent, two-way dialogue that allows it to deal with the challenges and opportunities that arise while carrying out the activity. The Company provides its main stakeholders with several communication channels that encourage participation and involvement and that promote a framework of relationships based on transparency, continuous improvement and fluent and ongoing dialogue.
These communication channels are managed by the relevant areas of the Company depending on the stakeholder in question. Through a consultation process, different actions and working groups are managed including: customers, employees, unions, suppliers, social organisations, etc., along with specific initiatives with different organisations on relevant topics.
Aware of the role that the Company plays in providing opportunities for people and the planet, Tendam has added the sustainable development goals approved by the UN to the Company’s strategy
The Company is committed to the implementation of the best practices and recommendations, both national and international, in the area of good governance, ethical behaviour and regulatory compliance
The share capital of Tendam Brands, S.A. is €5,000,000 represented by 5,000,000 shares of €1 par value, belonging to a single class and series. The Company is wholly owned by the Luxembourg company Castellano Investments, S.a.r.l. Tendam Brands, S.A. is the owner of 100% of the share capital of Tendam Fashion, S.L.U. (formerly known as MEP Retail España, S.L.U.) and, through this, of 94.26%  of the share capital of Tendam Retail, S.A. (formerly known as Cortefiel, S.A.).
The controlling shareholders of the Tendam group are the private capital firms CVC Capital Partners and PAI Partners.
 Formally, the holding of Tendam Fashion, S.L.U. in the share capital of Tendam Retail, S.A. was 92.29%. Leaving aside the Company’s treasury stock, the effective holding and the associated voting rights represent 94.26%. The remaining shares are owned by a small group of minority shareholders.
The General Shareholders’ Meeting is the sovereign body of the Company, where the shareholders come together to discuss and decide on matters and affairs in their domain, in accordance with the Law and Corporate articles of Association.
The General Shareholders’ Meeting meets once in the first six months of the financial year, to evaluate the Company’s management and approve the annual accounts for the previous financial year. Extraordinary Meetings take place whenever they are necessary to make other decisions.
The General Shareholders’ Meeting that approved the annual accounts for the 2017 financial year was held on Friday, 31 August 2018. An extraordinary General Shareholders’ Meeting was held on 17 May 2018 to approve the change of name to Tendam.
The Board of Directors is responsible for the representation, administration, direction, management and control of the Company, and it is responsible for establishing its general guidelines, policies and strategies. It also protects the interests of shareholders, employees, customers and other stakeholders. The Board has two advisory committees: the Audit and risk Committee, and the Appointments and Remuneration Committee.
The Audit Committee oversees the preparation and presentation of the financial information, monitors compliance with legal requirements and supervises and evaluates the Company’s risk management and corporate governance systems. Meanwhile, the Appointments and Remuneration Committee establishes and reviews the criteria that must be followed for the remuneration of the Compan
The Board of Directors is comprised of eight members: Chairman, CEO and three directors representing each of the controlling shareholders. The Board’s secretary is not a director. 12.5% of its members (22.2% including the Board Secretary) are women. Its size, structure and the qualifications of its members are in line with the complexity and needs of the group, and allow for the diligent and streamlined management of any issues that may arise.
The management committee is responsible for ensuring the implementation of the guidelines determined by the Board of Directors, doing so by establishing operating strategies for the different chains and corporate units. It is a body strongly focussed on achieving goals.
Each of the commercial chains also has its own committee for the operational and commercial management of the group’s different brands. The management committee is comprised of 11 members, 27.3% of whom are women.
Pursuant to the articles of association, the members of the Board of Directors will not receive, in their capacity as such, any remuneration. The Chairman and the directors who have executive duties will have the right to receive the remuneration that, within the limits set by the General Shareholders’ Meeting, is established by the Board of Directors. Their remuneration may consist of a fixed amount, a variable amount related to targets, remuneration in kind or contributions to long-term savings plans. They may also receive redundancy payments and compensation for any post-contractual non-competition obligations.
Pursuant to this, the Chairman of the Board receives a fixed amount as fees for professional services. The CEO is paid for his executive duties, this payment including a fixed amount plus a variable amount related to targets, while also having the right to redundancy payments and compensation for his post-contractual non-competition obligations.
The remuneration of the senior management also includes, as well as a fixed amount, a variable component linked to the achievement of targets. The senior management of the Company are understood to be those people who perform managerial functions directly reporting to its CEO.
During the 2018 financial year, the remuneration for the directors and senior managers of the Company, for all concepts, amounted to a total of €3,915,903 gross per year. By gender, it is €353,180 gross per year, on average for men, and €303,408 for women.
The directors have the obligation to notify the Board of Directors of any direct or indirect situation of conflict, that they or people related to them may have with the Company’s interests, and have, in this case, the obligation to refrain from taking part in the corresponding decision making. Likewise, they are banned from conducting activities, on their own behalf or on behalf of a third party, which entail effective competition with the Company.
Ethical behaviour and compliance with the current legislation are essential elements in the Company’s culture and strategy. Tendam requires all members of its governing bodies, executives and personnel to commit to behaving ethically and in strict compliance with the law when conducting their activities
The Internal Code of Conduct is the fundamental set of rules in Tendam. It establishes the values, principles and behaviour that the Company requires from all its professionals, based on the principles of transparency, integrity, ethics and responsibility.
The Code of Conduct details the behaviour required on the issues of conflicts of interest, corruption, fraud, privacy and relationships with customers and suppliers, among others. These commitments are possible thanks to an extensive training programme in which everyone is regularly involved, from the Management Committee itself to other managers, middle managers and other groups in the Company.
Tendam extends the commitment to these values to its supply chain through the External Code of Conduct, which imposes the same principles of transparency, integrity, ethics and responsibility on suppliers and franchisees.
The mandatory formal acceptance of the External Code of Conduct by suppliers improves the traceability of the process.
Tendam also has a Compliance Programme that establishes control measures designed to prevent and manage risks of non-compliance with the current legislation. It establishes the principles for behaviour in relation to the areas of anti-corruption and crime prevention, the defence of competition and unfair competition, data protection and money laundering, among others.
The management of the Code of Conduct and the Compliance Programme, their dissemination and the promotion of the best practices, are the responsibility of the Ethics Committee, comprised of the Human Resources, Legal and Internal Audit departments, and that reports to the Audit and Risk Committee.
The Company has a Whistleblower Channel that can be accessed both from the intranet and from the Company’s website. It allows any employee or third party to report possible irregular or unethical behaviour or behaviour that goes against the principles set out in the Code of Conduct.
To preserve the independence, transparency and security of the process, the Whistleblower Channel is managed externally, guaranteeing confidentiality and security throughout the process.
During the 2018 financial year, the Whistleblower Channel has received 1,435 visits, and 29 incidents have been reported, all relating to labour and management issues. Of these, 83% were resolved with confirmation of the reported incident and the application of the corresponding disciplinary measures. This implies a ratio of 0.22% complaints per employee.
The Company has not received any complaints about violations of Human Rights.
Tendam is a company committed to the fight against fraud, corruption, bribery, money laundering and the financing of terrorism.
To guarantee transparency and fight against practices and behaviours that are unethical and lacking integrity, the Company has different procedures, measures and controls, including:
Tendam is a company committed to social issues and regularly collaborates with foundations, associations and other non-profit organisations, as detailed in chapter 8.
However, Tendam has control protocols in place to ensure transparency and integrity in the financing of philanthropic activities and contributions to non-profit foundations and organisations.
There is a procedure for the management and control of any contributions and/or donations made by the Company. In any case, the prior signing of collaboration agreements that set the terms and commitments adopted is required. Control mechanisms are also established for financial transactions and the issuing of the corresponding donation certificates is always required.
The transparency analyses proposed by the Lealtad Foundation are used when choosing third sector organisations
The goal of the Lealtad Foundation is to evaluate the suitability of the organisations with which partnerships are established, opting in a majority of cases for certified entities.
Tendam does not take part in or finance political activities in any country or community in which it operates. In all cases, it recognises and respects the rights of freedom of expression, of political thought and, in general, of participation in public life for its employees, of whom it only requires that they keep their exercising of these rights to their private life.
The appropriate management of risks is one of the basic pillars for creating value by the Company, especially with regard to achieving its strategic, commercial and operational goals
The Company has a risk map that groups risks into different categories, and its supervision is the responsibility of the Audit and Risk Committee. This has the task of assessing and classifying them, based on their potential impact, their likelihood and the level of preparation of the group to deal with them, as well as establishing the measures to mitigate or remedy their impact and the corresponding control and management systems and measures. The risk map is regularly reviewed to keep it updated.
Tendam has a series of risk control rules and procedures and response plans. Examples of these are the controls for the approval of investments, for the use of information and/ or the controls on the access to accounting systems or the controlling of expenses. Other examples are the continuity plan for the business, designed to deal with situations of a catastrophic nature or those that put the operating capacity of the Company at risk, the measures for monitoring compliance with the code of conduct and the measures for physical and technological security and occupational health and safety.
The Company’s risk management system is structured around a series of basic principles:
Sustainable organic growth, the integration of new technologies and new sales channels and international expansion are key factors for Tendam’s business.
The continuous analysis of the risks in each country or region is essential when defining the growth strategy of the group in the countries where it operates, the expansion into new markets and the exposure to a certain country or region as regards procurement.
The commitment to integrating sales channels (onmichannel presence) and to new technologies represents a way to diversify risk.
The constant analysis of the specific issues that, from an operational, logistics and human resources management point of view, affect the Company’s activity sector, as well as the constant monitoring of the geographic areas in which the Company operates and sources its supplies, make it possible to reasonably predict possible changes, minimise their impact, and even generate new opportunities.
The Company also faces risks related to the improvement and investment and the security and integrity of its technological infrastructure and its databases.
The group is vulnerable to regulatory risks derived from the various legislations in effect in the countries where it operates and, in particular, in those from where it obtains its supplies. The Company assesses and manages the different regulatory risks, including risks of a tax, customs, employment, criminal, consumption, personal data, privacy and intellectual property nature.
The inadequate management of aspects relating to corporate ethics, sustainability, the environment or corporate reputation can directly influence stakeholder perceptions of the group, and particularly customer perceptions.
Tendam is vulnerable, in the normal running of its business, to risks of a financial nature, such as exchange rate, interest rate, counterparty and credit risks, along with those related to the funding of working capital. The Company is also vulnerable to risks related to the preparation of its financial information.
The customer is at the core of the activity of the brands, which is why we want to guarantee a good multichannel service. The Company searches for new solutions to improve the shopping experience of the customers, both in physical shops and online, benefiting from the complementarity of these channels
Improving the customer shopping experience means committing to an omnichannel experience that involves the complete integration of physical points of sale and online channels. Customers are more and more connected and wish to be able to make their purchases quickly and efficiently, seeking greater flexibility.
Tendam is committed to an omnichannel company culture, ensuring a high level of quality of both the offline and online sales services. All the details that create an excellent shopping experience for the customer are taken into account. Since 2012, all of the Company’s brands have had an e-commerce channel and they currently operate in 38 online markets. Since then, sales have shown steady growth that has increased considerably for all of the brands in recent years.
There has been progress in the integration of the shopping process at our physical and online stores throughout this last year, offering the possibility of paying with a mobile phone at all our brands in Spain. Delivery options have been improved, whether it be direct home delivery or through collection at the store.
In 2018, online sales grew by 30% and now represent 8% of the turnover in Spain
In this context, new projects have been implemented such as Click Shopping, which provides the option for the customer to order the product while in the shop if they can’t find it, so that it is delivered to their house or in a shop, whichever they prefer. This system is currently available in four countries: Spain, Portugal, Belgium and France.
As a new development, in 2018 we provide the customer with easier options by offering the possibility to make in-store reservations, giving them the option to reserve the product from the website, and then have 24 hours to go and pick it up from the chosen store, paying when they collect the order.
We are still working on digitising the in-store purchase experience, which is why new mobile applications have been launched for all brands, with the goal of uniting the online and offline environments.
The Company continues to be committed to the omnichannel approach and is offering new online services, which is why new Mobile Applications have been developed for all brands. Through the new features, the experience in physical shops is enhanced by offering consumers the option to scan the product’s label and obtain all the information available on the Website for that garment or accessory and see its availability in the shop, make a reservation or buy it online.
Furthermore, it allows the over 22 million Tendam club members to include their club cards and receipts in the application, in order to access their club points through their mobile phone. Applications are an easy and personalised way of communicating with customers, as they build their experience together with other elements in their daily lives, such as Google Maps to tell them the shortest route to their nearest shop.
The shops are a means to connect with customers and transmit the brands’ values through their design and the creation of unique spaces. Each shop has its own personality, consistent with the brand, which adapts to the commercial offer and is constantly updated so that it can offer the customer unique shopping moments.
The omnichannel experience has meant the adaptation and integration of the physical points of sale and online channels, making it possible to have the latest technologies in the shop itself, offering the customer a more complete shopping experience. Through the physical points of sale, the customer connects with the most tangible reality of the brand, which is why the Company must ensure that this point of contact is excellent and offers something that cannot be obtained online. Furthermore, the staff in our shops are specially trained to provide excellent service to our customers every day.
The points of sale are located in areas close to our customers, occupying spaces in the main streets and commercial areas specially designed to provide convenience and ease of access. As part of Tendam’s commitment to the environment, some environmental principles are followed that make it possible to minimise consumption and create sustainable spaces. Improvements in terms of lighting and the energy efficiency of the heating and cooling systems are always geared towards promoting the minimum use of energy.
All the new shop openings and renovations are planned and implemented to ensure accessibility for people with reduced mobility
The adaptation of spaces, entrances and exits, fitting rooms and elements in the shop are a result of our commitment to our customers.
The Company is committed to improving the production processes and selecting more sustainable raw materials; using new materials and technologies that are more environmentally-friendly. Research is conducted to improve the source of the materials, reduce water consumption, make efficient use of energy; in short, to ensure that fashion is a model of sustainability.
Within the scope of ecodesign, research is being carried out on new materials and the use of more sustainable techniques in the design process and finishes of garments with lower water and energy consumption, such as ozone and laser techniques.
|Sustainable Materials||Springfield, has launched the R[ECO]NSIDER collection, which uses 100% organic cotton, recycled polyester or Tencel® to produce garments including t-shirts, sweatshirts, truckers or shirts; while the polyester brings with it quilted jackets and coats. This makes it possible to obtain more sustainable fibres from recycled cotton fabrics mixed with new fibres, thus creating fabrics with the same appearance and resistance as traditional cotton.|
|Water saving||The H2Ø collection, through laser and ozone technologies, replaces the traditional methods in the finishing process for jeans, achieving denim that is more sustainable and uses less water (up to 90% less in the case of ozone, and 50% less with laser) and energy and also avoiding the use of chemical products such as permanganates and bleaches.|
|Cotton made in África||A collection of t-shirts has been designed under this sustainability standard that uses African cotton, thus supporting farmers in Sub-Sahara Africa in order to improve their living conditions and those of their families, as well as protect nature. This cotton is grown under strict sustainability standards: it is only cultivated using rainwater, and not using dangerous pesticides or GMOs.|
|Innovation with fabrics||ZERO GRAVITY by Springfield uses new technologies to produce a new collection of jeans and pants using the Bi Stretch and Body Shape technologies, two clothing production processes used for our garments that provide greater freedom of movement. The Bi Stretch and 4 Way Stretch fabrics add movement to each of the fibres in the garments. The result is comfort, freedom of movement and crease-resistance.|
One of the pillars of the great quality of Tendam brands’ garments is based on its strict product control that ensures compliance with required quality standards and levels.
From the careful selection of raw materials and the approval of the suppliers with which they will work, to the controls prior to selling the finished garment, the manufacturing process is rigorously controlled during each of its stages until each garment reaches the customer’s hands. This manufacturing process is subject to exhaustive quality controls that guarantee customer safety and compliance with the specific legal requirements of each country where the garments are sold.
At the beginning of the chain, regular audits are carried out at the suppliers’ factories to ensure compliance with regulations and manufacturing standards, product safety, etc.; and to make sure that the supplier complies with the technical specifications and quality standards of each of the ordered products.
Each model that goes on the market is subjected to physico- chemical testing that must be carried out at accredited external laboratories (Aitex, Bureau Veritas or SGS) in order to guarantee the customer’s health and safety and the absence of substances harmful to the environment. Testing for pilling, colour fastness, shrinkage, seam resistance and the absence of toxic substances, among others, is carried out for each of the items.
The results of the tests are received by the Quality department before the orders leave the suppliers’ factories so that it allows them to monitor the condition of the garments at all times and to correct possible deviations and non-compliant garments that have been detected in a timely manner.
Direct contact and multichannel communication are a key piece of the Company’s customer service model, seeking its satisfaction as the main objective
Improving the shopping experience is only possible through transparent communication based on ethical and responsible behaviour, which is key to providing a service that meets the needs of the customers.
The Company has put measures in place to communicate with its customers in a respectful and clear way, ensuring that it complies with current legislation on Consumer Protection, Data Protection and complying with international and national requirements and standards of the countries in which the garments are sold.
We are working on an Omnichannel tool that is integrated with the Company’s systems, which makes it possible to immediately answer customer queries in a streamlined and dynamic way and through the channel they prefer, from a single interface and in an integral way.
The loyalty Clubs of each of the brands are a very important asset for the Company. Tendam currently has more than 22 million members in the Cortefiel, Springfield and Women’secret customer clubs.
Their mission is to create a strong and long-lasting relationship with their members, based on providing exclusive content and benefits. Through two-way communication that is reinforced with messages, emails, websites and social networks, Tendam receives feedback on its products and the needs of its customers, which is what works to improve the customisation of what it provides customers.
To guarantee top-quality service and to adapt to customers’ needs, it has a Customer Service Department (CSD) that is fully accessible and multichannel via telephone, social networks, email, post and the Company’s website. There are also currently freephone numbers in 18 countries for the integral management of operations in online stores. The Customer Service Department is structured to provide a comprehensive and customised response to all its users, providing timely and effective solutions.
In 2018, Tendam carried out a total of 1,209,814 operations through the different channels provided to its customers, with a 95.40% level of service in Customer Service. The Company is very concerned about the opinions of its customers and endeavours to respond to all their comments in a satisfactory way. Of all the operations involving customers, only 0.47% related to complaints or claims. Complaints received directly in the shops are managed in accordance with the legislation applicable in each country. In Spain, complaints forms are sent to the CSD to be processed.
To manage these, experts gather all the necessary information from the shop and the departments involved and request more details from the customer if necessary. The decision is sent to the customer within the legally established periods, which range from 10 to 30 days.
Tendam analyses all the opinions and suggestions it receives. This leads to continuous improvement that allows it to provide top-quality products and services adapted to its customers’ preferences.
We live in a connected world where the Internet and information technologies are present in our daily lives. That is why Tendam has been working for years to improve its infrastructures and business processes with a clear commitment to protecting one of its main assets: our customers’ data and those inherent to the business.
This commitment involves developing policies, guidelines and procedures, not only in the technological area but also in the cultural one. They involve each member of the Company through appropriate awareness-raising schemes that are appropriate for each profile.
The project for adapting to the new data protection regulation was completed this year. Privacy Policies have been fully adapted to this new regulation, as well as the international requirements on the issue of privacy in all the countries where the Company operates.
A Data Protection Officer (DPO) has been appointed, who is in regular contact with all the relevant members of the Company.
As part of the project, Tendam has designed a privacy network that is responsible for identifying possible security breaches and taking protection and prevention measures. This network is made up of many of the Company’s departments from specific areas such as IT, Security and Systems, Security and Legal to others focused on communication with its stakeholders such as Marketing, Sales, Sourcing, Communication, etc.
A multidisciplinary, dynamic and demanding team is the key factor in the Company generating value. The main goal of the people who work at Tendam is to offer their customers the best service
Over 10,500 employees are part of a diverse team full of talent, making each of them experts in their professional activity.
The Company also establishes measures that promote mobility and internal promotion, fostering professional development through Tendam’s different brands.
To meet its employees’ needs, Tendam strives to guarantee high quality working conditions, offering opportunities to all groups equally, promoting professional development and ensuring their health and safety.
It is also ensured that the salary ranges are established based on the levels set in the corresponding agreements or countries, according to the employee’s occupational group and seniority, regardless of their gender or any other factor.
The Company ensures freedom of affiliation and the right of workers to be represented to defend and protect their labour rights. Trade union representatives are guaranteed the right to exercise their trade union negotiation, participation and representation duties freely.
The workforce in Spain, Belgium, France, Luxembourg, Mexico and Portugal is 100% covered by the corresponding collective agreements.
In Spain, the biggest membership trade unions are CCOO and UGT. At the regional level, CIGA in Galicia, ELA in the Basque Country and Intersindical Canaria in the Canary Islands also stand out. Tendam applies the 52 Provincial Collective Agreements of the Textile Trade.
There are currently 29 company committees across Spain, and a total 282 staff delegates and committee members. In 2018 there were 50 meetings with committee representatives, facilitating smooth and constant communication.
There are effective and confidential channels to be able to raise queries or report any type of non-compliance. These two-way channels ensure that the Company is permanently listening to and entering into dialogue with the employees and improve the relationship between the management and the workforce, making it possible to meet the different needs and keep the employees informed.
Furthermore, information to the workforce and queries or requirements when necessary, are approached through the management line and, where necessary, with the involvement of the Personnel and Human Resources Department. Regulatory channels through the Company’s committees are used in the case of special situations or collective bargaining.
The Whistleblower Channel works like a regulatory channel for the processing of reports of breaches of our Code of Conduct.
The Company has measures regarding flexible hours and social benefits, framed within the scope of work organisation and health policies, which adapt differently to the requirements of the sales network and corporate services.
The measures regarding flexible hours include:
The Company has social benefits that adapt differently to the requirements of the sales network and corporate services. The headquarters has company canteen and medical services, with health-related prevention campaigns and specific examinations for all sales network and corporate services.
The Flexible Remuneration Program allows the remuneration policy to be adapted to the employee’s particular needs, with measures such as health insurance, childcare assistance and other benefits.
Employees also have other benefits such as:
Tendam promotes equal opportunities for people who want to grow in the Company, regardless of their gender identity, age, culture and religion. The equality, diversity and inclusiveness of the teams reflects the diversity of the customers, the brands that comprise Tendam and the countries where it operates.
The first equality plan produced in collaboration with the CCOO and UGT unions was signed in 2012. As of now, the Company is working on the second edition of the Plan that will include objectives, strategies and practices regarding gender equality for the coming years.
Tendam adopts commitments to:
This year there have been several training actions conducted in relation to the equality plan such as information pills on equality for staff in key positions and specific training to learn how to deal with situations of domestic violence aimed at human resources staff.
Harassment prevention protocols
The Company has a protocol for the prevention of sexual harassment as part of its effort to safeguard the labour dignity of all workers. Tendam is committed to creating and maintaining a working environment that is respectful of dignity and personal freedom.
As a result, it has declared that sexual harassment will not be tolerated in our facilities or establishments. These situations will be considered professional misconduct and will lead to the appropriate sanctions.
In an industry such as fashion, having different skills, visions or experiences allows you to be more creative and to develop the best ideas to meet customers’ needs.
Our objective is the development of labour relations based on equal opportunities and non-discrimination, fostering an open and inclusive working environment.
At year-end, the Company has 18 employees with disabilities in the workforce in Spain and has adopted measures to reach the recruitment targets, including a plan of action to increase the direct recruitment of people with disabilities. As a result, a collaboration agreement has been signed with the ONCE Foundation through which Tendam has joined the INSERTA Programme, with the aim of continuing to promote the integration of people with disabilities into its workforce, and to continue to set in motion accessibility measures that contribute to improving the living conditions of people with disabilities. In this sense, with the objective of covering work positions that become available, Tendam will have INSERTA for the preselection and training of the candidates, who will be hired on the basis of competitiveness and labour market conditions.
The Human Resources Department applies best practices when searching for, selecting and retaining talent, ensuring the principles of equal opportunities and non-discrimination. The Company selects the professionals who are best suited for the jobs and when establishing recruitment and remuneration terms, it studies the employees’ worth, regardless of their gender, country of origin, religion, disabilities or sexual orientation.
Through local internal selection teams, Tendam wants to increase its efficiency and quality and respond to the particular needs of each of its shops in the best possible way, offering the same career opportunities to all its employees.
INSERTA-ONCE Foundation agreement
In 2018, Tendam has signed an INSERTA agreement with the ONCE Foundation with the objective of adding to the workforce, within the next three years, people with disabilities in both its central offices as well as its shops. This agreement forms part of the operating programmes for Social Inclusion and Social Economy (Poises), and Youth Employment (POEJ), which the ONCE Foundation is developing through INSERTA, with co-funding from the European Social Fund and the Youth Employment Initiative, in order to increase the training and employment of people with disabilities.
Tendam makes available to its employees the necessary resources to contribute to their professional development
The professional development of employees is key to achieving objectives and providing customers with an efficient and appropriate response. The objective is to provide employees with the necessary resources to enhance their skills and competencies for their professional development.
Tendam conducts actions and programmes adapted to each job position and in accordance with experience levels. To do so, a performance assessment program has been developed. The professional development strengths and needs of each employee are identified each year through performance assessment, with the objective of identifying and managing the Company’s talent and thus establishing individual action plans to continue growing.
During this exercise an evaluation was carried out in our store teams (almost 1,000 employees, managers and seconds in charge, are assessed each year). In this coming year we plan to continue assessing performance in the Corporate Service teams.
Commitment to internal promotion
A great majority of the managers and team leaders come from internal promotion, the result of a firm policy in this regard and of a motivated workforce, which is flexible and able to take on new responsibilities. Through internal promotion, the Company seeks to recognise talent and retain it within the Company, offering to the staff the possibility of professional growth suited to their objectives.
The Human Resources department is committed to programs for the creation of employment and development of talent.
One of our objectives as an employer brand is to raise awareness about the professional development opportunities that Tendam offers in its different areas. Thanks to the work of our Human Resources teams in the various employment forums and programs, more and more groups know about us and are becoming interested in our business and in joining our company.
At Tendam, we are not only committed to talent, but we also work to develop people by generating opportunities. To do so, we seek out people who are passionate about learning our trade, with an attitude reflecting the Company’s values and motivated by excellent advice in relation to what is most important to us, our customers.
Our task: to provide them with the tools and work with them, mentoring them on site. To do so, the Company also has other collaborations through training agreements with 300 regulated educational training institutions for employment, public institutions and social entities with which it seeks to promote the inclusion of young people and groups at risk of exclusion in the labour market.
In these past years, at Tendam we have trained hundreds of young people, offering them guarantees of success and a high rate of subsequent recruitment, which this year was 32.5%
Students in Work Centre Training (W.C.T.) programmes in sales, marketing or similar studies, as well as students in the programs with entities that work with young people who are at risk of social or labour exclusion, have tutors who accompany and guide them during the training period.
All this position us as a benchmark for leading associations on a national level, with which we share resounding successes each season thanks to the training, recruitment and employability of their members.
Through our Internship Program in our shops across Spain, we offer specific point of sale training for young people who are coming to the end of their training in retail and marketing.
Our Sumando Oportunidades (Adding Opportunities) program, aimed at young people at risk of social and workplace exclusion, is based on detecting talent, developing the talent pool and creating new opportunities through the training and subsequent possible recruitment of these students. With this program, 199 young people aged from 16 to 30 have received training at our points of sale in 19 centres as sales staff and fashion advisers throughout 2018.
47% of the program’s participants have been given a work contract by Tendam, in some cases even before completing their training.
Incorpora Program of the La Caixa Foundation
Through the Incorpora Program from the La Caixa Foundation, a total 58 people at risk of exclusion have been added to our workforce this year following a training period in our stores. This program seeks to boost the recruitment of women who have suffered domestic violence, people over the age of 45, as well as people with disabilities and young people at risk of social exclusion.
Fórmate con Garantía
Secretariado Gitano Foundation
This year, we have signed up to the Fórmate con Garantía program run by the Secretariado Gitano Foundation, to give training on employment and personal development skills, as well as theoretical and practical training, for young people under the age of 30 in order to fight against exclusion and discrimination in the training and employment of the Roma community.
Our commitment to learning and the teams’ professional development is based on the belief that we must all be part of an individuals’ growth in the Company
The professional development of employees is key to achieving objectives and providing customers with an efficient and appropriate response. The training plan has the objective of making available to the employees the necessary resources to boost their skills and competences for their professional development and offers a catalogue of courses adapted to the profile of each employee.
The training is offered both face-to-face and online, aimed at the sales network and corporate services, and is focused on the textile business and customer service.
The objective of our training policy is to support the achievement of the Company’s strategic objectives. To do so, the Training Department has expanded the catalogue of available courses, to provide more customised training that strengthens the necessary aspects in terms of both technical knowledge and professional skills.
As a new development, training on leadership skills has been given in Portugal and the Balkans, aimed at managers/area managers, as well as product training for the entire shop workforce.
An internal training program has been implemented with excellent results, taking advantage of all the organisation’s internal talent.
The level of employee participation has surpassed initial expectations: 24 mentors have contributed their experience and shared their knowledge, greatly enhancing the value of the action. A school has been created for each area, allowing each employee to choose the courses of most interest to them and attend the various courses in person.
The Be!Talent platform is an accessible knowledge space designed so that each employee can take the courses that will accompany them throughout their professional journey, in accordance with their tastes and interests and the requirements of their job.
This same tool also allows a talent matrix to be managed where, through a performance evaluation, each manager can see the competency profile of their teams and thus participate in the development they require according to their needs in their position.
Supplementing Be!Talent, the sales network apps for training through games have been a great success in their first year of being implemented
In 2018, the Atrivity APP was launched, which promoted training through gamification. It is a new tool that supplements the Be!Talent portal and assesses the knowledge of the employees through games.
This seeks to increase the training of the sales network on key aspects of the business, therefore helping them achieve the global sales targets.
This application has been implemented in Spain and Portugal, for Women’secret and Springfield, with very positive results. The project will soon be expanded to include new brands and countries.
Tendam’s Occupational Risk Prevention Service includes the specialities of safety, ergonomics and hygiene and an external Health Monitoring Service.
In Spain, Tendam has 56 prevention officers across 26 provinces and quarterly meetings are held with the 11 Health and Safety Committees
The prevention service activities focus on providing a safe work environment in every respect, as well as promoting a healthy life and the employees’ well-being.
During the 2018 financial year, the following actions have been carried out:
In general terms, workers are not exposed to professional diseases or those related to the work that can be considered of risk.
On an international level, it is worth noting that during 2018 Mexico has seen the establishment and updating of the Health and Safety teams; as well as initiating the implementation of the quarterly inspections to identify critical safety points and take the relevant actions to prevent and mitigate them. A study in each town has also been conducted to identify the occupational risk (fires) prevention training courses that train these teams on how to act in the event of an emergency.
The Medical Service of the headquarters, made up of its corporate staff, carries out preventive and care activities that ensure the safety of the different jobs.
It supervises temporary disability leave and meets with an external medical team on a monthly basis to establish aid procedures to move up medical appointments and tests.
The following tasks are carried out at Tendam’s headquarters:
Tendam is committed to creating cardiac-protected spaces. The headquarters in Madrid, the logistics centre and some shops already have automated defibrillators and a comprehensive cardiac protection plan for any cardiac emergency. For another year, 17 employees have renewed their cardiopulmonary resuscitation (CPR) training to be able to act quickly until emergency services arrive.
The Company bases its selection of suppliers on three pillars: transparency, equal opportunities and mutual interest
Currently, Tendam works with suppliers from over 50 countries, for manufacturing garments and for all types of products and services in the countries where it operates.
The Company bases its selection of suppliers on three pillars: transparency, equal opportunities and mutual interest. Choosing suppliers is an intensive process that involves researching and evaluating them according to quality standards, product, production capacity and social aspects.
Communication with the supplier must be done in a direct and transparent way, both during the contracting phase and when services are provided.
The purchasing processes of general services, the application process and awarding and contracting will be done according to the type and amount of product or service, taking the Company’s interests into consideration and continuously pushing for transparency, efficiency and agility in the purchasing and contracting processes.
To manage garment and product purchases, there is a Supplier Portal that allows them to have a single centralised point for access to all the documentation and necessary applications in a fast and simple way. Every supplier can connect to the portal from anywhere in the world and access all the information and applications for which it has authorisation. The status of orders and invoices can be checked at any time, as well as the phase of the approval process they are in.
The Whistleblower Channel allows suppliers to communicate any possible irregular or unethical behaviour, as well as behaviour that go against the principles established in the Code of Conduct.
In line with its values and commitments regarding ethical and responsible behaviour, the Company extends accountability to its supply chain through the External Code of Conduct
To ensure that the entire supply chain works under responsible working conditions, the Code includes 12 fundamental principles based on the principles of the United Nations Global Compact and the guidelines of the International Labour Organisation (ILO).
The mandatory formal acceptance of the External Code of Conduct by all suppliers improves the traceability of the process, thus ensuring everyone is aware of it.
Furthermore, for garment suppliers it is a contractual clause in commercial contracts, and they are subjected to periodic audits and evaluations to guarantee their workers’ working and social conditions.
12 fundamental principles for monitoring compliance with Human Rights
Link to the PDF
With the commitment to promoting the best practices in the supply chain, aspects such as long term cooperation with suppliers, constant dialogue and joint planning make it possible to establish relationships based on mutual trust.
Within its global supply chain, Tendam has established an intensive process of researching and approving suppliers according to quality standards, product, production capacity and social aspects to ensure the quality of the products and its suppliers’ working and social conditions.
That is why the Group has four sourcing offices in Hong Kong, India, Bangladesh and Madrid where suppliers are managed and production from the different geographical areas is controlled. Its principal function is to coordinate with suppliers and continually supervise factories with audits for quality and compliance with the code of conduct.
Tendam is committed to promoting best practices in its supply chain
The system implemented to improve the traceability of the supply chain, collects all the information related to the supplier’s data, factories where each of the orders are produced or technical data. Thanks to this system, it is possible a better monitoring of productions.
Before placing an order, any supplier that works for the first time for any of the Tendam ́s brands must undergo an evaluation by the Company’s technicians of their technical capacity: processes, machinery, production capacity, etc.
The evaluations are carried out at each of the factories expected to take part in manufacturing the orders for the Company. If it does not pass the technical audit, it will fail and the evaluation process will be over, although the factory will be provided a period of time to implement the necessary actions to comply with the requirements.
In addition to the technical evaluation, an supervision of the working and social conditions is carried out. In order to meet the requirements established, the factory can present a certification in accordance with international schemes that will be validated and verified by the Company’s technicians or undergo an audit by accredited independent entities.
During these audits, visual inspections, interviews with management and employees and evidence review are carried out. If they get an unsatisfactory result, there is a six-month extension so the factory can adapt to the Company’s requirements. With this system, the Company works on maintaining stable relationships with its suppliers so that they are committed to continuous improvement. Ties are established and suppliers are supported to resolve possible shortcomings in social and labour matters.
The suppliers system makes it possible to know the status of the evaluations of each of the factories that work for the different suppliers so orders can only be placed for factories that are already in the system with a positive evaluation. Otherwise, the process must be started again.
AMFORI is a global association for open and sustainable trade whose main mission is to improve society and encourage the sustainable use of resources. Through the initiatives BSCI (Business Social Compliance Initiative) and BEPI (Business Environmental Performance Initiative), they provide an international framework to support actions aimed at reducing risks associated with the supply chain.
Tendam joined AMFORI in 2017, with the objective of strengthening the capability of assessing and monitoring suppliers throughout the value chain, by sharing knowledge and experience with all the members.
If during the audit process serious violations of human rights, forced labour and/or child labour or lack of freedom of association is detected, the audit will be evaluated with a negative result following the ‘Zero Tolerance’ criterion defined in the Social Audit System. The Company will not work with that factory until it adapts its situation to the minimum requirements established.
Classification conducted under Tendam’s own criteria depending on the result of the social assessments of the factories. Five levels are established (A-B-C-D-E) based on the degree of compliance with the principles of the Code of Conduct in line with the Amfori BSCI classification for suppliers.
62% of the factories fall into the A and B categories as they have no significant deviations, 38% into categories C and D as they have deviations that entail following the corrective action plan for a year, and category E, with severe breaches in the review process, would require another audit in less than six months.
The periodic visits of Tendam’s Quality technicians to the suppliers’ factories allow Tendam to have additional first- hand information about the monitoring of working conditions, production capacity and the suppliers’ compliance with environmental and quality standards.
No less frequently than every two years, each factory is completely re-evaluated. By using these tools, the Company ensures that its suppliers work in a responsible manner and it can detect and correct possible deviations and non- compliance.
These audits will be carried out for factories that obtained a low score in the previous audit, as well as for factories that have a significant production volume.
A key aspect in supply chain performance is the logistical efficiency of managing the products, from the time they leave the factory until they reach the stores. Tendam channels this management through two strategic distribution centres
On the one hand, there is a multi-brand consolidation centre in Hong Kong where merchandise from Asian suppliers is distributed to the Group’s franchise network and its corporate stores in Mexico through cross-docking. In addition, in the Central American country there is a specific distribution centre for deliveries to corporate stores and the Mexican franchises.
The main logistics centre is located in Madrid and acts as a franchise consolidation centre for merchandise from suppliers in the Euro-Mediterranean region. It is the sole distributor for all corporate and online stores in Europe. This logistics centre, located in Aranjuez, receives merchandise from suppliers from all countries. From there, it provides stock to 100% of its corporate stores and 65% of franchised stores of all Tendam’s brands.
The Madrid logistics centre is certified as a regulated agent and known consignor by the National Aviation Safety Agency. This ensures that the supply chain is safe and that customs processes and controls are complied with, in addition to significantly shortening delivery times.
Multi-brand distribution involves a considerable decrease in transport and deliveries to stores outside of business hours in order not to hinder the activity and to minimise the effects of traffic and pollution in urban areas.
The Company shares the concerns of society about the future of our planet, and is focused on understanding and managing the impact it generates directly and indirectly
This concern has led to the implementation of measures for energy efficiency, waste management and the responsible use of resources, and to working in accordance with the principles of the circular economy. We are working on solutions that allow society to enjoy a more sustainable future, improving and optimising the use of resources and promoting the reusing and recycling of products.
In order to reduce waste generation at consumers’ homes, measures are carried out to replace packaging materials with others that have a lower environmental impact and to get rid of unnecessary elements.
70% of the boxes that arrive at the logistics platform from suppliers are reused during picking for store replenishment, thus optimising the use of raw materials and minimising waste generation.
In 2018, the separate collection of packaging waste from the headquarters was implemented, thus expanding the integral management of waste separated into paper, packaging, toners and other waste.
In 2018, a total 31,120 kg of Waste Electric and Electronic Equipment (WEEE), mainly screens, desktop computers and large devices, have been removed.
In the framework of ecodesign and the reuse of materials, all of the brands are working on the development of new materials and on the use of more sustainable techniques in the design process. Springfield, Cortefiel and Pedro del Hierro have produced garments that reflect this new development based on the use of organic cotton, recycled polyester and Tencel®. laser and ozone technologies are replacing traditional methods in the finishing process of jeans, decreasing the consumption of water and energy while also doing away with the use of chemical products such as permanganates and bleaches.
The bags given to customers are made of paper, and in the case of Springfield, they are PEFC or FSC certified. These certifications evaluate the whole line of forest production, from the tree to the final product, verifying that its origin is environmentally friendly.
The use of natural fibres such as merino wool and linen and hemp are other sustainable developments that enable the use of natural materials.
This hallmark, used for the garments in the man & woman collections, represents one of the strategic lines to which the Company is most committed, where initiatives such as the use of organic cotton or its H2Ø programme continue to be the main driving forces of the project.
The use of organic cotton, recycled polyester and Tencel® are the key proposals within the field of sustainable fibres. Cotton is used in garments such as t-shirts, sweatshirts, truckers and shirts, while polyester is used to produce quilted jackets and coats.
The H2Ø programme, through the laser and ozone technologies, achieves a more sustainable denim by using less water (up to 90% less in the case of ozone, and 50% less in the case of laser).
The use of recycled cotton represents 21% of the composition of each pair of jeans. This makes it possible to obtain more sustainable fibres from recycled cotton fabrics mixed with new fibres, thus creating fabrics with the same appearance and resistance as traditional cotton.
With almost 2,000 points of sale all over the world, the stores become the heart of the activity and need to adapt to specific needs and the specific and differentiated commercial offer of each brand.
In the design of the sales areas, environmental factors are assessed and there is a rational use of energy. In each opening or renovation project, lighting, as well as thermal and cooling installation improvements, are taken into account in order to achieve greater energy efficiency and to maximise our sustainability criteria.
This year an energy efficiency project which began in 2017 with a pilot in Madrid and Valencia, and has yielded great results in kWh savings, has been extended to the Cortefiel stores in Spain. In 2017, this project won the Smart Building Energy award.
The Aranjuez logistics center has a photovoltaic system covering the entire roof of the building, equipment such as low-energy lighting, automated systems that turn on or off depending on the ambient light, compartmentalisation of areas, and automation systems.
Logistics decisions are taken from both an economic and environmental point of view. Air shipments have been reduced and efficiency measures when filling boxes and trucks have been implemented that considerably reduce the emission of greenhouse gases for each tonne transported.
Efficient distribution to all stores is achieved thanks to two main areas: the distribution centre in Madrid and the cross- dock centre in Hong Kong.
Multi-brand distribution means a considerable decrease in transport and deliveries to stores outside of business hours in order not to hinder the activity and to minimise the effects of traffic and pollution in urban areas.
In the context of the global concern about climate change, operations are managed in the most efficient and environmentally friendly way, assessing the greatest risks and identifying the best opportunities to minimise their effects.
This commitment leads to control policies over those operations in which it intervenes directly, always seeking maximum efficiency and lower consumption. To that end, a carbon footprint measurement and management process is carried out with the objective of evaluating the impact of greenhouse gas emissions on an annual basis and taking necessary measures.
Calculation period: 1 March 2018 to 29 February 2019.
Calculation method: GHG emissions calculated in accordance with the ‘Greenhouse Gas Protocol. Corporate Accounting and Reporting Standard’ established by the WRI (World Resources Institute) and WBCSD (World Business Council for Sustainable Development).
Import: Emissions due to the transport of goods from suppliers to the Hong Kong and Aranjuez (Madrid) logistics centers.
Logistics: Emissions due to the transport of goods from the logistics centres to the entire network of direct operated stores.
Export: Emissions due to transport to the entire network of franchises.
Ecommerce: Emissions due to the transport of goods from online sales.
Travel: Emissions from employee business trips.
The Company promotes inclusive and sustainable growth, taking on the need to cooperate with other agents and support joint work through strategic alliances.
Tendam is a member of many leading national and international organisations in the sector, actively taking part through their committees and working groups and contributing with the corresponding necessary fees. ACME (Asociación de Creadores de Moda de España), ACOTEX (Asociación Empresarial del Comercio Textil, complementos y piel), AMFORI (BSCI - Foreign Trade Association), ANGED (Asociación Nacional Grandes de Empresas de Distribución), ASECOM (Asociación de Empresas de Confección y Moda de la Comunidad de Madrid), ASEPAM (Asociación Española del Pacto Mundial de Naciones Unidas), EBCA (European Branded Clothing Alliance), FEDECON, Lealtad Foundation, Seres Foundation, FMRE (Foro de Marcas Renombradas Españolas).
Through a public call, through which any organisation meeting the requirements could submit their proposals, four projects from different social organisations are chosen, which will be the beneficiaries of all the money raised in the charity markets held by the Company each year.
The project selection is conducted based on criteria that guarantee their integrity and that the money will be used to create a real and direct impact for the beneficiaries.
To generate economic value for the funding of social.
To create synergies with the third sector that make it possible to maximise the value and impact of the social action.
To involve employees, managers and the general public by including them in the social action projects.
To align the Company’s social action projects with the interests of its employees and customers.
To achieve the greatest publicity for the project with the goal of raising the profile of the initiatives of the beneficiary organisations.
With the Tejiendo Sonrisas (Making Smiles) project, the foundation wants to help make the wishes of children with chronic diseases or with a poor prognosis come true, to support them emotionally. It has been demonstrated that positive emotions help to better withstand illness and that hope and happiness have a very positive impact on the well-being of the child, and therefore help them be stronger in the fight against the disease.
The Foundation has developed the “Ningún Mayor Solo” (No Elderly Person Alone) project, supporting elderly people. The objective is to contribute to the well-being of elderly people, mainly those who are isolated and/ or have physical or psychological difficulties, offering them emotional and social support through the work of qualified volunteers.
Thanks to the “Involucrados con la salud una apuesta de futuro” (Involved with health a bet for the future) project, they contribute towards improving the quality of life of children with disabilities who attend their centres. The children struggle each day with their motor development problems or health issues such as myofunctional, swallowing, sensory integration, digestive and respiratory issues.
If we are to include these children in the society of the future and allow them to be involved as full-fledged citizens, it is essential to start working with them at an early age.
With this project, Down Madrid allows them to actively take part in their surroundings from a young age.
The NGO runs a project to ensure the protection of children who are living on the streets, fighting against exploitation by Mafia organisations in different railway stations in India.
Itwillbe promotes the use of new technologies to optimise the social work given that this is such a significant social problem. To do so, they have developed the PPA-People’s Protection APP, a technological solution that allows the NGOs in the ChildMISS network to identify children using a biometric system that is very reliable, even with children: it combines facial, finger and palm prints (the latter does not change with age). PPA allows the network to have a unique database where the NGOs can share information, conduct better monitoring, optimise resources and have reliable data on the issue, which will allow them to design better programmes and increase the social impact of the project.
Fortunately, thanks to medical and technological advances, survival rates are increasing, the cure rate among Spanish patients is 90%. Most overcome this disease and go on to have a good quality of life and a desire to have children.
Women who have had part or all of their breast removed due to cancer face a major psychological challenge, in which the normalisation of everyday activities makes a huge difference in helping them overcome this disease.
This normalisation involves making day-to-day life for these women easier and more bearable. And, among other things, providing them with post-surgery bras that are comfortable, sexy and affordable, contributes to this feeling of normality.
Regaining a sense of normality is no mean feat. In the case of lingerie, there was very little variety in terms of garments suited to their ergonomic and medical requirements. Furthermore, price used to be a problem when purchasing more than one model, in addition to which the shopping process was difficult because they had to go to specialist shops.
This desire gave rise to the project to create a collection of Post-Surgery Bras. Its two main objectives were and are: to allow women to retain their sense of femininity and to make a real contribution so that breast cancer does not prevent them from continuing to be the same woman they were before - attractive, flirtatious, a partner and/or mother.
Women’secret, as a brand specialised in women’s underwear and committed to women, and the medical institution [Dexeus Women’s Health], as a leading comprehensive women’s health center and a pioneer in gynaecological and breast cancer, started cooperating over five years ago and continue to do so with retail initiatives geared towards supporting the fight against breast cancer through charity initiatives, under the #Idocare movement slogan.
This project began in 2013, when it launched the first collection of Post Surgery Bras, a range of underwear for women who have been operated on for breast cancer and designed for the use of prosthetics the first of its kind in the market, created with the advice of experts in Gynaecological Oncology and Mastology from Dexeus Women’s Health.
In 2015, a range of swimwear was also launched, inspired by the Women’secret collections but designed to adapt to the use of prosthetics. The aim of the brand was to offer comfortable, feminine and affordable garments that would also meet all their medical requirements.
In 2017, we went one step further and expanded the collection of Post-Surgery Bras with a new collection of bras for use immediately after surgery. Women’secret and Dexeus Women’s Health launched the “I do care” project, whereby Women’secret pledged to donate all the profits from the sale of the PSB collection to the Fertility Preservation Program for Cancer Patients run by the Foundation Dexeus Women’s Health. In total, this initiative raised more than €44,000.
In the 2018 edition, a new post-surgical cotton bra was launched with a zip fastening at the front, to facilitate mobility; along with an international range of women’s underwear to raise money for charity, made up of three designs of knickers in different fabrics and shades of pink for all women, to continue raising money for the Fertility Preservation programme.
Our initiative, developed by Women’secret and the Foundation Dexeus Women’s Health, has been considered a positive commitment to innovation because it provides a better quality of life for women affected by a breast tumour and, especially, because of the support it offers all the young women affected by cancer who can benefit from the fertility preservation plans offered by the Foundation Dexeus Women’s Health.
The commitment to the community in which the Company operates can be seen from the different social action initiatives, generating a positive impact on society. Throughout the year, the employees have taken part in different social campaigns such as: charity markets, blood donation campaigns, food collection campaigns, Christmas toy campaigns, etc.
With the “Un hogar al que volver” (A home to go back to) project it aims to improve the basic living conditions of families that are victims of the conflict and that have fled to refugee camps outside Aleppo, Syria.
The project will take place in the Misad neighbourhood with the families who have had their lives destroyed by bombings. The organisation works with Father Ibrahim, of the Franciscan Order, who belongs to the Custody of the Holy Land. CESAL has been supporting them since 2015 and through an emergency centre they currently look after more than 10,000 people.
The “Viaje hacia la vida” (A trip for life) program was launched in 1995 with the objective of making the appropriate medical-surgical treatments for children who suffer severe but curable diseases a reality. However, a large percentage of the population in less developed countries does not have access to the required medical resources, due to a lack of appropriate medical structures, specialised departments or specific equipment.
In the framework of this serious health situation, Tierra de hombres tries to search for an immediate alternative that allows it to prevent the death or disability of a significant number of children through operations inside and outside the country, and it also helps strengthen local structures and capabilities.
Tendam is a sponsor of the Telva Solidarity Awards. The objective, over the past 25 years, has been to study and reward different development projects devised by NGOs, especially those created recently, that are small and that have few resources at their disposal. This year, Tendam has taken part in one of the awards by supporting the Nuestros Pequeños Hermanos Foundation.
Through their “Talleres Vocacionales” (Vocational workshops) project they facilitate the return to the labour market of young people in Guatemala. With this donation they will be able to invest in new work equipment and materials for cooking, bakery, sewing, carpentry and blacksmith workshops. The young people who benefit are orphans or were abandoned, and the centres run by this foundation home them and give them an education and a future.
Through Corporate Volunteering, the Company looks to contribute to changing society by involving the employees in charitable causes.
This year, employees have taken part in different social activities, becoming especially involved in the Involucrados project. Some employees took part in a volunteering day at the San Juan Bautista (Madrid) soup kitchen in order to care for and spend time with homeless people.
At Tendam there is a firm social commitment to making the most out of our defective samples and garments that cannot be sold on the market, thus avoiding the destruction of the garments and the consequent generation of waste.
As a result, there is a social programme, launched more than 12 years ago, through which these products are put into value using two mechanisms: donations in kind to non-profit organisations so they can be directly used in programmes for people at risk of exclusion and, secondly, the Involucrados project, whereby social projects are funded by selling these items in charity markets, which socially maximises the value of these out-of-market resources.
The most direct way of using these leftovers is donating them, but we also use them to generate economic resources that allow for the creation of a much greater benefit to society. In this way, resources that the Company would not benefit from in its regular commercial management are maximised.
ISEM, a University of Navarra center, is the first business school in Spain specialising in fashion companies. The Tendam Chair is the result of several years of cooperation in order to promote young talent and motivate their professional growth as strategic factors in promoting employability. Tendam shares the objective of training professionals to work in the fashion industry through improving their negotiation and leadership skills.
The Madrid School of Fashion Design (CSD- MM) is a private higher education centre specialising in fashion, affiliated to the Polytechnic University of Madrid. The Tendam workshop on sustainability, responsibility and innovation in fashion design was created as a result of this agreement. This collaboration is another example of the Company’s commitment to society and it allows it to fulfil its educational mission with three goals: to support talented young people, to train professionals and to professionalise the sector.
Within these initiatives is the Atelier by ISEM project, the start-up accelerator run by the ISEM Business School, the University of Navarra’s business school focused on the fashion industry. In this second edition of the project, Tendam has joined up with other major companies to promote new alliances with entrepreneurs and start-ups and add new technologies to the development of the industrial base of the retail sector specialising in fashion.
Tendam is involved with this initiative, promoted by Cinamon News, whose objective is to contribute to the empowerment of women in the economic and business world. The project focuses on Spanish society and its economy with the aim of increasing the presence of women in the area of business decision- making.
Woman2Woman is a mentoring program that arose in the framework of Business Women Empowerment (BWE) to search for women with the desire to become key players in a new phase in the transformation of the business world towards equality. This project, launched in 2018, aims to create a network of professional contacts and facilitate contact between women who are leaders in the business world in various sectors and other young female professionals who are in the early stages of their careers.
The Merino Traveller project is an initiative supported by Pedro del Hierro and The Woolmark Company, the global authority on Australian merino wool, to promote the talent of young design students at the Istituto Europeo di Design (IED). Its objective is to combine training, employment, design, knowledge of renewable raw materials and the quality of the product, to create stunning collections.
Fashion students at the IED have taken part in the first edition of this initiative in Spain, run by the three institutions, with the aim of designing and creating an item of women’s clothing using merino wool, in harmony with Pedro del Hierro’s travel collection. This is a significant challenge, to reflect the spirit of the brand in the garment’s design using this 100% natural and environmentally-friendly fibre, which decomposes without polluting, is renewable, doesn’t crease and protects the skin from cold and heat.
This 2018 Sustainability Report includes all the activities of Tendam Brands, S.A. (the “Company”) as the parent company, and of the companies directly or indirectly controlled by it, which comprise the Tendam Group (the “Tendam Group”)1
The 2018 Sustainability Report includes the consolidated Statement of Non-inancial Information of the Company and its group, corresponding to the year ended on 28 February 2019. It is submitted as a separate report, forming part of the consolidated management report of the Company and its group.
The 2018 Sustainability Report has been prepared by the Board of Directors of the Company and was signed by all its members on 31 May 2019.
During the period ending on 28 February 2019, the following changes to the consolidated perimeter have taken place: on 10 January 2019 and 25 February 2019 respectively, the liquidation processes for the dependent companies SPF Polska Sp. Zo. O. and Cortefiel Polska Sp. Zo. O. were completed, leading to their exit from the consolidation perimeter in accordance with IFRS 10, without this having a significant impact on the group’s consolidated statement of financial position.
The contents of this report have been produced in accordance with international standards such as the Global Reporting Initiative, and following the guidelines and principles established in the SRS Standards (Comprehensive application level).
The Report includes all the information required by Spanish Law 11/2018, of 28 December, which modifies the Commercial Code (Código de Comercio), the consolidated text of the Spanish Corporate Enterprises Act (Ley de Sociedades de Capital) approved by Royal Legislative Decree 1/2010, of 2 July, and Spanish Law 22/2015, of 20 July, on Account Auditing, in relation to non-financial information and diversity.
The most relevant environmental and social aspects of the business in the geographical areas where it has significant activity have been taken into account for the production of the Report. The characteristics of the organisation and the expectations of interested third parties have also been taken into account. In the event of restrictions to the scope of any of its contents, these are detailed in the report’s corresponding section or index. The Company takes on the commitment to work on and progress with the internal management of data so that it can present the most complete information possible.
The basic principles followed to produce this report are:
 Tendam Brands, S.A. (formerly known as Masaria Investments, S.A.) was incorporated on 6 July 2017 and became the parent company of the Tendam group (formerly known as the Cortefiel group) in September 2017. In April 2018, the Cortefiel group changed its name to the Tendam group. As Tendam Brands, S.A. only had five months of activity as the parent company of the group, it was decided for the 2017 Sustainability Report to reflect the activities of the then-named Cortefiel, S.A. (today known as Tendam Retail, S.A., subsidiary of Tendam Brands, S.A. through Tendam Fashion, S.L.U.) and its subsidiaries. However, the change in the consolidation perimeter does not materially affect the comparability of the non-financial information relating to previous financial years and the historical series, as only companies that owned shares were included in the consolidation perimeter. Therefore, data of a non-financial nature reported in the year 2017 have been maintained for comparison purposes.
The Company does not have environmental provisions in place. It considers that the damages and responsibilities that, as the case may be, could derive from incidents of this nature are sufficiently covered by the insurance policies taken out by the group.
In the 2018/19 financial year, a total of €10.15 million was recorded as corporation tax paid.
The Company does not receive public grants, except on the subject of employment training in Spain (Forcem) equivalent to €0.3 million provided in the form of a reduction on social security contributions.
Tendam signed up to the United Nations Global Compact in 2002. Since then, it has submitted progress reports on an annual basis to inform its stakeholders, as well as society in general, about its progress towards commitments made upon subscribing to the Global Compact Principles.
It follows best practice for the preparation of Global Compact Progress reports and, given the analysis performed on the Sustainability Report’s materiality and content relevance, integrates the topics aligned with the 10 Global Compact principles which can be found in different report points, linked to the indices required by Global Reporting Initiative.
|Area||UN GLOBAL COMPACT PRINCIPLES||SRS Standards|
|Principle 1. Businesses should support and respect the protection of internationally proclaimed human rights.||GRI 103-2, GRI 410-1, GRI 411-1, GRI 412-1, GRI 412-2, GRI 412-3, GRI 413-1, GRI 413-2|
|Principle 2. Business should make sure they are not complicit in human rights abuses.||GRI 414-1, GRI 414-2|
|Principle 3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining.||GRI 102-41, GRI 407-1, GRI 402-1|
|Principle 4. Businesses should uphold the elimination of all forms of forced and compulsory labour.||GRI 409-1|
|Principle 5. Businesses should uphold the effective abolition of child labour.||GRI 408-1|
|Principle 6. Businesses should uphold the elimination of discrimination in respect of employment and occupation.||GRI 102-8, GRI 103-2, GRI 202-1, GRI 202-2, GRI 404-1, GRI 414-2, GRI 406-1|
|Principle 7. Businesses should support a precautionary approach to environmental challenges.||GRI 201-2, GRI 301-1, GRI 302-1, GRI 303-1, GRI 305-1, GRI 305-2, GRI 305-3, GRI 305-6, GRI 305-7|
|Principle 8. Businesses should undertake initiatives to promote greater environmental responsibility.||GRI 307-1, GRI 308-1, GRI 308-2, GRI 103-2|
|Principle 9. Businesses should encourage the development and diffusion of environmentally friendly technologies.||GRI 302-4, GRI 302-5, GRI 305-5|
|Principle 10. Businesses should work against corruption in all its forms, including extortion and bribery.||GRI 102-16, GRI 102-17, GRI 205-1, GRI 205-2, GRI 205-3, GRI 415-1|
|Non-financial information to be reported||Indicative Equivalent GRI Standard||Pages of the Report|
|A brief description of the group’s business model, which will include its business environment, its organisation and structure, the markets it serves, its objectives and strategies, and the main factors and trends that may affect its future evolution.||102-2 102-3, 102-4, 102-6, 102-7, 102-15||Page 8-27|
|A description of the policies that the group applies to these issues, which will include the due diligence procedures in place for the identification, assessment, prevention and mitigation of significant risks and impacts and procedures for verification and control, including the measures that have been adopted.||102-2, 102-3, 102-4, 102-6, 102-15||Page 32-33 Page 34-35 Page 44-47 Page 86-90|
|The results of these policies, which must include key indicators of relevant non- financial results that allow for the monitoring and assessment of progress, and that favour comparability between companies and sectors, in accordance with the national, European and international frameworks of reference used for each issue.||102-2, 102-3, 102-4, 102-6, 102-15||Page 44-47 Page 86-90|
|The main risks related to these issues linked to the group’s activities, including, when relevant and proportionate, its commercial relations, products or services that may have negative effects in these areas, and how the group manages these risks, explaining the procedures used to detect and assess them in accordance with the national, European and international frameworks of reference for each issue. Information on the impacts detected must be included, offering a breakdown of these, especially about the main risks in the short, medium and long term.||102-15||Page 46-47|
|INFORMATION ABOUT ENVIRONMENTAL ISSUES|
|Detailed information on the current and foreseeable effects of the Company’s activities on the environment, health and safety, the environmental assessment and certification procedures, the resources dedicated to the prevention of environmental risks, the application of the precautionary principle and the quantity of provisions and guarantees for environmental risks.||103-2, 103-3, 102-11, 102-15, 307-1||Page 94-99 Page 115|
|Measures to prevent, reduce or remedy carbon emissions that seriously affect the environment, taking into account any specific form of atmospheric pollution of an activity, including noise and light pollution.||305-6, 305-7||Page 97-99|
|CIRCULAR ECONOMY AND PREVENTION AND MANAGEMENT OF WASTE|
|Prevention, recycling, reuse, other forms of recovery and disposal of waste; actions to combat food waste||306-2||Page 94-95|
|SUSTAINABLE USE OF RESOURCES|
|Water: The consumption and supply of water in keeping with the local limitations.||303-1||(1)|
|Consumption of raw materials and the measures adopted to improve the efficiency of their use.||303-1||Page 54 Page 95|
|Energy: Direct and indirect consumption, measures taken to improve energy efficiency, use of renewable energies||302-1, 302-1, 302-3||Page 96 Page 98|
|The important elements of emissions of greenhouse gases generated as a result of the Company’s activities, including the use of the goods and services it produces.||305-1, 305-2, 305-3||Page 97-99|
|The measures adopted to adapt to the consequences of climate change.||201-2||Page 97-99|
|The voluntarily reduction targets established in the medium and long term to reduce emissions of greenhouse gases and the methods implemented for that purpose.||305-5||Page 97-99|
|PROTECTION OF BIODIVERSITY|
|Measures taken to preserve or restore biodiversity||304-3||(1)|
|Impact caused by activities or operations in protected areas||304-2||(1)|
|INFORMATION ON CORPORATE AND PERSONNEL MATTERS|
|Total number and distribution of employees by gender, age, country and personal classification.||102-8, 405-1||Page 62-64 Page 70|
|Total number and distribution of contract types and annual average of permanent contracts, fixed-term contracts and part-time contracts by: gender, age and professional classification.||102-8||Page 64 Page 67 Page 82-83|
|Number of dismissals by gender, age and professional classification.||401-1||Page 81|
|Average remuneration and its evolution broken down by gender, age and professional classification. Wage Gap, the remuneration of equal jobs or the average for the Company.||102-38, 102-39||Page 80-81|
|The average remuneration of the directors and executives, including variable remuneration, allowances, indemnifications, payments into long-term savings and benefits schemes and any other payments broken down by gender.||102-38, 102-39||Page 43|
|Disconnecting from work policies.||103-1; 103-2; 103-3||(2)|
|Employees with disabilities.||405-1||Page 69|
|ORGANISATION OF THE WORK|
|Organisation of the working time: Number of hours of absenteeism.||403-2||Page 78|
|Measures aimed at facilitating a work-life balance and promoting the shared use of these by both parents.||401-3||Page 66-67|
|HEALTH AND SAFETY|
|Occupational health and safety conditions.||403-3||Page 78-79|
|Workplace accidents, in particular their frequency and severity as well as occupational diseases; broken down by gender.||403-2||Page 78-79 Page 81|
|Organisation of the social dialogue, including procedures to inform and consult the staff and negotiate with them.||102-43, 402-1||Page 65|
|Percentage of employees covered by a collective agreement by country.||102-41||Page 65|
|The balance sheet of collective agreements, particularly in the field of occupational health and safety.||403-4||Page 78|
|The policies implemented in the field of training.||404-2||Page 74-77 Page 72-73|
|The total number of training hours by professional category.||404-1||Page 74|
|Universal accessibility of people with disabilities.||103-1; 103-2; 103-3||Page 53|
|Measures adopted to promote equal treatment and opportunities for women and men.||404-2||Page 68-69|
|Equality plans (Chapter III of Organic Law 3/2007, of 22 March, for effective equality between women and men), measures adopted to promote employment, protocols against sexual and gender-based harassment, integration into the labour market and the universal accessibility of people with disabilities.||404-1||Page 68-69 Page 71-73|
|The policy against all types of discrimination and, where necessary, for the management of diversity.||406-1||Page 68-69 Page 58|
|INFORMATION ON RESPECT FOR HUMAN RIGHTS|
|Implementation of due diligence procedures on the subject of human rights.||406-1||Page 44 Page 86-90|
|Prevention of risks of human rights violations and, where necessary, measures to mitigate, manage and remedy possible abuses committed.||412-1||Page 46-47 Page 86-90|
|Complaints about cases of human rights violations.||103-1; 103-2; 103-3||Page 44|
|Promotion and compliance with the fundamental conventions of the International Labour Organisation related to respect for the freedom of association and the right to collective bargaining; the removal of job and employment discrimination; the abolition of forced or mandatory labour; and the effective abolition of child labour.||408-1, 409-1||Page 65 Page 87-90|
|INFORMATION ON THE FIGHT AGAINST CORRUPTION|
|Measures adopted to prevent corruption and bribery.||103-2, 103-3, 102-15, 205-2||Page 44-45|
|Measures to fight against money laundering.||205-2||Page 44-45|
|Contributions to non-profit foundations and associations.||201-1||Page 44-45 Page 102-111|
|INFORMATION ABOUT THE SOCIETY|
|COMMITMENTS OF THE COMPANY TO SUSTAINABLE DEVELOPMENT|
|The impact of the Company’s activity on employment and local development.||103-2 ,103-3, 413-1||Page 86-91|
|The impact of the Company’s activity on local and regional populations.||413-1||Page 86-91|
|The relationships maintained with the agents in the local communities and the methods for dialogue with these.||102-43||Page 34-35|
|Association or sponsorship actions.||103-1; 103-2; 103-3||Page 102-111|
|SUBCONTRACTING AND SUPPLIERS|
|The inclusion in the procurement policy of social, gender equality and environmental matters.||103-2, 103-3||Page 86-87|
|Consideration in relationships with suppliers and subcontractors of their social and environmental responsibility.||308-1, 414-1||Page 86-87|
|Supervision systems and audits and their results.||308-2, 414-2||Page 88-90|
|Measures for the health and safety of consumers.||416-1||Page 55|
|Complaints systems, complaints received and their resolution.||418-1||Page 56-57|
|Profits obtained country by country.||201-1||Page 115|
|Corporation taxes paid.||201-1||Page 115|
|Public subsidies received.||201-4||Page 115|
(1) In accordance with the results of our materiality analysis, we believe that the indicators relating to biodiversity and water consumption are not material in retail activity.
(2) Disconnection policies have not yet been formalised, but a corporate policy on this issue is being developed and will be implemented in the financial year 2019-20.
This online version of the Sustainability Report 2018 is a faithful reproduction of the downloadable version that includes the Non-Financial Information Statement corresponding to the fiscal year closed on February 28, 2019.
The downloadable version of this report has been verified by independent review by KPMG Asesores S.L. in accordance with article 49 of the Commercial Code and article 262.5 of the Consolidated Text of the Capital Companies Act.
In case of discrepancy between the contents of the online version and the downloadable version, the downloadable version will prevail.
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