MANGO

“To be present in all cities in the world”

Name: Md. Ahasan Habib Uddin

ID : 17.01.06.149
Contents

 Introduction
 History
 Management
 Product Range
 Company Supplier
 Financial Information
 Sustainable Initiative
 Conclusion

1
Introduction

MANGO is an international fashion franchises that

designs, manufactures and markets women’s and men’s
apparel and accessories. At present, MANGO has over
16,500 employees, 1,850 of whom work at the Hangar
Design Centre and at its Headquarters in Palau Solità i
Plegamans (Barcelona). However, beyond the statistics, it
is made up a young and enthusiastic team, with an average
age of 28, and 85% of which is female. It has 2,731 stores
in 105 countries worldwide.

Hangar Design Centre, the biggest design centre in

Europe, has a total surface area of 10,000 m sq. and
houses more than 600 professionals dedicated to creating
fashion garments and accessories for women. The Design,
Hangar Design Centre
Purchasing and Quality departments are located there.
2
History

The first MANGO store was opened in 1984 in Barcelona by the two Turkish
brothers Isak and Nahman Andic.
In 1985, they opened their second store in Valencia.
In 1992, two MANGO stores were launched in Portugal, broadening their brand
internationally.
With the development of technology and the internet, their website mango.com was
first introduced in 1995.
From then until 2000, MANGO continued to open more flagship stores in Paris and
London at their busiest locations as well as established their online shop
mangoshop.com in the same year.
From 2002 to 2004, they proceeded to advanced into new markets such as Australia,
Bulgaria, China, Vietnam, Italy, Honduras, Serbia and more, resulted in the total of
more than 700 stores in 75 countries.
3
Cont.
In 2006, MANGO began their experiences with
the US market by opening new stores in Costa
Mesa, Chicago, Dallas, Los Angeles, Orlando, San
Francisco and Santa Monica.
At the same time, their first designing contest, the
El Boton-MANGO Fashion Awards was launched
internationally, in order to recruit and nourish new
and talented fashion designers.
In 2008, MANGO created a menswear line called
HE, Homini Emerito, which aimed at the young,
fashion-conscious male.
Homini Emerito Store in Barcelona

4
Management

The Board of Administration is made up of The President: Isak Andic, The Vice-President:
Nahman Andic, The Chief Executive Officer: Toni Ruiz, The Managing Director: Enric
Casi, The corporate social responsibility, buildings maintenance and stores management:
Nicolás Olivé, The design, purchase production and quality: Salvador Vallés, The Head of
Expansion: Isak Halfon, The Licences & Co-branding, Communication, Property
Management and Franchise Management and Service: Daniel López. This Board meets
periodically. All its members are individuals with responsibilities within the structure of the
organization, and with considerable experience in their different areas.
Executive Committee: The Executive Committee is made up of all the members of the Board of
Administration plus the following persons:
Eva Rello (manufacturing production),
Puri Campos (accessories),
Judit Ventura (design coordination),
Ceci Lozano (logistics and warehouse),
María Jesús García (human resources and organization),
Miguel de la Capilla (internal auditing, CSR auditing, legal affairs, subsidiaries management
and import/export) 5
Cont.

• Nahman Andic • Toni Ruiz

- Co-Founder & Vice-Chairman - Chief Executive Officer
• Isak Andic
- Founder & President
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Product Range
Women Girls Men Boys
 Skirts  Skirts and Shirts  Jeans and Pants  Pyjamas
 Shorts  Swimwear  Coats and Jackets  Bermudas
 Swimsuits  Pyjamas  Suits  Jeans and Pants
 Jeans and Pants  Jeans and Pants  Blazers  Coats and Jackets
 Coats and Jackets  Sweatshirts  Sweatshirts  Sweatshirts
 Sweatshirts  Sweaters and  Sweater and  Sweaters and
 Sweaters and Cardigans Cardigans Cardigans
Cardigans  Dresses  Polo Shirts  Polo Shirts
 Tops and T-Shirts  Jumpsuits  T-Shirts and Shirts  T-Shirts and Shirts
 Jumpsuits  T-Shirts  Sunglasses  Swimwear
 Jewellery  Coats and Jackets  Ties  Shoes
 Cases and Wallets  Jewellery  Belts  Belts
 Bags  Bags  Wallets  Wallets
 Shoes  Belts  Bags
 Shoes  Footwear
 Swimwear
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Company Supplier
The factories located in Asia, where production costs are lower.
In the Mediterranean region manufacturing is spread more evenly with 271 suppliers
spread across 11 European and African countries, the area only accounts for a third of
the total number of factories.
Asian factories represent 67% of the total and are mostly concentrated in China,
India, Vietnam and Bangladesh. Europe accounts for 21.8% of factories with 196
units, while Africa accounts for 9.12% of the total with 75 suppliers in Morocco,
Tunisia and Egypt.
Totalling 242 factories, China is where Mango has the highest number of suppliers,
accounting for 29.4% of the total.
Chinese factories are mostly used for shoes and accessories, while clothing and
denim are produced in more factories in Turkey (152).
In India, Mango works with 77 fashion, footwear and accessories manufacturers
(accounting for 9.37%), and in Vietnam with 72 (8.76%). Morocco completes the
ranking with 68 factories, representing 8.27% of the total. 
8
Cont.

Global Supplier List of Mango 9

Financial Information
 In 2019, Sales increased by 141 million euros, 6.3% more than 2018, and are the highest
sales achieved in the company's history.
 Mango’s EBITDA surged by 43.7 percent to 194 million euros in 2019, compared to 135
million euros the year before.
The company made a gross profit of 41 million euros.
For the third year running, Mango reduced its net financial debt, which fell to 184
million euros.
Online sales grow by 26.7%, totalling 564 million euros, and now represent 23.7% of
total group turnover.
The total annual investment was 58 million euros, much of which was allocated to
accelerating the digital transformation of the company.
More than 3 million active customers in the new loyalty club since its launch in Spain
and France.

10
Cont.

Growth of Mango in € Billion

2.5

2
€ BILLION

1.5

2.37
2.23
1
1.59 1.59 1.57

0.5

0
2015 2016 2017 2018 2019

YEAR

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Sustainable Initiative
MANGO is working garment by garment towards a more responsible and sustainable
fashion future, promoting in new collections the use of more environmentally friendly
fibres and processes, as well as promoting a circular economy model. The aim of the
company is to increase the proportion of sustainable fibres in all its collections and lines.
 Sustainable Cotton:
In 2018, MANGO made a commitment that by 2022, 50% of its cotton will the
cultivation and use of sustainable cotton.
By the end of 2019, 20% of MANGO garments whose main component was cotton were
acquired from sustainable sources. This includes the use of organic cotton, recycled
cotton and support towards BCI (Better Cotton Initiative) cotton.
As a member of BCI, in 2019, MANGO has supported the farming of BCI cotton
through more than 2.6 TN of BCI cotton. The main countries of origin of this cotton are
Pakistan, Turkey, Bangladesh and China, representing more the 90% of BCI cotton
associated with MANGO.

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Cont.
Cotton sourced from pre- and post-consumer fabrics which has been reprocessed to
become a new raw material. Recycled fibres reduce the pressure on natural resources
and promote the transition towards a circular economy.
The cultivation of BCI cotton minimises the negative impact of cotton growing, by
controlling the use of fertilisers and pesticides, the use of water and the quality of the
soil. It also improves the working conditions of its employees and increases crop
performance.

 Recycled polyester and synthetic fibres:

MANGO commits to reduce the use of synthetic fibres in its collections and to increase
the use of recycled polyester. They made a commitment by 2025, 50% of recycled
polyester fibre will be used. This way MANGO reduces pressure on non-renewable
resources, reduces the risk of microplastics contamination from synthetic fibres and at
the same time helps reduce textile waste and support a circular economy model.
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Cont.
 Cellulose Fibres:
MANGO is aware of the importance of assuring the traceability and origin of
cellulose fibres (viscose, lyocell, modal, etc.) used in all its collections. MANGO has
started to work jointly with suppliers to verify that the cellulose fibres used are not
contributing to illegal logging and deforestation. In 2020 MANGO will formalise its
cellulose fibres policy and thus reaffirm its commitment to ensure the sustainable
origin of these fibres. They made a commitment of 100% of cellulose fibres of
controlled origin by 2030 .
In 2018, MANGO took its first step towards the implantation of a policy of cellulose
fibres, such as lyocell, modal and viscose by signing a collaboration agreement with
LENZING. LENZING fibres such as Tencel™ Lyocell or Lenzing EcoVero™ come
from wood from sustainably managed forests and their production processes are more
environmentally friendly compared to the conventional production processes for such
fibres.
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Cont.
 Elimination of Plastic Shopping Bags:
100% of MANGO shopping bags are made of paper. All bags are made of PEFC-
certified paper to ensure they are made of paper sourced from sustainably managed
forests. Any plastic bags used throughout 2019 are leftover stock from previous years.
 Reuse:
All transfers of products between stores, as well as returns to central warehouses, are
made using re-used cardboard boxes. Part of the furniture used in outlet stores is re-
used from other facilities, while the plastic coat hangers used in store deliveries are re-
used during the sale period.
 Sustainable Apparel Coalition:
In 2019 MANGO approved its sign-up to the Sustainable Apparel Coalition (SAC) as
part of the new CSR Sustainability strategic plan. This membership was officially
communicated in January 2020. With this new collaboration MANGO undertakes to
evaluate the environmental impact of its supply chain by using the SAC tool, the Higg
Index.
15
Cont.
 Safety in the workplace:
The aims of the MANGO Health and Safety Policy are the development and promotion of
strategies that improve working conditions for the physical, mental and social health of
employees, and to promote and consolidate safe and healthy work habits.
 Purchase of Renewable Energy:
In 2019, and as part of the new CSR Sustainability Plan, Mango
approved the purchase of 100% renewable energy for the electrical
consumption throughout 2020 of all Mango headquarters,
logistics centres and company stores in Spain. This represents
64,780 MWh of renewable energy certified according to local
renewable energy source certificates. In 2020 the electrical
consumption of company stores in the UK will represent about
3,006 MWh of electricity certified from a renewable origin.

16
Cont.

 Promoting The Circular Economy: Second Changes

In order to contribute to the reduction of textile waste and promote a circular economy
in the textile industry, the CSR department has promoted the SECOND CHANCES
project within the TAKE ACTION plan.
The SECOND CHANCES project began in 2015 as a pilot project by placing textile
recycling containers in stores in the Barcelona region. In its second phase, the pilot project
in Spain was extended by installing 25 textile recycling containers in major Spanish cities.
After the first phase, in 2017 the SECOND CHANCES project was expanded throughout
Spain and Europe. In 2019, SECOND CHANCES containers were placed in 100% of
company stores in Spain and France. In addition, all franchise stores in Spain and
Portugal must collect any used clothing brought by customers irrespective of whether
they physically have a SECOND CHANCES container or not.

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Conclusion
Mango was set up with the mission to “be present in all cities in the world” and
projecting a coherent and unified image. The company was founded according to three
fundamental suppositions, which were not so obvious in the Seventies: (1) offer quality
garments at a reasonable price without this meaning moving away from the latest
fashion for young, modern clients; (2) manufacture in countries with more competitive
production costs, obtain a low cost and keep prices competitive; and (3) control
operating costs thanks to up-to-date information systems.

The company is developing a dynamic advantage in dealing with continuous changes in

the environment. This requires continual readjustment to productive-logistic processes
through IT. This competitive advantage along with the culture of human relations
means that the business model can continue to maintain its sustained growth.

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