9/5/2017 Employee development and growth | Inditex

Employee development and growth

The growth and development of the professionals working at Inditex is one of the Groups priorities.
To give this commitment the emphasis it deserves, the company uses training and internal
promotions as a means of developing and maximizing creativity, as well as building professional
skills.

The Groups eight retail brands have a network of more than 1,700 professionals recruited to fill
product team positions ranging from product managers to designers, as well as buyers or division
managers.

Internal promotion programmes

Inditex is constantly growing and evolving. We are commited to internal promotions. This is
particularly evident in the stores, our business core, where almost half of Inditexs product managers
and product department heads started working with us. Inditex strongly believes that its stores are a
prime source of talent, very well attuned to its customers needs.

To reinforce this commitment to the Groups sales force, in recent years, we have developed specific
mechanisms for identifying potential and skills among store employees. The most important of these
tools are the InTalent and Go! systems, designed to find and promote internal talent as efficiently as
possible.

Pull&Bear Visual Merchandising team at the brands head office in Narn (A Corua).
InTalent

Founded more than half a decade ago in 2010, InTalent is a system designed to reach out to our store
employees and get to know them better by centralizing the information on their curricula.

This simple tool also allows users to submit their CVs and update them at any time. It also has a
section where users can ask work-related questions and explain their career goals at the company.

During 2015, we continued to expand InTalent to a total of 27 markets. The most significant new
addition was China. Parallel to InTalents arrival in these markets, the Job Finder was launched in
some European countries, as well as Brazil and Mexico. This tool publishes internal job openings and
was launched in 2014 to give employees a chance to hear about positions and sign up to apply for
them.

2010 2011-2012 2013 2014 2015

InTalent Spain Intalent is launched Staff can see job Mexico and Brazil InTalent
is founded in the UK, Portugal, openings within the join Intalent is launched
Greece, Italy organization for in China
and Germany the rst time and the Job
Finder tool
is created

Project Go!

Project Go! was created in 2013 as a way to identify, select and develop promising young talent both
inside and outside of the company to fill openings on Zaras teams. This initiative has connected the
talent in our stores, the cornerstone of our growth, with the worlds main education centres.

Zara Go! was originally developed in response to the needs of the Zara product teams in the various
countries. But the programme caught on quickly and successfully, and every year it has expanded to
other product teams and areas such as procurement, distribution, management control and logistics,
all of which have adopted this system. Other brands like Zara Home, Massimo Dutti and Oysho also
use the system.

By the end of the year, 94 people from eight markets in Europe and Asia had joined our teams thanks
to Zara Go! All of them have benefited from a personalized development plan revolving around the
stores.
9/5/2017 Employee development and growth | Inditex
The project will continue in 2016 under the name Go! Logistics for the Transport, Infrastructure and
Automation Departments. We have also launched Zara Go! Stores to strengthen the Zara store teams
in Germany and the UK. This new project type is designed to identify talent at the major universities
of those countries and offer career tracks at the Group.

The project has already yielded results: 55% of new hires are internal promotions and 67% hold
management positions at product divisions. Both statistics confirm that stores are the companys
primary source of new talent.

Training for internal teams

We encourage the growth, development and promotion of our employees by investing in training. All
of the Inditex Groups areas of activity offer specific technical or skills-based training programmes
which vary by specialization but share a cross-cutting focus on serving our stores. This customer-
oriented approach extends to all employees, regardless of whether their daily work is directly related
to stores: from those participating in the production process designers, salespeople and logistics
teams to professionals working in corporate divisions such as human resources, systems or finance.

Across the board, the training given to store employees emphasizes familiarity with products and
processes, and a customer-centric mindset. In line with this philosophy, in 2012 Inditex designed the
e-Fashion programme in collaboration with the European Institute of Design in Madrid. This online
integral fashion business management programme provides certified and specialized training to
enrich our employees professional skills and improve their competencies.

In 2015, the programme expanded to Italy and trained 30 professionals in store management. The
programmes latest round in Spain provided training to 122 people from different management
areas, for a total of 152 people trained in 2015, and a total of 565 alumni since the projects inception.

Our commitment to training continues to grow. Time spent on training rose notably in 2015 as
compared to the previous year with 550,000 additional hours. Our Group devoted more than 1.3
million hours to training its staff in 2014, while the 2015 total exceeded 1.8 million hours. Altogether,
this training benefited more than 75,800 employees in more than 50 markets where the Inditex
Group operates.

Of these hours, 154,862 were spent on languages, IT and skills. 65,106 hours were devoted to
training professionals in workplace risk prevention.

Training hours by country 2015

Country Total training hours Attendees
Country Total training hours Attendees

Download Annual Report 2015 (PDF) [https://www.inditex.com/documents/10279/246750/Annual+Report_2015.pdf/b599669d-6512-481f-b9d5-

5244885f607a]

[http://static.inditex.com/annual_report_2015/en/]
MENU
ANNUAL REPORT 2015

TOTAL 1,875,248 75,875

* This number also includes training in Luxembourg

** Scandinavia comprises Sweden, Norway and Denmark
*** This number also includes training in Monaco
ND: No data available
9/5/2017 Employee development and growth | Inditex

[https://www.inditexcareers.com/]

Attracting talent

Our Groups cycle of internal promotions and employee training is completed by our talent attraction
strategy, the cornerstone being the Inditex Careers website. In 2015, Inditex Careers replaced its
predecessor, Join Fashion, with the goal of centralizing and channelling job offers from all of the
Groups areas of activity.

Also on social media

In 2015, Inditex reworked its employer brand image on social media

to reach candidates via content conveying the Groups philosophy.
The goal is to make Inditex Careers social media proles the primary
online space for dialogue with candidates. This move has allowed us
to hold hundreds of personal conversations each day with the people
interested in working with us.

Furthermore, our Facebook followers have more than doubled over

the course of the year, jumping from 100,000 in January 2015 to
240,000 in January 2016.

Inditex Careers is an international job site designed to collect information about our candidates, as
well as a platform for open communication to provide potential candidates with as much information
as possible about our company.

Under the philosophy that talent moves in all directions, the site offers specific information about
the Groups major areas of activity. In each area, users have access to specific multimedia content:
personal stories from staff showing who we are and how our teams operate on a day-to-day basis.

In addition to the directory of job offerings, the site gives the locations of the nine recruitment and
training centres run by our Group in eight different countries. In 2015 alone, more than 220,000
people came in to our centres, where they were met by a team of 80 recruitment experts in order to
fill more than 44,000 openings.
The goal of this process is to ensure that we recruit the best professionals in the cities where our
business has a significant presence. But it is equally important that everyone who approaches us has
a positive experience, receives a clear response regarding their application and goes through a
streamlined and simple process they can enjoy and share.

Fashion school visits

Designers have one of the most important jobs at our Group. As we like to say at Inditex Careers,
Inditex is made up of eight brands but, more than that, Inditex is what you put on to go to work,
how you decide to decorate your life, or what you wear for that special occasion. That is why in 2011
we began to visit and learn about some of the best fashion and management schools and universities
in Spain and abroad. We currently have a network of 600 designers for the different brands.

Some of the young professionals that have joined Inditex through Cantera Project.

Cantera Project

One of our strengths lies in our commitment to young talent: more than 40% of the years new
recruits for product teams are young professionals from Spain and abroad who are offered a career
and growth opportunities at the Group.

This is the spirit of the Cantera Project, which recruits young recent graduates and tailors their
training to develop professionals who can meet our specific future needs, especially in the design and
purchasing departments, and product managers.

Since 2011 we have been going to the main Spanish and international design and management
schools to find just the right people, although direct recruiting and job sites have been no less
important strategies. In 2015 alone, we visited 29 schools in five different countries and recruited a
total of 34 people for the Groups different brands.
9/5/2017 Employee development and growth | Inditex
The backbone of the Cantera Project is a system of concrete and definite steps: following the
selection process, the new hire spends six months rotating between the different department teams
with no fixed position. This gives them a holistic perspective on our work, as well as a better
understanding of how their division works, its mechanisms and how it all fits together. After this
period, they are given a specific job and are fully integrated into the department.