What: Boyner is extending its emotional brand platform with a dialogue-free film that positions the retailer as a lifestyle and fashion universe.
Why it is important: Boyner’s film highlights the role of lifestyle narratives, inclusivity and omnichannel communication in strengthening modern retail brands.
Boyner has released a new brand film set aboard a ship, continuing its series of emotional communication campaigns. The dialogue-free film uses visual storytelling to follow different characters across the vessel, capturing small but familiar moments from everyday life before bringing all the storylines together in a shared scene. The campaign builds on Boyner’s earlier brand narratives, including “Bizim Tarzımız Güzel” in 2020, which celebrated Türkiye’s cultural richness and diversity, and “Bi’ Tanısan Seversin” in 2023, which focused on empathy, dialogue and mutual understanding. The new message, “Bu Gemi Hepimizin. Aynı Gemide Birlikte Güzeliz,” carries those themes forward through a story of shared belonging. Everyday cultural details such as tea glasses, backgammon, coffee-cup readings and evil-eye beads create a warm and familiar atmosphere. Boyner says the film reflects its ambition to build an inspiring world where everyone can express their own style. The campaign will run across television, digital platforms, outdoor advertising and social media.
IADS Notes: Boyner’s new brand film extends the retailer’s long-term use of emotional storytelling, creativity and lifestyle positioning to differentiate its department store identity. In August 2026, a Press Release reported that Boyner’s latest campaign uses a dialogue-free cinematic narrative set aboard a ship to express shared belonging, diversity and the idea that different styles and life moments can coexist under one brand universe. This aligns with BoF’s June 2026 coverage of Boyner Group’s Communité concept, which framed the group’s retail strategy around curation, hospitality, community, local relevance and meaningful experiences rather than purely transactional shopping. Boyner’s June 2026 Art Pieces initiative also reinforces this direction, with artist-designed limited-edition tote bags showing how creativity, personalisation and emotional engagement can build authenticity and loyalty. Together, these sources show that Boyner is using both communication and retail concepts to position itself as a lifestyle platform rooted in inclusivity, creativity and customer connection. :cite[ekx,g8q,a31]

Boyner unveils its new film ad campaign

Link to the campaign

What: Gap Inc. is partnering with Chalhoub Group to launch Gap, Banana Republic and Athleta across the Middle East.
Why it is important: The partnership shows how global brands are using regional operators and digital-first rollouts to enter high-growth Middle Eastern markets with local relevance.
Gap Inc. has entered a strategic partnership with Chalhoub Group to expand Gap, Banana Republic and Athleta across the Middle East. The Dubai-based luxury retailer and distributor will use its regional expertise to support a phased omnichannel rollout, beginning with online launches in the UAE, Saudi Arabia and Kuwait during the rest of the year, followed by physical stores across the region in 2027. Gap Inc. said the partnership reflects its continued investment in the region and its ambition to connect with customers through locally relevant experiences. Chief business and strategy officer Eric Chan said the deal will help bring the group’s modern American style to one of the world’s most dynamic retail regions. Chalhoub Group, which works with brands including Dyson, Fendi, Jacquemus and Sephora, will help adapt the offer to regional consumers and cultural dynamics. The agreement follows Gap Inc.’s March partnership with Fashionata to bring Gap to Australia, reinforcing its renewed focus on global expansion.
IADS Notes: Gap Inc.’s partnership with Chalhoub Group reflects the growing importance of regional operators, digital-first entry models and local relevance in Middle East retail expansion. In August 2026, WWD reported that Chalhoub and Gap Inc. would bring Gap, Banana Republic and Athleta to the Middle East through a phased online rollout in the UAE, Saudi Arabia and Kuwait, followed by physical stores in 2027. Chalhoub’s ability to execute this model is supported by its regional infrastructure: in October 2025, WWD reported that the group was accelerating Saudi expansion through digital investment, rapid e-commerce delivery and a focus on youthful, digitally savvy consumers. Zawya’s January 2026 coverage of Bain & Company’s Middle East consumer products report showed that MENA growth is being led by the UAE and Saudi Arabia, with consumers prioritising convenience, trust, relevance and digital engagement. Forbes’ March 2026 coverage of Primark and Ulta Beauty’s UAE openings showed how international brands can gain traction by adapting Western formats to local preferences. RLC’s October 2025 coverage of Michael Chalhoub further framed the Middle East as a global growth engine where brands must move early, localise and invest in quality experiences.

Chalhoub Group teams up with Gap Inc. 

What: El Palacio de Hierro grew first-half sales by 4.65%, but net income fell 9.46% as profitability remained under pressure.

Why it is important: El Palacio de Hierro’s performance highlights the growing importance of credit and real estate divisions in supporting diversified department store groups.

El Palacio de Hierro continued to grow sales in the first half of 2026, but profitability remained under pressure. The Mexican department store group reported first-half sales of 28.648 billion pesos, up 4.65% year on year, while net income fell 9.46% to 1.264 billion pesos. Operating income also declined, dropping 8.63% to 2.317 billion pesos. The second quarter showed a similar pattern. Revenue rose 5.05% to 15.374 billion pesos, but net income fell 3.56% to 842 million pesos and operating profit declined 6.11%. The results suggest that El Palacio de Hierro is maintaining commercial momentum but facing pressure on margins and operating profitability. The commercial division, which remains the group’s main business, grew 4.4% in the second quarter. However, supporting businesses expanded faster, with the credit division up 12.7% and real estate income up 5.9%. The company has been led by Eléonore de Boysson since June 2025.

IADS Notes: El Palacio de Hierro’s first-half results show that the Mexican luxury department store continues to grow sales, but profitability is becoming harder to protect. In August 2026, Modaes reported that first-half sales rose 4.65% while net income fell 9.46%, with second-quarter revenue up 5.05% and credit and real estate growing faster than the core commercial division. This follows Fashion Network’s May 2026 coverage of first-quarter revenue growth of 4.2% across commercial, credit and real estate, already accompanied by margin pressure. Fashion Network’s June 2026 report on leadership changes under Eléonore de Boysson showed the company strengthening store sales, supply chain and HR leadership to improve operational excellence and agility. 

El Palacio de Hierro’s sales continue growing, with reduced profitability

What: John Lewis is launching Sports & Wellness departments that combine sportswear, wearables, recovery, AI-powered fitness and expert services.
Why it is important: John Lewis’s investment highlights the shift from category-based merchandising to goal-led shopping journeys that combine advice, digital access and local engagement.
John Lewis is launching a new Sports & Wellness concept that brings sportswear, footwear, wearable technology, recovery, AI-powered fitness and expert services into one destination. The multi-million-pound investment is part of the retailer’s wider £800 million transformation programme and will roll out across Oxford Street, Liverpool, Cheadle and Glasgow. Each department spans around 5,000 sq ft and is organised around activities such as running, training and outdoor pursuits rather than traditional product categories. The aim is to support customers shopping around fitness goals, whether training for a marathon, taking up Hyrox or building a healthier lifestyle. The offer includes brands such as Nike, Brooks, Patagonia, Garmin, Oura, Whoop, Therabody, Peloton and NordicTrack. Services include free gait analysis, specialist footwear advice and MagicAI’s intelligent fitness mirror, which provides personalised training, rep counting and form correction. Monthly “Jog Lewis” run clubs will also connect customers with local running communities, product testing and expert advice.
IADS Notes: John Lewis’s Sports & Wellness concept reflects the rapid convergence of fitness, wellness, technology and community inside department store retail. John Lewis is rolling out the concept across Oxford Street, Liverpool, Cheadle and Glasgow, combining sportswear, footwear, wearables, recovery, AI-powered fitness, expert services and run clubs in one destination. Ian Jindal’s June 2026 analysis of the “health hub economy” showed how fitness, wellness, technology and community are becoming connected retail ecosystems where health drives loyalty, data and commerce. WWD’s May 2026 coverage of Harvey Nichols’ wellness floor similarly showed luxury retailers integrating Pilates, treatments, nutrition and holistic health into stores to drive footfall and differentiation. Retail Week reported in November 2025 that Flannels’ Leeds flagship had added a premium health and fitness club combining performance, recovery, activewear and local community engagement. Modaes’ January 2026 coverage of El Corte Inglés’ Puerta del Sol sports destination also showed how department stores are using sports, technical apparel, footwear and major brand shop-in-shops to attract active-lifestyle customers.

John Lewis’new sports and wellness departments

What: John Lewis is launching its biggest beauty advent calendar yet, worth £1,160 and available first to MyJL Beauty members.
Why it is important: The launch shows how department stores are using beauty calendars to drive loyalty, early festive demand and premium brand discovery.
John Lewis is launching its biggest beauty advent calendar to date, with a stated value of £1,160 and a retail price of £250. Available to preview from 3 August, it will be offered first through app pre-orders for MyJL Beauty members, before wider member availability and general sale in September.  The calendar contains 41 products across 25 drawers, with more than half in full size. Brands include Fenty Beauty, Elemis, Trinny London, Aveda, Dermalogica, Jo Loves, Medik8, Sisley, La Mer and Charlotte Tilbury. For the first time, the calendar also includes beauty tech, with a FOREO UFO mini worth £129. One in 41 customers will receive a mystery voucher, with prizes including a Shark tool and a Clarins spa treatment.
John Lewis is also launching its first 12-day fragrance advent calendar, priced at £99 and worth £305, featuring brands such as Memo Paris, KILIAN PARIS, Frederic Malle and Essential Parfums.
IADS Notes: John Lewis’s 2026 beauty advent calendar builds on a clear strategy of using beauty as a loyalty, discovery and premium-value engine. In September 2025, Fashion Network reported that John Lewis’s previous beauty advent calendar used high-value curation, early loyalty access, surprise prizes, reusable packaging and premium brands to drive seasonal excitement, with searches for beauty advent calendars up 50%. The 2026 edition extends that model through MyJL Beauty app pre-orders, a higher stated value and the first inclusion of beauty tech. This fits John Lewis’s wider beauty push: in April 2026, a Press Release described the launch of MyJL Beauty rewards, exclusive Skin Cupid shop-in-shops, curated boxes, expert advice and omnichannel engagement, while Drapers reported in May 2026 that loyalty, events and advisory services were being used to deepen customer relationships. The strategy also builds on the August 2025 transformation of John Lewis’s Liverpool beauty hall, covered by The Retail Bulletin, where experiential spaces, premium brands, Fenty Beauty, service-led retail and digital integration repositioned beauty as a growth category. More broadly, Glossy’s November 2025 analysis of US department stores showed how luxury brands, immersive services and advanced technology are reshaping beauty retail.

John Lewis announces its biggest beauty advent calendar, worth £1,160

What: Manor is using its Locarno store and festival partnership to combine cinema, gastronomy, VIP access and cultural brand-building.
Why it is important: The activation shows how department stores can use cultural sponsorship, hospitality and loyalty benefits to deepen customer engagement beyond shopping.
Manor is celebrating the 79th Locarno Film Festival through its long-standing partnership with the event, combining cultural sponsorship with exclusive customer experiences. From 5 to 15 August 2026, the retailer will support the festival through two main initiatives: the Pardo d’Onore Manor and a premium hospitality package for Manor World Mastercard holders. The Pardo d’Onore Manor recognises major figures in international cinema. In 2026, the award will be presented to American director Darren Aronofsky on 14 August at Piazza Grande. During the festival, Aronofsky will also present two of his films, “The Fountain” and “Mother!”. Manor is also using its Locarno department store, located near Piazza Grande, as part of the festival experience. Mastercard holders can book a package for two people at CHF 290, including an aperitif, dinner on the Pardo terrace overlooking Piazza Grande, red-carpet access, reserved VIP seats and the evening film screening. The initiative links cinema, hospitality, loyalty and lifestyle positioning.
IADS Notes: Manor’s Locarno Film Festival activation fits a broader strategy of using culture, hospitality and flagship experiences to position the retailer beyond conventional shopping. In February 2026, a Press Release on the Manor Cultural Prize showed how the retailer uses long-term cultural patronage, exhibitions and institutional partnerships to strengthen brand identity and community ties. Manor’s June 2026 FIFA World Cup campaign similarly demonstrated how major cultural and sporting moments can become multi-channel retail activations through merchandise, creative collaborations and themed experiences. The hospitality dimension is reinforced by Manor’s April 2026 partnership with Michelin chef Danny Khezzar in Geneva, where food became a driver of footfall, engagement and destination appeal. In January 2026, 24heures reported that Manor and the City of Lausanne were turning the department store façade into a public-facing cultural platform through artist-led installations. More broadly, Manor’s March 2026 CHF 200 million investment plan showed that flagship modernisation, experiential retail, digital innovation and differentiated shopping environments are central to its growth strategy.

Manor is celebrating the Locarno Film Festival with hospitality experiences for Manor Mastercard holders 

What: El Corte Inglés raised capex to €577 million as it accelerated digital transformation, AI, logistics and retail network renewal.
Why it is important: The investment shows how El Corte Inglés is using stronger finances to modernise stores, logistics and technology while preparing for its next strategic phase.
El Corte Inglés increased investment by 9.4% in its 2025 financial year, reaching €577 million compared with €527.85 million the previous year. The spending supports the group’s strategic priorities, including digital transformation, omnichannel consolidation, logistics optimisation, store operations and retail network modernisation. The largest share of capex went to materials and construction, which rose 11.85% to €321 million. This mainly covered department store renovations, adaptation of retail spaces and expansion of other commercial formats. Technology investment also remained high at €237 million, slightly above the previous year’s €233 million. The technology budget focused on omnichannel development, logistics, store operations and Viajes El Corte Inglés. Projects included new digital platforms, analytics, artificial intelligence, cybersecurity, corporate platform modernisation, predictive models for personalisation and forecasting, real-time logistics traceability and new management and data analytics tools. The group also invested €19 million in other initiatives linked to technology, fashion, home services, security and travel, while divesting only non-strategic assets.
IADS Notes: El Corte Inglés’s 9.4% capex increase confirms that the group is moving from balance-sheet repair toward a more investment-led transformation. In July 2025, Modaes and Fashion Network reported the launch of a €3 billion investment plan through 2030, focused on store modernisation, business expansion, logistics and technological capabilities. The next phase was reinforced in July 2026, when Modaes reported that Cristina Álvarez would present an updated strategic plan in September, with stores, digital growth, AI, logistics and operational transformation positioned as priorities. The group’s ability to fund this agenda was supported by its June 2026 results, when a company press release reported double-digit profit growth, record-low debt, digital transformation, store modernisation and logistics innovation. Modaes also reported in January 2026 that Álvarez had strengthened digital, customer experience, operations and supply chain leadership while reorganising purchasing to improve category expertise and agility. By April 2026, Modaes framed the group’s direction as a shift toward growth through acquisitions, increased investment, digital transformation, logistics and organisational renewal.

El Corte Inglés increased its investment by 9.4% in FY2025, to €577 million 

What: Falabella is extending its physical presence in southern Chile with a new Angol store focused on apparel, footwear and digital catalogue access.

Why it is important: Falabella’s Angol store highlights the value of smaller specialised formats for entering underserved cities while using digital channels to extend assortment.

Falabella has opened its first store in Angol, marking a new step in its expansion across southern Chile. Located in the city centre near Plaza de Armas, the 1,800-square-metre store focuses on women’s, men’s and children’s clothing, complemented by footwear and telephony. It is the first of three southern Chile openings planned for 2026, ahead of Linares and Coyhaique, and brings Falabella’s Chilean network to 46 stores. The format combines a specialised physical assortment with access to the full falabella.com catalogue through Click & Collect, allowing customers to use the store as a convenient pickup point for a broader digital offer. The opening will create more than 40 jobs, mostly for people from Angol and nearby communities, supporting local employment and commercial activity. Falabella also linked the launch to community engagement by incorporating María Sylvester Rasch School into its Haciendo Escuela programme, a 57-year initiative that supports student learning and development through collaboration between schools and company employees.

IADS Notes: Falabella’s Angol opening fits into a broader investment cycle focused on regional expansion, local relevance and more flexible store formats. In January 2026, Modaes reported that Falabella would invest $900 million and open 17 stores in Latin America during the year, with spending directed toward new stores, remodelled locations and technology upgrades across Chile, Peru and Mexico. Fashion Network’s November 2025 coverage of Falabella’s Viña del Mar opening showed how the retailer uses new stores to combine regional growth with local employment, community engagement and enhanced customer experiences. Modaes reported in August 2025 that Falabella’s 9.2% sales growth was supported by its multi-specialist model, which integrates physical stores, e-commerce, shopping centres and local market adaptation across Chile, Peru and Colombia. The group’s renewed capex cycle was also highlighted by Modaes in September 2025, when Falabella planned to recover pre-pandemic investment levels by 2026 with $800 million dedicated to physical and digital expansion. Perú Retail’s July 2026 coverage of the first standalone Beauty F store further shows how Falabella is developing specialised formats to reach customers in markets where a full department-store model may not be viable.

Falabella opens a small-format store in Angol, Chile

What: Breuninger is strengthening its Austrian presence through Kitzbühel activations that combine sport, fashion partnerships and omnichannel growth.

Why it is important: Breuninger’s Austrian push highlights the value of combining omnichannel services with culturally relevant events to build customer relationships in growth markets.

Breuninger is expanding its presence in Austria through a series of activations around the Generali Open in Kitzbühel, reinforcing the country’s role as an important growth market. The premium fashion and lifestyle retailer returned for the third time as a sponsoring partner of the ATP tournament and co-host of Champions Night, using the event to connect with customers, brand partners, media and business guests in a high-quality setting. The strategy also included a collaboration with Sportalm, presented at an event on the Seidlalm in Kitzbühel. The partners unveiled an exclusive capsule of a dirndl and blouse, combining Sportalm’s modern alpine design with Breuninger’s curated fashion expertise. The capsule is available through Breuninger’s online shop and selected stores. Austria has been a key international market since Breuninger launched its online shop there in 2018. Today, Austrian customers can access the online shop, international marketplace, exclusive services and curated assortments, supported by the Munich flagship as a nearby physical touchpoint.

IADS Notes: Breuninger’s Kitzbühel activations show how the retailer is building international presence through omnichannel infrastructure, local partnerships and experiential brand moments rather than relying only on physical store openings. In February 2026, Fashion United reported that Breuninger had launched its marketplace in Austria, using partner brands, localised assortments and digital scalability to strengthen a key growth market. Retail News noted in November 2025 that Breuninger was expanding its European presence through localised online shops, loyalty and tailored customer journeys in Switzerland and the Netherlands, confirming a broader digital-first internationalisation model. Monocle’s December 2025 profile of Breuninger described the retailer’s strength in curated premium assortments, service, gastronomy, culture and seamless online-offline integration. The Kitzbühel strategy also echoes Monocle’s September 2025 coverage of Breuninger’s Zürich event, where creative collaboration, hospitality and storytelling helped build brand presence beyond Germany. Similarly, the April 2026 Press Release on Breuninger’s Gant Tennis Club in Munich showed how sport, hospitality and brand partnerships can turn major events into immersive retail experiences.

Breuninger strenghtens presence in Austria

What: El Corte Inglés is preparing a more ambitious investment plan as Cristina Álvarez prioritises stores, digital growth, AI and operational transformation.

Why it is important: The strategy reinforces the role of physical stores as experiential assets while positioning digital channels and AI as growth and personalisation engines.

El Corte Inglés will present an updated strategic plan in September, with a more ambitious investment programme focused on business growth, logistics and new technological capabilities. Cristina Álvarez outlined the direction at her first shareholders’ meeting as president, where she defended the physical store as a differentiating factor and an essential asset for connecting with customers. Álvarez described stores as experiential environments where human interaction, brand awareness and customer relationships are built beyond transactions. She also stressed the growing importance of the website and app as gateways for customer acquisition, digital experience and personalisation. AI will be used to personalise shopping, optimise product availability, streamline service and better interpret customer needs, while preserving the company’s human essence. Shareholders ratified Javier Catena as CEO, responsible for implementing the roadmap. The group enters this phase from a stronger financial position, with 2025-26 net profit up 22.8% to €628 million, EBITDA up 4.7% to €1.266 billion and debt reduced to 1.3 times EBITDA.

IADS Notes: El Corte Inglés’s updated strategic plan builds on a year of leadership renewal, stronger financial performance and renewed investment ambition. In April 2026, Modaes reported that Cristina Álvarez was shifting the group toward growth through acquisitions, increased investment, digital transformation, logistics and organisational renewal, supported by McKinsey and the existing €3 billion investment plan through 2030. That plan was first detailed by Modaes and Fashion Network in July 2025, when El Corte Inglés committed to store modernisation, business expansion, logistics and technological capabilities while maintaining strong financial performance. The group’s capacity to accelerate investment was reinforced by its June 2026 results, when a company press release reported double-digit profit growth, record-low debt, increased investment, digital transformation, store modernisation and logistics innovation. Modaes also reported in June 2026 that Javier Catena had returned as CEO to implement the updated strategic plan, with a focus on operational excellence, digital acceleration, logistics, real estate and business transformation. Earlier, in January 2026, Modaes noted that Álvarez had already strengthened digital, customer experience, operations and supply chain leadership while reorganising purchasing to improve category expertise and agility.

El Corte Inglés will present its updated strategic plan in September, with increased investment

What: El Corte Inglés shareholders approved the board’s proposals as Cristina Álvarez outlined a more ambitious strategic plan focused on stores, digital growth, AI and logistics.
Why it is important: The plan shows how El Corte Inglés is using stronger financial performance and renewed leadership to accelerate store, digital, AI and logistics transformation.
El Corte Inglés shareholders unanimously approved all board proposals at the group’s annual meeting in Madrid, including the management report, annual accounts, non-financial and sustainability report, application of results and the appointment of Javier Catena as CEO. Cristina Álvarez also outlined the pillars of an updated strategic plan, which will be presented to the board in September. The plan includes a more ambitious investment programme focused on business growth, logistics improvements and new technological capabilities. Álvarez highlighted customer service, product excellence and the physical store as strategic priorities, describing stores as key differentiators where experiences, human interaction and brand connection are created beyond transactions. She also stressed the growing role of the website and app as first points of contact for many customers, requiring continued investment in digital experience and personalisation. AI will support shopping personalisation, product availability, customer service and customer understanding. The group enters this phase with revenue of €17.247 billion, EBITDA up 4.7% and net profit up 22.8%.
IADS Notes: El Corte Inglés’s shareholders’ meeting confirms that the group’s next strategic phase will be built around investment, stores, digital growth, AI and logistics. In July 2025, Modaes and Fashion Network reported the launch of a €3 billion investment plan through 2030, focused on store modernisation, business expansion, logistics and technological capabilities. The updated direction was reinforced in July 2026, when Modaes reported that Cristina Álvarez would present a more ambitious strategic plan in September, positioning physical stores as experiential assets while making digital channels and AI central to growth and personalisation. The group’s ability to fund this agenda was supported by its June 2026 results, when a company press release reported double-digit profit growth, record-low debt, digital transformation, store modernisation and logistics innovation. Modaes also reported in January 2026 that Álvarez had strengthened digital, customer experience, operations and supply chain leadership while reorganising purchasing to improve category expertise and agility. By April 2026, Modaes framed the group’s direction as a shift toward growth through acquisitions, increased investment, digital transformation, logistics and organisational renewal.

El Corte Inglés shareholders approved the board’s strategic plan focused on stores, digital growth, AI and logistics  

What: Breuninger Park has reached a construction milestone as the retailer invests in sustainable mobility, mixed-use space and downtown accessibility.

Why it is important: The investment demonstrates how legacy retailers can strengthen flagship ecosystems by combining mobility, public space, hospitality and sustainable construction.

Breuninger has celebrated the topping-out of Breuninger Park in Stuttgart, marking a key construction milestone for a project scheduled to open in 2027. Around 250 guests from politics, city administration and construction partners attended the ceremony, which highlighted the retailer’s long-term commitment to its home city and to the future of the city centre. The project is being built on the site of the former Breuninger car park and will cover around 25,000 square metres of gross floor area. It will include around 480 car parking spaces, 150 bicycle spaces, car-sharing services, electric-vehicle charging infrastructure, retail and gastronomy areas, offices and a publicly accessible green roof garden. Breuninger describes the building as a multifunctional urban hub designed to improve accessibility, connect surrounding districts and create new reasons to visit the city centre. Sustainability is central to the concept, with timber construction, façade greening, retention roofs for rainwater use, photovoltaic sails and infrastructure prepared for future mobility needs.

IADS Notes: Breuninger Park’s topping-out ceremony confirms the retailer’s long-term investment in Stuttgart and its strategy of treating retail real estate as urban infrastructure. In March 2026, a Press Release in notionnews described the project as the transformation of Stuttgart’s former Mobility Hub into a mixed-use destination combining green architecture, a public roof garden, 480 car spaces, 150 bicycle spaces, charging infrastructure, car-sharing, offices, restaurants and retail. This aligns with Monocle’s December 2025 analysis of Breuninger as a destination retailer, where fashion, gastronomy, culture, service and omnichannel integration are designed to increase engagement and dwell time. Freiburger Wochenbericht’s September 2025 coverage of Breuninger’s Fashion & Food festival in Freiburg also showed how events, gastronomy and local partnerships can strengthen city-centre footfall. The December 2025 Press Release on Hendrik Pannenborg’s appointment as Chief Real Estate Officer placed real estate at the centre of Breuninger’s experiential and sustainable growth strategy, while N-News.de ’s March 2026 coverage of the VOGUE anniversary event in Stuttgart reinforced the importance of flagship ecosystems, heritage and community-focused experiences.

A new milestone for Breuninger Park in Stuttgart

What: El Corte Inglés has achieved Zero Waste certification across all its department stores, food formats, outlets and logistics platforms in Spain and Portugal.

Why it is important: The milestone demonstrates how waste recovery, employee training and logistics optimisation can turn sustainability goals into everyday retail execution.

El Corte Inglés has completed its 2026 Zero Waste road map by securing AENOR Zero Waste certification across all department stores, logistics platforms, Supercor, Sanchez Romero and Outlet sites in Spain and Portugal. More than 300 establishments and platforms were certified in 2025, confirming that the company has embedded circular economy practices across its retail and logistics network. The system requires more than 90% of managed waste to be recovered. El Corte Inglés exceeded that threshold by recovering more than 100,000 tonnes of waste, equal to over 94% of the total managed, and avoiding more than 61,000 tonnes of CO₂e emissions. The programme covers more than 50 waste categories, including paper, cardboard, plastics, organic waste and electrical and electronic equipment. The company says the system also supports food-waste reduction through donations and emissions cuts through logistics route optimisation and improved vehicle loading. Its model relies on annual internal and external audits, staff training, regional environmental officers and Zero Waste managers at each centre to ensure ongoing improvement.

IADS Notes: El Corte Inglés’s Zero Waste milestone confirms that circularity has become a structured operating model across its stores, food formats, outlets and logistics platforms in Spain and Portugal. In June 2026, RHH Digital reported that the group had achieved AENOR Zero Waste certification across more than 300 sites, valorising over 100,000 tonnes of waste and avoiding more than 61,000 tonnes of CO₂e emissions, supported by audits, staff training, environmental delegates and Zero Waste managers. This builds on the broader Sustainability Plan covered by Modaes in August 2025, which linked circular economy initiatives, governance innovation and environmental impact reduction to the goal of carbon neutrality by 2050. Digital Leon’s March 2026 coverage of Earth Hour showed how El Corte Inglés uses climate campaigns and employee communication to reinforce ESG awareness, while the June 2026 company press release placed sustainability within a wider agenda of operational excellence, logistics innovation, store modernisation and disciplined investment. The relevance extends beyond Spain: Falabella’s July 2026 Sustainability Report similarly positioned measurable ESG action as a driver of omnichannel efficiency, customer trust and long-term competitiveness.

El Corte Inglés meets its Zero Waste road map

What: John Lewis is launching its biggest fashion collaboration to date with RIXO, bringing an exclusive 44-piece collection to all stores and online.

Why it is important: The partnership highlights how department stores are using heritage, exclusivity and curated fashion to differentiate in a competitive UK market.

John Lewis is launching its largest fashion collaboration to date with British brand RIXO, introducing a 44-piece collection across all John Lewis fashion stores and online from 22 October. The partnership is designed to strengthen John Lewis’s premium fashion credentials while widening RIXO’s reach beyond its London stores. The collection spans dresses, knitwear, blouses, jackets, skirts, scarves, shoes and bags, combining RIXO’s vintage-inspired silhouettes with John Lewis’s focus on wearability. Prices start at £65, positioning the range as a more accessible entry point into the RIXO aesthetic. A key feature is an exclusive floral motif adapted from a block-printed textile in the John Lewis Partnership Archive dating back to 1849. It is the first time an archive print has been used in a John Lewis fashion collaboration. RIXO co-founder Orlagh McCloskey described the collaboration as a true extension of the brand, while John Lewis fashion director Rachel Morgans said the partnership felt natural because both brands are well known and loved in the UK.

IADS Notes: John Lewis’s collaboration with RIXO builds directly on its strategy to strengthen premium fashion through exclusive partnerships, curated brands and omnichannel reach. In April 2026, Drapers reported on John Lewis’s second Rejina Pyo collection, showing how designer collaborations help the retailer differentiate its fashion offer and build loyalty among style-conscious shoppers. Fashion Network’s March 2026 coverage of the second Labrum collaboration similarly highlighted cultural storytelling, craftsmanship and category expansion as tools for repositioning John Lewis as a fashion-forward, multi-brand destination. The broader strategy was set out by Retail Gazette in August 2025, when John Lewis added 100 premium fashion brands, exclusive collaborations and own-label collections as part of an £800 million turnaround plan to double fashion revenue. Fashion Network’s February 2026 coverage of 32 permanent Topshop corners showed how John Lewis uses its national store network and online platform to bring major fashion brands to a wider audience. Fashion United’s October 2025 article on the retailer’s supplier platform also showed how digital infrastructure is helping John Lewis onboard premium brands faster and support omnichannel fashion growth.

John Lewis launches its biggest fashion collaboration with iconic British brand RIXO

What: John Lewis leads UK retail customer satisfaction, but the sector has fallen behind banks and building societies for the first time in the UKCSI.

Why it is important: This shift shows that retailers must improve digital differentiation, logistics reliability and service quality as banks set new customer experience benchmarks.

John Lewis has been ranked the highest-rated retailer for customer satisfaction in the July edition of the UK Customer Satisfaction Index, scoring 87.1 and placing just behind Nationwide, the best-performing company overall. M&S Food ranked second among retailers, followed by Specsavers, while Ocado and Amazon.co.uk were the strongest online-only retailers in the retail list. Despite these strong individual performances, retail has lost its traditional lead in the index to banks and building societies for the first time since the UKCSI launched in 2008. Average satisfaction scores fell across both non-food and food retail, with non-food dropping from 81.6 to 81 and food easing from 80.9 to 80.6. The Institute of Customer Service said some retailers are struggling to differentiate online as digital offers become increasingly similar, while ecommerce operators remain exposed to delivery partner failures. Banks, by contrast, have invested heavily in consumer-facing technology, combining strong app experiences with trained staff for more complex needs.

IADS Notes: The Retail Week article’s finding that John Lewis leads UK retail customer satisfaction while the sector falls behind banks reflects several trends. In March 2026, Retail Week’s Digital Capability Index showed that retailers are investing in omnichannel tools, AI, mobile commerce and rapid delivery, but still struggle to convert digital capability into trust, loyalty and satisfaction. In January 2026, Journal du Net framed logistics as a strategic lever for retail, reinforcing the article’s point that ecommerce performance is vulnerable to delivery and returns failures that can damage the customer experience. John Lewis’s strong ranking is consistent with May 2026 coverage from Drapers, which highlighted the retailer’s push into loyalty, beauty services, exclusive partnerships and omnichannel engagement as ways to build deeper customer relationships. The comparison with banks is also supported by November 2025 BCG analysis on retail banking, which showed how AI agents and digital service models are raising expectations for responsive, technology-enabled customer service across consumer-facing sectors.

John Lewis was the best performing retailer in the July UK Customer Satisfaction Index 

What: Falabella will open the first standalone Beauty F store in Viña del Mar as part of its strategy to expand specialized beauty retail beyond department-store spaces.

Why it is important: The standalone Beauty F launch reflects the strategic role of beauty as a traffic-driving category, especially among younger consumers seeking discovery, advice, and product testing.

Falabella will open the first independent Beauty F store in Viña del Mar in October, marking a new phase for its specialized beauty format. Until now, Beauty F has operated as spaces inside Falabella department stores, with five locations in Chile across Santiago and Viña del Mar. The standalone model is designed to expand Beauty F’s range of brands and services, improve the shopping experience, and reach customers in areas where Falabella does not have a physical presence or where an integrated department-store format is not viable. The concept offers makeup, skincare, haircare, fragrances, bodycare, and beauty tools, with nearly 90 brands including Drunk Elephant, Fenty Beauty, The Ordinary, Pupa Milano, and K18. Falabella plans to open seven additional Beauty F spaces in Chile between July and November, reaching 12 locations nationwide. The strategy is also expanding regionally, with Glow Bar in Peru expected to reach 10 locations by year-end and Colombia targeting six stores. 

IADS Notes: Falabella’s first standalone Beauty F store in Viña del Mar extends a regional strategy already visible in its beauty rollout across Chile, Peru, and Colombia. As reported by Perú Retail in November 2025, Beauty F was initially launched as a specialized cosmetics and personal care concept inspired by global beauty specialists, with curated international brands and immersive spaces designed to move beyond conventional department-store beauty corners. Its Peruvian counterpart, Glowbar, reported by Perú Retail in December 2025, reinforced this approach through expert advice, interactive product discovery, exclusive global brands, and digital integration. The acceleration of Glowbar’s expansion, reported by Perú Retail in June 2026, confirms that Falabella sees beauty as a high-potential category for younger, exploratory consumers, with women representing 85% of customers and nearly 20% of visitors aged 18 to 35. This mirrors wider department-store strategies seen at Galeries Lafayette, reported by Fashion Network in April 2026, and Macy’s, reported by BeautyInc in May 2026, where beauty has become a curated, experiential growth engine combining brand discovery, services, and customer engagement.

Falabella will open the first independent Beauty F store

What: John Lewis is proposing to shut its physical travel money desks and gift-wrapping areas as customer demand shifts toward online and card-based services.

Why it is important: The proposal shows how shifting customer behaviour is forcing legacy retailers to reassess store space, staffing, and service delivery models.

John Lewis is consulting on plans to close all of its in-store Bureau de Change desks, putting around 200 roles at risk. The retailer said demand for foreign currency services in stores has declined sharply as customers increasingly order travel money online, choose home delivery or click-and-collect, or use payment cards while abroad.The proposal would affect 125 full-time employees, alongside part-time workers, across its department store estate. John Lewis said it would seek to redeploy affected staff where possible. The retailer also plans to close gift-wrapping areas in stores, another service it said has seen reduced customer use.Travel money would remain available through John Lewis online, with customers still able to collect orders from branches. The changes reflect a broader shift in department store retailing, where underused transactional services are being removed as retailers adapt space, staffing, and operations to evolving customer behaviour. For John Lewis, the move is part of a wider effort to modernise stores while focusing resources on services and experiences that remain relevant to shoppers.

IADS Notes: John Lewis’s proposal to close its in-store Bureau de Change desks aligns with a broader transformation programme that has been documented across notionnews over the past year. In August 2025, Retail Week underlined that the department store model remains relevant when it focuses on strong operations, service, and engaging physical environments, which helps explain why John Lewis is prioritising more distinctive in-store experiences over underused transactional services. In September 2025, Retail Week reported that John Lewis was maintaining transformation momentum through investment in digital infrastructure, operational efficiency, and customer experience despite financial pressure. This continued into April 2026, when the Financial Times highlighted the growing complexity of click-and-collect within modern omnichannel retail, and May 2026, when Drapers covered John Lewis’s shift toward automation-led fulfilment. By June 2026, a Press Release detailed a further £50m store transformation drive, reinforcing the retailer’s strategy of modernising physical retail while moving more functional services online.

John Lewis reviews its bureau de change as customer demand shifts online

What: After Guadalajara, El Palacio de Hierro continues its regional flagship modernisation strategy, preparing for Monterrey store renovation despite slower textile consumption and margin pressure.

Why it is important: El Palacio de Hierro’s approach demonstrates the value of combining flagship modernisation, local identity, omnichannel capabilities, and luxury partnerships to sustain relevance.

El Palacio de Hierro is continuing its regional flagship modernization strategy with a €49 million renovation in Guadalajara and plans for a comparable remodel in Monterrey. The Guadalajara project transformed more than 33,000 square meters, introduced over 1,400 brands, and embedded local Jalisco identity through the Community Stores model, reinforcing the store as a culturally rooted luxury destination. The strategy reflects the group’s long-term confidence in Mexico’s retail potential, even as textile consumption slows and margins come under pressure. Its broader 4D approach—digitalisation, differentiation, diversification, and design—aims to build the “department store of the future” through omnichannel personalisation, luxury partnerships, and experiential retail. While Q1 2026 revenues rose 4.2%, net profit fell to 422 million pesos, highlighting the tension between investment-led growth and profitability. The Monterrey plan extends a decade-long strategy of flagship renovation, brand partnerships, and digital expansion that has positioned El Palacio de Hierro as a key gateway for international luxury in Mexico.

IADS Notes: El Palacio de Hierro’s €49 million investment in Guadalajara and planned comparable remodelling in Monterrey reflect a long-term commitment to physical luxury retail despite slower textile consumption in Mexico. The Guadalajara project, detailed in June 2026, transformed more than 33,000 square meters, introduced over 1,400 brands, and embedded local Jalisco identity through the Community Stores model, reinforcing the store as a culturally rooted regional luxury destination (Retailers Magazine, June 2026). This strategy fits the group’s broader 4D approach—digitalisation, differentiation, diversification, and design—aimed at building the “department store of the future” through omnichannel personalisation, luxury partnerships, and experiential retail (Fashion Network, May 2026). The retailer’s strong 2025 performance, including 8% revenue growth and a 22% increase in digital sales, supports management’s confidence in continued investment despite cyclical pressure (Modaes, March 2026). Q1 2026 results show a more complex picture, with revenues up 4.2% but net profit down to 422 million pesos, highlighting the tension between growth investment and margin pressure (Fashion Network, May 2026). The Monterrey plan therefore extends a proven flagship strategy built over the past decade, where renovation, luxury brand partnerships, and digital expansion established El Palacio de Hierro as a key gateway for international luxury in Mexico (Modaes, January 2026).

El Palacio de Hierro invests €50m in the remodelling of its stores

What: Falabella Retail is positioning sustainability as a core driver of its omnichannel strategy, operational efficiency, customer trust, and long-term competitiveness.

Why it is important: Falabella’s approach reflects a broader department store shift toward measurable ESG action, marketplace expansion, and stronger links between customer experience and operational discipline.

Falabella Retail’s 2025 Sustainability Report presents a company rebuilding its position through a clearer omnichannel strategy and a stronger integration of sustainability into daily operations. The report frames Falabella as a multi-specialist retailer focused on fashion, home, beauty, and technology, with customer experience supported by the combination of physical stores, digital channels, logistics, and data. Sustainability is presented as both a business discipline and a long-term transformation agenda. The company highlights progress in emissions reduction, renewable energy, waste management, circular economy initiatives, and its ambition to reach Net Zero by 2035. It also places emphasis on circular customer propositions such as repair, exchange, resale, and second-life models, suggesting that sustainability is increasingly being translated into practical retail services. The report also stresses Falabella’s role as a platform for local brands, entrepreneurs, and emerging talent, while underlining workforce priorities including training, mobility, gender equity, safety, and employee wellbeing. Overall, the report positions sustainability as a lever for competitiveness, resilience, and customer relevance.

IADS Notes: Falabella Retail’s Sustainability Report 2025 aligns with several retail transformation themes over the past year. In August 2025, Modaes linked Falabella’s renewed growth to its multi-specialist strategy, fashion momentum, and stronger physical-digital integration, which directly supports the report’s emphasis on omnichannel specialisation and customer experience. In May 2026, the launch of Falabella Empresas further confirmed the company’s move toward marketplace expansion, B2B services, retail media, and logistics-led operational efficiency. The report’s sustainability agenda also reflects wider sector shifts: Inside Retail showed in July 2025 how retailers such as Ikea are moving from offset-based climate claims toward operational decarbonisation, while RHH Digital reported in June 2026 that El Corte Inglés embedded circularity through certified waste valorisation across stores and logistics. Falabella’s focus on local brands and women entrepreneurs is reinforced by its November 2025 launch of Colombian fashion brands in Peru, while its talent agenda connects with LEADNetwork’s May 2026 findings on systemic inclusion and BCG’s September 2025 emphasis on upskilling for retail workforce transformation.

Falabella Sustainability Report 2025

What: The Mall Group has transformed The Mall Ramkhamhaeng into 1981 Soul & Sold, a “newstalgia” lifestyle destination combining vintage culture, music, fashion, collectibles, food, art, and community.

Why it is important: By turning a legacy mall into a themed lifestyle ecosystem, The Mall Group demonstrates how asset repositioning, placemaking, and experiential retail can rebuild footfall and customer engagement.

The Mall Group has relaunched The Mall Ramkhamhaeng as 1981 Soul & Sold, a lifestyle destination built around “newstalgia,” blending nostalgic influences with contemporary culture. Rather than operating as a conventional shopping centre, the project brings together retailers, restaurants, artists, musicians, collectors, and creative communities in a shared environment designed for interaction and discovery. Its eight zones cover fashion and accessories, music and media, analogue and tech nostalgia, art and design, collectibles, lifestyle services, food and beverage, and community anchors. Each floor has its own identity, from a supermarket and food hall to a Retro Club inspired by 1980s and 1990s culture, vintage retail, cafés, and the 1981 Live Hall for events. The concept reflects a broader shift in mall strategy, where legacy assets are repositioned as themed cultural ecosystems. By combining nostalgia, youth culture, food, live programming, and social-media-friendly design, The Mall Group is using placemaking and experiential retail to rebuild relevance, dwell time, and footfall.

IADS Notes: The Mall Group’s transformation of The Mall Ramkhamhaeng into 1981 Soul & Sold reflects a broader shift in Thai retail toward culture-led, experience-driven destinations. A Press Release in April 2026 describes the project as a curated cultural hub built around vintage, resale, collectibles, creative lifestyle, music, art, fashion, technology, food, and community engagement. Retail News Asia in May 2026 places this within The Mall Group’s wider strategy to turn malls into data-driven lifestyle destinations through AI, CRM, loyalty ecosystems, gamified rewards, themed attractions, and social-media-friendly installations. Bangkok Post in February 2026 shows how the group has been using targeted events, digital payment partnerships, food zones, family attractions, and cultural campaigns to respond to softer consumer demand. Inside Retail in June 2025 provides broader context on Thai malls becoming sightseeing-like destinations, blending commerce, entertainment, culture, and tourism, while Inside Retail in September and December 2025 highlights Siam Paragon’s investments in immersive attractions, sustainability, technology, workshops, SMEs, and community-led retail. Inside Retail in July 2026 adds that Central Pattana is also building youth-focused mixed-use projects around flexible formats, pop-ups, artists, entrepreneurs, events, and hospitality. These sources show that 1981 Soul & Sold belongs to a wider Thai mall reinvention model centred on nostalgia, culture, community, technology, and destination value rather than conventional shopping alone.

The Mall Group unveils Soul and Sold, its newest store

What: Gerry Mallon joins John Lewis Money as the retailer expands its role in insurance, credit, and customer financing.

Why it is important: This move shows how retailers are using financial services to deepen loyalty, generate incremental spend, and diversify customer engagement beyond core retail transactions. 

John Lewis Money has appointed Gerry Mallon, the former Tesco Bank chief executive, as an independent director. Mallon brings extensive experience in retail banking, including leadership roles at Tesco Bank and Ulster Bank, and will support John Lewis Money as it builds its position in financial services.
The division provides products including insurance, credit cards, point-of-sale credit, and foreign currency services to John Lewis and Waitrose customers. It has recently become an FCA-regulated insurance and credit broker, giving it greater control over the design and delivery of its customer proposition. According to John Lewis Money director Amir Goshtai, Mallon’s expertise will help the business develop services that create convenience, value, and confidence for customers. The appointment reflects John Lewis Partnership’s wider effort to strengthen customer relationships beyond traditional retail. By expanding regulated financial services, the group can increase loyalty, support incremental spend, and diversify its customer engagement model across both John Lewis and Waitrose.

IADS Notes: John Lewis Money’s appointment of Gerry Mallon fits into a broader transformation agenda linking financial services, loyalty, customer trust, and retail growth. According to Drapers in September 2025 , John Lewis was investing in technology, financial services, and customer engagement despite pressure from higher regulatory costs, suggesting that adjacent services were becoming part of its strategy to improve profitability and retention. In March 2026, a John Lewis Partnership press release framed this direction within a wider push for operational improvement, digital capability, and customer-focused modernisation. Drapers reported in May 2026 that John Lewis was expanding its MyJL loyalty programme through rewards, services, and exclusive experiences, reinforcing its effort to deepen relationships with shoppers. Against this backdrop, Retail Week’s July 2026 report on Mallon’s appointment shows how John Lewis Money’s growth as an FCA-regulated insurance and credit broker extends the same logic into financial services, using trust, convenience, and customer data to support incremental spend across John Lewis and Waitrose.

Former Tesco Bank boss joins John Lewis Money

What: John Lewis Partnership has appointed Kevel to power an on-site retail media platform across John Lewis and Waitrose, using first-party data, self-service tools, and ROPO measurement.

Why it is important: John Lewis’s ROPO measurement closes a key retail media gap by linking online advertising to in-store purchases, helping brands better assess full-funnel impact.

John Lewis Partnership has appointed Kevel to power its on-site retail media network across John Lewis and Waitrose, strengthening its ability to offer targeted, measurable advertising to brand partners. The new AI-powered, API-first platform uses the Partnership’s first-party data to deliver advanced audience targeting, native ads, and sponsored listings across both websites. Self-service tools will allow brands to launch custom campaigns more quickly, while phased rollout plans include display placements followed by sponsored product ads later this year. A key innovation is the introduction of ROPO measurement, which links online ad exposure to in-store purchases using data such as loyalty card activity. This helps brands understand whether digital retail media drives offline sales, closing a long-standing measurement gap. Combined with Epsilon’s off-site advertising and in-store digital screens, the Kevel partnership positions John Lewis and Waitrose to build a more integrated, full-funnel retail media proposition across online, offline, and external channels.

IADS Notes: Retail Week in July 2025 reports that John Lewis Partnership expanded its retail media capabilities through Epsilon, using first-party data from both John Lewis and Waitrose to extend advertising beyond owned websites into streaming services and external consumer sites. Retail Week in November 2025 details the launch of a premium in-store retail media proposition, including high-impact screens connected to the retailer’s store transformation strategy. MBS in July 2025 explains how retail media is evolving from an e-commerce add-on into a strategic revenue stream, driven by first-party data, measurable ROI, and the ability to connect advertising to purchase decisions. Retail Detail in June 2025 shows how Delhaize combines loyalty data and standardized KPIs to deliver measurable brand lift and sales growth, providing a benchmark for closed-loop retail media measurement. Internet Retailing in June 2026 argues that retail media must move beyond activation and formats to become embedded in wider media planning, with stronger measurement, transparency, and accountability. Breuninger’s September 2025 launch of new retail media formats and a self-service platform provides a comparable department store example of self-service tools, audience ads, and first-party data targeting through a customer data platform. John Lewis Partnership’s March 2026 full-year results provide the wider transformation context, including investment in digital capabilities, customer experience, operational excellence, and long-term retail modernization. These sources show that the Kevel partnership extends John Lewis’s retail media strategy toward owned on-site infrastructure, advanced targeting, self-service activation, and closed-loop measurement across online and in-store journeys.

John Lewis strengthens  its retail media offer

What: El Palacio de Hierro transforms its Guadalajara store with a 980 million peso renovation, more than 1,400 brands, and a culturally rooted “Community Stores” concept.

Why it is important: The project shows how regional flagships can combine luxury expansion, local identity, and experiential design to strengthen destination appeal and customer engagement.

El Palacio de Hierro has completed a major transformation of its Guadalajara store, investing 980 million pesos to modernize more than 33,000 square meters in Zapopan, Jalisco. The renovated flagship now features over 1,400 brands, including major luxury houses and several first-time arrivals in Jalisco, strengthening the store’s role as a regional luxury hub. The project follows the group’s “Community Stores” model, incorporating architectural and design references inspired by Guadalajara, Tequila, Tonalá, Chapala, Guachimontones, agave, mariachi, and local artistic identity. It also includes works by Jalisco artists, reinforcing the store’s connection to regional culture. Beyond retail, the renovation has maintained more than 1,100 direct jobs and generated 1,500 indirect jobs during remodelling. The project reflects El Palacio de Hierro’s broader strategy of combining flagship modernisation, luxury partnerships, omnichannel strength, and experiential design to create culturally rooted destinations that attract customers and reinforce long-term relevance.

IADS Notes: El Palacio de Hierro’s 980 million peso transformation of its Guadalajara store reinforces the retailer’s strategy of using flagship modernisation, luxury brand expansion, and local cultural identity to strengthen regional relevance. The project, which introduces more than 1,400 brands and brings several luxury houses to Jalisco for the first time, builds on the group’s broader 4D strategy of digitalisation, differentiation, diversification, and design, aimed at creating the “department store of the future” (Fashion Network, May 2026). Its strong 2025 performance, supported by a 22% increase in digital sales and continued luxury portfolio expansion, shows how omnichannel capabilities and exclusive brand partnerships have strengthened the retailer’s competitive position (Modaes, March 2026). Q1 2026 revenue growth further confirmed the resilience of its diversified model across commercial, credit, and real estate divisions (Fashion Network, May 2026). The Guadalajara renovation also echoes the legacy of flagship investment under Juan Carlos Escribano, which established El Palacio de Hierro as a key gateway for international luxury brands in Mexico (Modaes, January 2026). By combining regional architecture, local artists, employment impact, and premium assortments, the store extends the company’s experiential retail playbook, already visible in immersive brand collaborations such as the Dolce & Gabbana café in Perisur (Fashion Network, July 2025).

El Palacio de Hierro transforms its Guadalajara store with more than 1,400 brands

What: El Corte Inglés has achieved AENOR Zero Waste certification across all department stores, Supercor, Sanchez Romero, outlets, and logistics platforms, valorising more than 94% of managed waste in 2025.

Why it is important: El Corte Inglés’s progress highlights the growing importance of audited sustainability systems, operational discipline, and employee engagement in building trust and regulatory resilience.

El Corte Inglés has reached its 2026 roadmap target by achieving AENOR Zero Waste certification across all department stores, Supercor, Sanchez Romero, outlets, and logistics platforms in Spain and Portugal. More than 300 sites are now certified, with over 100,000 tonnes of waste valorised in 2025, representing more than 94% of all managed waste and avoiding over 61,000 tonnes of CO₂e emissions. The system covers more than 50 waste fractions, including paper, cardboard, plastics, organic waste, and electronic equipment, supporting circular economy outcomes such as compost production, biogas generation, raw material recovery, and reduced fossil fuel use. The programme is supported by internal and external audits, staff training, regional environmental delegates, and Zero Waste managers at each certified site. By embedding waste valorisation into stores, logistics, employee routines, customer waste streams, food donation, and transport optimization, El Corte Inglés shows how sustainability can become a disciplined, measurable operating model across a large retail network.

IADS Notes: Modaes in August 2025 reports that El Corte Inglés’s 2025–2030 Sustainability Plan focuses on environmental impact reduction, social responsibility, governance innovation, circular economy projects, decarbonisation, and the goal of reaching carbon neutrality by 2050. Digital Leon in March 2026 shows the group participating in WWF’s Earth Hour campaign, using store lighting and employee communications to promote climate action, biodiversity protection, and ESG awareness. The June 2026 company press release reports double-digit profit growth, record-low debt, increased investment, digital transformation, store modernisation, logistics innovation, and operational excellence, providing context for how sustainability initiatives are embedded within a broader transformation agenda. Modaes and Fashion Network in July 2025 detail the group’s €3 billion investment plan through 2030, including store modernisation, logistics, technology, business expansion, and operational transformation. Modaes in July 2025 highlights the value of El Corte Inglés’s real estate portfolio at €15.716 billion and its focus on strategic asset management, relevant to waste management and efficiency across stores and logistics platforms. Forbes in May 2026 positions El Corte Inglés as a social, cultural, and commercial hub in Spain, while Modaes in April 2026 covers its broader roadmap under Cristina Álvarez, including operational renewal, cross-functional teams, cost reduction, and disciplined investment. These sources show that the Zero Waste certification sits within a wider strategy linking circular economy, operational efficiency, ESG engagement, asset optimisation, and long-term retail transformation.

El Corte Ingles makes significant progress on circularity