human rights audits


of the boxes being reused in Distribution Centres in Pruszcz Gdański and Brześć Kujawski

1. Business model

We founded our strategy on three pillars: the omnichannel model, digitisation and sustainable development. The achievement of strategic objectives was not disrupted by the difficult FY2022/2023, so heavily dominated by the war in Ukraine. Our business response is the decision to quickly enhance the availability of what the LPP brands offer in the countries of Western and Southern Europe — both in stores and through online shopping.

Marek Piechocki

President of the Management Board, LPP

"In 2023, decarbonisation was our priority. In order to increase the efficiency of the actions that reduce our carbon footprint, we decided to structure them and develop decarbonisation strategy objectives that have been scientifically verified and approved by the Science Based Targets initiative (SBTi)".

Step 1Design

3 design offices in Poland
(Gdańsk, Cracow, Warsaw) and 1 office in Spain (Barcelona)

Over 300 designers, 5 diverse brands

Step 2Production

1 660 suppliers from Asia and Europe

We do not own any manufacturing facilities

Step 3Shipment and logistics

Global supply and distribution network with:

4 Distribution Centres and 4 Fulfillment Centres

nearly 500 thous. m2 of combined warehouse space

Step 4 Sale

Availability of our brands in stationary stores in nearly 30 countries.

2275 stores with the combined
space of 1 993 thous. m2

+ 43000

employees worldwide, including 16 686 in Poland


stores in nearly 30 countries on 3 continents

1993 thous. m2

sales area

Awards and rankings in the reporting period

Polityka weeklyCSR leafs of Polityka weekly

A CSR Golden Leaf for overall efforts and a CSR Green Leaf for reducing the impact of the negative climate. 


LPP received the Gold Award for its polyester textile recycling technology project, which allows used clothes to be reused as a raw material for new fibres.


First place in a survey of investor relations in WIG30 companies.

2. Environmental impact

At LPP, year after year we have been changing and improving the standards of clothing production and the way we sell the garments. We are consistently meeting targets to reduce the climate and environmental impact of our value chain. Our transport, logistics and our offices and warehouses are also changing.

100 %

of the polybags, in which we receive goods from suppliers, are recycled.

94 %

of LPP brand clothing made in Bangladesh and 92% in Pakistan are compliant with the ZDHC standards

over 2.5 million

cartons reused

3. Social impact

We have implemented numerous regulations and procedures in our companies to ensure a single standard for hiring and building relationships with employees. Our stakeholder map allows us to implement diverse forms of stakeholder engagement. Dialogue with each of them is important to us and significantly influences ESG decision-making processes and the non-financial reporting process. In the area of customer care, we outsource production to carefully selected suppliers, taking particular care to respect ethics and human rights at workplaces.

In 2023, we joined EuroCham Myanmar, i.e. the European Chamber of Commerce in Myanmar, whose role is to monitor the employees’ situation and develop solutions eliminating abuse and promoting running a business in accordance with well-defined standards that guarantee respect for human rights.

We also started working with BRAC, the largest international non-governmental organisation in Bangladesh, which creates system solutions on the labour market. Since 1972, it has helped over 100 million people living in poverty and suffering from inequality, offering them opportunities for development and social change.


quality checks in 2023/24


of our children’s collection garments are inspected with special metal detectors – thus eliminating the risk of leaving parts of sewing needles


audits in China and Bangladesh in terms of humidity


QAS audits in the year 2023/24


total training hours in the LPP Group


participants in “heLPP” webinars


Town Hall Meetings

4. Corporate governance

LPP’s corporate governance model underpins successful governance, effective oversight, transparent company-market communication and respect for shareholder rights. The implemented policies form an integral part of our operating system, enhancing its transparency and balancing the interests of all capital market participants.

The LPP Integrated Reports, which present non-financial and financial results for LPP SA and the LPP Group, have been produced since 2017 and initially cover the calendar year. In 2019, data, as an exception, came from 13 months (from 1 January 2019 to 31 January 2020). The 2020 report covers the period from 1 February 2020 to 31 January 2021.

The switch in reporting from the calendar year to the financial year, which ends on the last day of January, increases the usefulness of the reports as this treatment better captures the seasonality of the business. Accordingly, the latest report for 2022/23 also covers the financial year, i.e. the period from 1 February 2023 to 31 January 2024.

Modern Slavery Statement