Aldo group missions

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Our goal is to make it easy for our customers to stay fashionable and to choose good. Social consciousness has always been at the heart of the ALDO Group's actions, as it strives to move the dial forward and influence society not only in fashion but also social responsibility.

Among others, the company is responsible for initiatives such as:. The company's social responsibility philosophy stems from its purpose to create a world of love, confidence and belonging. How was this done? The ALDO Group also went a step further and implemented organization-wide initiatives to reduce business travel and product transport emissions.

To offset the remainder of its non-avoidable emissions, the ALDO Group purchases Renewable Energy Certificates RECs from wind farms located in regions where its corporate stores are located and invests in high-quality carbon credits that support low-impact, small hydroelectric projects in its top sourcing countries.

These projects, in turn, create jobs locally and support the transition to a low-carbon economy. Global sustainability solutions provider South Pole certified the ALDO Group's climate neutrality and confirmed that the company is successfully offsetting its Scope 1 and Scope 2 emissions as well as a portion of its Scope 3 indirect emissions related to the company's business travel.

The ALDO Group is now moving on to the next phase of its low-carbon journey and working to set ambitious new objectives. The company hopes to reduce its carbon footprint even further by:. For more information about the ALDO Group's commitment to sustainability please visit: responsibility. A world-leading creator and operator of desirable footwear and accessory brands, the ALDO Group has 3, points of sale in over countries around the world. The ALDO Group is also an industry-recognized wholesale leader and direct sourcing provider of fashion footwear and accessories.

Aldo has introduced store tools that enable customers to order products from the store, as well as an app that allows staff to look up stock. It can also provide alternative or co-ordinating style suggestions for the customer, so the sales team can spend more time on the shop floor. As the retail landscape continues to shift, Bensadoun describes retail as being in a period of "real estate optimisation".

He jokes that, when it comes to property, retail is facing a "reckoning", and says it is due a huge adjustment in the approach to bricks-and-mortar stores. The stockroom can take up as much as half of a footwear store. Bensadoun says Aldo is developing remote stockrooms, where product will be housed in a location with lower rents and rates, so stores can be quickly replenished as needed.

Although stores are still core to the Aldo business, it works with franchise partners to run operations in most of its markets, which include India, South Africa and China. Bensadoun notes that the UK's international fashion prestige is a key reason Aldo retains direct control over its stores here.

It comes down to execution. We really want those flagship stores to be in very good shape and operated to the highest standard as an example to the rest of the world.

Nonetheless, Aldo signed a deal in August for fellow footwear retailer Kurt Geiger to run Aldo's department store concessions from 1 September. We felt that if want to be successful in the UK we need to partner with the best, and they are certainly the best. Commenting at the time, Kurt Geiger chief executive Neil Clifford said: "We have always admired the Aldo brand, and believe the styling and value will resonate with our customers and will complement our offer.

We have an ambitious five-year plan to strategically drive long-term growth and brand presence for Aldo and our store partners. The aim is to open at least 50 concessions in department stores within three years.

Beyond business ambitions, Bensadoun has been focusing on building a community feeling throughout the business. This all begins at the head office in Montreal, which has a growing appeal and reputation as a destination for fashion and retail professionals, drawing talent from across the world. The , sq ft campus building is intended to nurture its creative workforce.

Combining modern functionality with personal touches — including a huge array of art from the Bensadoun collection — the offices also feature gardens, sports pitches, gyms and an enormous, deliciously well-stocked canteen. Everything is geared to create a fulfilling work environment. The theme of caring is carried through in Aldo's sustainability work, and in September it was certified as climate neutral.

Climate-neutral companies measure all the emissions that are put into the atmosphere as a result of their operations, reduce them as much as possible and then offset the rest through investment in renewable resources. This includes hydroelectric projects in China, where it manufactures the majority of its stock, and wind farms in Europe. He continues: "When it comes to consumer goods, apparel and footwear, Aldo are definitely the leaders [in sustainability].

They are the only footwear brand to achieve climate neutrality [by South Pole's criteria]. Their sustainability team is incredible. They are a small team, but one of the most technically astute I have personally worked with. They are ahead of the curve.

The leather tanning process — which can involve harmful chemicals — and improving the sustainability of synthetics are also areas of focus. With its robust, varied and innovative approach to global business, underpinned by the spirit of a family business, Bensadoun is optimistic about Aldo's future.

I think the companies that have a strong balance sheet and a strong sense of who their customers are, will do very well. Above: Aldo's Boston store. Read about how South Pole helped Aldo become the world's first carbon neutral footwear brand. Above: David Bensadoun Change ot tack CEO Bensadoun began his Aldo career working briefly in project management, before taking what he describes as a "demotion" to the role of assistant buyer to gain a full understanding of the business.

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The possibilities are endless. Founded with a vision to create a different kind of company built around ethics, compassion and a deep understanding of the customer. Our aim is to influence society in both fashion and social responsibility. Our purpose: A journey to create a world of love, confidence, and belonging.

With more that 1, points of sale in over 55 countries around the world, we operate under two signature brands, Aldo and Call It Spring, and a multi-brand retail concept, GLOBO. We are also a wholesale leader and direct sourcing provider of fashion footwear and accessories. Our store concepts are modern, fun and cosmopolitan. These concepts are constantly evolving to ensure a fresh and delightful experience for our customers, with additional destination stores in key high-profile markets like New York City, London and Hong Kong.

Our campus is a magical space. Filled with light, nature and original works of art, the Montreal-based headquarters inspires a creative energy that fuels every facet of our company. We also have offices set up in key cities around the world. This way, we can ensure the best management of our operations in all markets, no matter where we are.

Bensadoun is also proud of the group's swift adoption of digital and its omnichannel progress. Having launched its first transactional website in , he describes the business as an "early adopter". Omnichannel is about making sure the store is totally complementary to the ecommerce offer, and ecommerce is totally complementary to the store. We've been spending a lot of time smashing down the obstacles that would prevent those channels working in harmony.

At home they can filter on price and filter on colour, instantly — it's unbelievably efficient. We need to bring those tools into the physical world.

Bensadoun proudly notes that Aldo has removed any negative impact that in-store returns from online orders would have on an individual shop's sales or calculations of performance-related bonuses. Aldo has introduced store tools that enable customers to order products from the store, as well as an app that allows staff to look up stock. It can also provide alternative or co-ordinating style suggestions for the customer, so the sales team can spend more time on the shop floor.

As the retail landscape continues to shift, Bensadoun describes retail as being in a period of "real estate optimisation". He jokes that, when it comes to property, retail is facing a "reckoning", and says it is due a huge adjustment in the approach to bricks-and-mortar stores.

The stockroom can take up as much as half of a footwear store. Bensadoun says Aldo is developing remote stockrooms, where product will be housed in a location with lower rents and rates, so stores can be quickly replenished as needed. Although stores are still core to the Aldo business, it works with franchise partners to run operations in most of its markets, which include India, South Africa and China. Bensadoun notes that the UK's international fashion prestige is a key reason Aldo retains direct control over its stores here.

It comes down to execution. We really want those flagship stores to be in very good shape and operated to the highest standard as an example to the rest of the world. Nonetheless, Aldo signed a deal in August for fellow footwear retailer Kurt Geiger to run Aldo's department store concessions from 1 September.

We felt that if want to be successful in the UK we need to partner with the best, and they are certainly the best. Commenting at the time, Kurt Geiger chief executive Neil Clifford said: "We have always admired the Aldo brand, and believe the styling and value will resonate with our customers and will complement our offer. We have an ambitious five-year plan to strategically drive long-term growth and brand presence for Aldo and our store partners.

The aim is to open at least 50 concessions in department stores within three years. Beyond business ambitions, Bensadoun has been focusing on building a community feeling throughout the business. This all begins at the head office in Montreal, which has a growing appeal and reputation as a destination for fashion and retail professionals, drawing talent from across the world. The , sq ft campus building is intended to nurture its creative workforce. Combining modern functionality with personal touches — including a huge array of art from the Bensadoun collection — the offices also feature gardens, sports pitches, gyms and an enormous, deliciously well-stocked canteen.

Everything is geared to create a fulfilling work environment. The theme of caring is carried through in Aldo's sustainability work, and in September it was certified as climate neutral. Climate-neutral companies measure all the emissions that are put into the atmosphere as a result of their operations, reduce them as much as possible and then offset the rest through investment in renewable resources. This includes hydroelectric projects in China, where it manufactures the majority of its stock, and wind farms in Europe.

He continues: "When it comes to consumer goods, apparel and footwear, Aldo are definitely the leaders [in sustainability]. They are the only footwear brand to achieve climate neutrality [by South Pole's criteria].

Their sustainability team is incredible. They are a small team, but one of the most technically astute I have personally worked with.