Additionally, labour issues, such as low wages and unsafe working conditions in supplier factories, align with the SDG of Decent Work and Economic Growth. Ensuring fair wages, safe environments, and dignified employment is essential for promoting inclusive economic development.

This issue also impacts the SDG of Climate Action as fast fashion contributes to carbon emissions through energy-intensive processes and global supply chains. Addressing these concerns would help reduce Mango’s environmental impact and ensure ethical practices across its value chain, improving both local communities where production occurs and global efforts to combat climate change and social inequality.

Sourcing and Sustainability in Fast Fashion
A study from Sustainability examines how fast fashion brands have integrated sustainability into their global sourcing strategies. It highlights that the reliance on low-cost labour has often led to environmental and social challenges, such as poor working conditions. Following public criticism, especially after incidents such as the Rana Plaza collapse, retailers emphasize transparency and sustainability in sourcing. The study highlights that association with SDG Responsible Consumption and Production is crucial for building brand reputation while addressing hidden environmental costs in the supply chain. Ensuring better practices across suppliers also aligns with SDG Decent Work and Economic Growth by improving labour conditions in global factories.

Impact of COVID-19 and innovative ideas for a sustainable fashion supply chain in the future.

Another study from the Foresight explores how fast fashion brands shifted their sustainability goal. The research finds that companies maintained a focus on SDG sustainable consumption and production throughout the pandemic, emphasizing sustainable materials and production practices. Additionally, some brands improved water management efforts, supporting SDG for Clean Water and Sanitation. Although the pandemic shifted attention slightly towards health-related goals like SDG Good Health and Well-being, the overall focus on responsible consumption and sustainable operations remained consistent.

These studies emphasize the importance of aligning business operations with multiple SDGs to address both social and environmental challenges in fast fashion.

To enhance labour practices, Mango developed partnerships with local suppliers that promote ethical working conditions, aligning with the SDG of Decent Work and Economic Growth. The company increased supply chain transparency by publishing factory lists and participating in international initiatives such as the Fashion Transparency Index.

However, Mango has faced several ethical challenges in balancing profitability with sustainable practices. The fast fashion model inherently pressures companies to produce quickly and at low costs, which can lead to labour exploitation and environmental harm. Shifting toward sustainability has also required overcoming resistance from suppliers accustomed to traditional practices.

Despite these challenges, Mango’s efforts offer significant benefits. Locally, improved working conditions enhance the well-being of workers in supplier factories. Globally, sustainable production reduces pollution and resource depletion, contributing to environmental conservation. Additionally, transparent business practices foster consumer trust and promote more sustainable consumer behaviour. Mango’s actions demonstrate how fashion companies can integrate ethical considerations into their operations, contributing positively to both local communities and global sustainability efforts.

Mango's sustainable collections and commitment to eco-friendly materials align with Kant’s categorical imperative to act in ways that could become universal laws. By prioritising sustainable production, Mango sets a standard for responsible fashion that can be emulated by other brands, fostering industry-wide environmental responsibility reflecting the SDG of Responsible Consumption and Production.

Additionally, publishing their suppliers information demonstrates transparency, supports ethical accountability which is a key Kantian principle. This openness helps Mango build consumer trust while encouraging other stakeholders to adopt ethical behaviour.

However, Kantian ethics also poses challenges. Fast fashion is driven by profitability and consumer demand, so there is an inherent tension between ethical duties to workers and environmental concerns against economic interests. By adhering to sustainable practices, Mango faces higher costs and production delays, challenging its ability to compete effectively in the fast-fashion market. Despite these hurdles, the Kantian approach helps Mango create long-term value for society by developing fair labour conditions and reducing environmental damage, benefiting both local and global communities.

Compliance with stricter policies offers Mango an opportunity to gain a competitive edge by defensively implementing sustainable practices. However, completely transitioning to a sustainable model could strain relationships with suppliers accustomed to conventional operations, highlighting the tension between short-term economic goals and long-term ethical commitments.