We Don’t Know Enough About The Impact Our Clothing Has On People And Planet, Fashion Revolution Warns
Fashion Revolution’s Transparency Index reveals that the top 100 global fashion brands still have a long way to go towards transparency
Many of the biggest global brands that make our clothes still don’t disclose enough information about their impact on the lives of workers in their supply chain and on the environment, new research reveals.
The way fashion is made, sourced and consumed continues to cause suffering and pollution. Fashion Revolution believes that this urgently needs to change and that the first step is greater transparency.
Transparent disclosure makes it easier for brands, suppliers and workers, trade unions and NGOs to understand what went wrong when human rights and environmental abuses occur, who is responsible and how to fix it.
The Fashion Transparency Index 2017, released today, reviews and ranks how much information 100 of the biggest global fashion companies publish about their social and environmental policies, practices and impacts.
The research found that even the highest scoring brands on the list still have a long way to go towards being transparent. The average score brands achieved was 49 out of 250, less than 20% of the total possible points, and none of the companies on the list scored above 50%.
Adidas and Reebok achieved the highest score of 121.5 out of 250 (49% of the total possible points), followed by Marks & Spencer with 120 points and H&M with 119.5 points. However, only 8 brands scored higher than 40%, while a further 9 brands scored 4% or less out of 250 possible points, of which Dior, Heilan Home and s.Oliver scored 0 because they disclose nothing at all.
Out of the premium and luxury brands reviewed, 9 scored between 21-30% of the total possible points, which was higher than the average. The other 10 scored 15% or less.
The good news is that 31 brands are publishing supplier lists (tier 1) including ASOS, Benetton, C&A, Esprit, Gap, Marks & Spencer, Uniqlo, and VF Corporation brands since April 2016. This is an increase from last year when Fashion Revolution surveyed 40 big fashion companies and only five were publishing supplier lists. This year 14 brands are publishing their processing facilities where their clothes are dyed, laundered, printed or treated. However, no brand is publishing its raw material suppliers. Banana Republic, Gap and Old Navy scored highest on traceability (44%) because their supplier list includes detailed information such as types of products or services and approximate number of workers in each supplier facility.
Meanwhile few brands disclose efforts on living wages, collective bargaining, and reducing consumption of resources (on average 9% of the information required in these categories was disclosed), sending a strong signal to brands to urgently look at their own business models and purchasing practices.
There is a long way to go in order for the industry to pay a living wage, as only 34 brands have made public commitments to paying living wages to workers in the supply chain, and only four brands — H&M, Marks & Spencer, New Look and Puma — are reporting on progress towards achieving this aim. This shows that much more needs to be done and faster by brands to ensure that workers, from farm to retail, are paid fairly.
Fashion Revolution Co-founder Carry Somers said: “People have the right to know that their money is not supporting exploitation, human rights abuses and environmental destruction. There is no way to hold companies and governments to account if we can’t see what is truly happening behind the scenes. This is why transparency is so essential.”
“Through publishing this research, we hope brands will be pushed in a more positive direction towards a fundamental shift in the way the system works, beginning with being more transparent.”
Dr. Mark Anner, Director, Centre for Global Workers’ Rights Penn State University said: “The time has come for brands and retailers to make their entire supply chains transparent. The time has also come to establish sourcing practices that are conducive to the human development and empowerment of the workers who work so hard every day to make the clothes we wear.”
Brands were awarded points based on their level of transparency across 5 categories, including: policy & commitments, governance, traceability, supplier assessment and remediation and spotlight issues which looks at living wages, collective bargaining and business model innovation. Brands were selected to represent a cross section of market segments including high street, luxury, sportswear, accessories, footwear and denim sectors.
The data revealed that:
- Policy & Commitments – overall score = 49%
The highest concentration of brands scored in the 71-80% range with 11 brands scoring between 81-90% and 16 brands scoring 20% or less. By and large, brands are disclosing the most about their policies and commitments on social and environmental issues.
- Governance – overall score = 34%
The largest number of brands (37) score 10% or less. 13 brands fall in the 41-50% range. Marks & Spencer is the only brand to score 100% meaning that they’re disclosing who in the team is responsible for social and environmental issues, along with their contact details, board level accountability, and how other staff and suppliers are incentivised to improve performance.
- Traceability – overall score = 7%
Overall brands are disclosing few details about their suppliers. 31 brands are publishing supplier lists (tier 1). 14 brands are publishing their processing facilities. No brand is publishing its raw material suppliers. 23 brands disclose having updated their supplier list at least in the past 12 months, while Target says it uploads its supplier list quarterly and ASOS promises to do so every two months.
- Know, Show & Fix – overall score = 16%
The highest concentration of brands (36) fall in the 11-20% range whilst another 31 score less than 10%. Adidas and Reebok score highest at 39%, with 7 other brands joining them in the 31-40% range. Brands often disclose their supplier assessment processes and procedures. However brands share little information about the results of their supplier assessments, and brands don’t publish much about the results of the efforts made to fix problems in factories.
- Spotlight Issues – overall score = 9%
Overall, brands are disclosing little about their efforts to pay living wages or to support collective bargaining and unionisation. Few brands are disclosing their efforts to address overconsumption of resources. Marks & Spencer, New Look and H&M scored in the 41-50% range, and no brand scored above 50%. The majority of brands scored less than 10%.
The report provides recommendations for how consumers, brands and retailers, governments and policy makers, NGOs, unions and workers can use the information contained in the Fashion Transparency Index to make a positive difference.
You can find more information at FashionRevolution.org
Reebok has announced it wants to produce plant-based footwear made from organic cotton and corn.
The US-based company, which is a subsidiary of adidas, has launched the Cotton + Corn initiative as part of its effort to make footwear from “things that grow” instead of materials that aren’t biodegradable.
“Unfortunately, the fact is most shoes just end up in landfills, which is something we are trying to change,” said Reebok president Matt O’Toole.
“As a brand, we will be focusing on sustainability with the Cotton + Corn programme as well as other initiatives we have in the works.”
The sportswear brand has teamed up with DuPont Tate & Lyle Bio Products, which produces a biodegradable rubber known as Susterra propanediol that is derived from industrial-grown corn.
The soles of the shoes will be made using this rubber while the rest will be composed of organic cotton.
“This is really just the first step for us,” said Bill McInnis, of Reebok Future. “With Cotton + Corn we’re focused on all three phases of the product lifecycle.
“First, with product development we’re using materials that grow and can be replenished, rather than the petroleum-based materials commonly used today.
“Second, when the product hits the market we know our consumers don’t want to sacrifice on how sneakers look and perform.
“Finally, we care about what happens to the shoes when people are done with them. So we’ve focused on plant-based materials such as corn and cotton at the beginning, and compostability in the end.”
The company wants to bring its plant-based trainers to market later this year.
*This story first appeared on BT
ADIDAS is envisioning a brand new way of adapting to the fickle trends of the fast fashion industry – the company has been trying out an in-store technology to knit customized 200 euro (US$215) sweaters for customers within the day in order to tap into fast fashion with a personal twist.
The technology has been implemented in a pop-up store in a Berlin mall, and allowed customers to customize their own merino wool sweater according to their desires.
The in-store machine scans the customer’s body to produce the right fit and size unique to each person. Customers would then choose a design from a range of possible options and then experiment with different color combinations. Once they had made their choices, the machine would knit the sweater in situ, and then the sweater is finished by hand, washed and dried before being collected by the customer.
This new venture is part of a plan to drive up the company’s operating margins to levels on par with rival Nike by 2020. The group is experimenting with strategies to cut short the delivery times of new designs down to 12 to 18 months.
It is a strategy which has worked in the sneaker industry, but now the “Knit for You” campaign aims to add individuality into the mix, aspect often lost in ready-made products.
But speed still lies at the heart of Adidas’s game plan. The sportswear company is aiming for 50 percent of its products to be made in a faster time frame by 2020 – double the rate it produced products in 2016 – which they expect will allow them to boost the products they sell at full price by 70 percent.
And they aren’t the only ones who are banking on speed to top their competition – Japanese basic wear giant, Uniqlo, are also hoping pushing for higher production rates and supplying their stores faster will help it usurp the fast fashion crown from Inditex’s Zara, who reported US$25 billion worth of sales in 2016.
“We need to be fast,” Uniqlo founder Tadashi Yanai was quoted saying in an interview with Bloomberg. “We need to deliver products customers want quickly.”
Like Adidas, Uniqlo is trying to leverage technology to launch forward fast.
The company’s Ariake facility along Tokyo’s waterfront brings together marketing and design teams to streamline the operations, an outfit Uniqlo’s owner, Fast Retailing, wants to replicate in more locations. The hope is that much of the company’s operations can be slowly automated and artificial intelligence can be increasingly used to predict sales patterns.
The goal to ultimately unseat Zara might be a bit of a stretch for Fast Retailing who aims for US$26 billion by 2021, but Yanai believes Uniqlo’s focus on everyday clothing that keeps fashion forwardness and practicality in mind is a recipe for success.
Uniqlo’s no-frills approach to fashion requires less production time in general and the company could focus on upping the quality of the designs.
“Zara sells fashion rather than catering to customers’ needs,” Yanai said. “We will sell products that are rooted in people’s day-to-day lives, and we do so based on what we hear from customers.”
Fast Fashion margins are shrinking
Adidas and Uniqlo might be tapping into an industry that is already facing its twilight days.
Once the machine that drove the fashion industry, fast fashion is a term coined to describe clothes emulating catwalk trends that are quickly replicated for mass production, resulting in “micro seasons” and low wages for garment workers in some of the poorest countries in the world.
Fast fashion retailers such as Zara and H&M would churn out fresh pieces that would be rolled into stores on a weekly basis. Their rise crippled retailers that typically worked on a season-by-season basis, and relied heavily on brick-and-mortar stores to sell their clothes.
Fast fashion retailers harnessed the rise of e-commerce to peddle their wares online, spending less on advertising and relying on web analytics to chart consumer habits.
“If you are a fashion apparel retailer, you have to have a steady flow of newness,” Customer Growth Partners president Craig Johnson said. “You can’t just regurgitate what was hot last year.”
But that all seems to be changing.
Recently, Inditex said their profitability had shrunk to an eight-year low, while their rival H&M said their profits fell in March for the first time in four years.
The changing fortunes of the two companies have two implications: Firstly, consumer habits are changing. Large scale campaigns by activists and marketing efforts by retailers have resulted in greater awareness of the side effects of fast fashion – most notably highlighted by the devastating Rana Plaza factory collapse in 2013.
The change in sales numbers indicates more and more people are spending a smaller chunk of their disposable income on clothing, and are instead diverting those resources to other areas, such as electronics or travel. LA Times reports less than four percent of every dollar is now spent on apparel compared to the eight percent that was spent in the mid-90s.
Secondly, apparel companies are now finding their margins under siege from rising production costs as the quality of living in once-poor manufacturing companies – such as Vietnam and India – and the cost of materials increase.
Fast fashion no longer appears to be the huge money-making machine it once was, and retailers are now turning to new strategies to captivate buyers.
Value Fashion on the Rise
The emergence of Adidas “Knit for You” campaign speaks to the broader question of the change fashion is experiencing; clothes tailored to the individual is beginning to matter more.
The sweater campaign’s focus on customization indicates exclusivity is far more important than the ability to buy the same shirt in six different colors for a few dollars.
“It is very individual. It is like knitting your own sweater,” Adidas customer Christina Sharif told Reuters, adding she ordered shorter arms on her electric blue sweater than the standard model.
Despite the speed it aims to achieve, Adidas and Uniqlo are recreating the meaning of “fast fashion” into one that leverages technology to improve efficiency rather than sacrifices resources and engages obsolescence.
Uniqlo has maintained its commitment to the culture of normcore everyday wear, but expanded its range to include limited edition art-as-fashion pieces.
It engaged top-line designers such as Christopher Lemaire, supermodel Ines de la Fressange and New York’s Museum of Modern Art to produce lines that gave its everyday wear a fashionable and enduring twist.
It is a sign the company understands the power of fashion as an identifier and is moving into what Lemaire calls “slow fast fashion” – affordable (though pricier than Uniqlo’s main line) and accessible, with a know-it-when-you-see-it specialness
“People have been realizing [fast fashion] no longer can go on the way it used to – overconsumerism and overproduction are a disaster,” Lemaire says.
“You just need a good pair of pants. If you find a good pair, you don’t have to change every six months.”
*This story first appeared on Tech Wire Asia
Looking for the latest in eco-friendly fashion? One word: plastics.
H&M announced on Tuesday that it will debut its second Conscious Exclusive campaign — an upscale version of its Conscious Collection program founded in 2012 — which includes formal wear for men, women and children. The line uses recycled polyester made from plastic waste, an estimated eight million tons of which litters oceans each year, and is slated to be available in 160 stores around the globe in late April. The move comes shortly after Adidas partnered with Parley for the Oceans, a nonprofit that reduces oceanic plastic waste, to make running shoes made almost entirely out of discarded plastic.
For the H&M line, the Swedish retailer teamed with Bionic Yarn, a New York-based company that turns plastic bottles into technical yarns and fabrics. The signature piece of H&M’s line is a blush pink pleated gown (which retails for $249) modeled by Natalia Vodianova, who was tapped to be the face of this year’s Conscious Exclusive campaign. Singer Pharrell Williams serves as as Bionic Yarn’s creative director, and has previously teamed up with brands like Timberland and G-Star on footwear and denim that use the bionic yarn technology.
“It’s an excellent PR stunt, for H&M to raise awareness about ocean pollution — along with Adidas’ partnership with Parley for the Ocean,” said Lauren Slowik, outreach coordinator and design evangelist at 3-D printing company Shapeways. “But I like to hope that ocean trash is a finite resource and not something we can build whole industries on. The only real positive I see is that it helps to bring supply chain and production of materials to the forefront on consumers’ minds.”
H&M and Adidas said their ocean plastic efforts were designed to be more than just ploys to attract eco-conscious consumers. Adidas began selling its recycled shoes for $220 in November 2016 with a commitment to making a minimum of 1 million pairs by the end of 2017. It also plans to team with Parley on communication, education and research efforts.
Meanwhile, H&M is attempting to increase its percentage of garments made from sustainable materials, which was reported at 20 percent in 2015. It also asserts to be one of the biggest users of recycled polyester and organic cotton, and has a lofty goal for all cotton to be sustainably sourced by 2020.
However, despite its commitment to sustainability, H&M has still been vague in its transparency efforts and faces ongoing criticism for being a fast fashion retailer that is still using significant resources to produce low-priced goods. Natalie Grillon, founder of Project Just, told Glossy in a previous article that despite the assertions made against the company, H&M has still made strides in efforts like employee wages.
“H&M comes under fire a lot for their initiatives because they do publicize it,” said Grillon. “When really, they’ve made a ton of effort in support of better wages. But then they talk about it a lot, and then they come under fire a lot for anything at all that goes wrong.”
*This story first appeared on Glossy
Greenwashing is a term that was coined in the 1980’s by environmentalist Jay Westerveld, who saw the inconsistency in hotels that did not employ concrete recycling programs but encouraged the reuse of towels by patrons. (PRSA).
It refers to the promotion of green-based environmental initiatives or images without the implementation of business practices that actually minimize environmental impact (or any of the other negative effects of their businesses). It is also defined as the “dissemination is misinformation by an organization so as to present an environmentally responsible public image.” (Oxford English Dictionary). This practice often includes misleading customers about the actual benefits of a product or practice through misleading advertising and/or unsubstantiated claims, in order to “create a benefit by appearing to be a green company, whether that benefit comes in the form of a higher stock price, more customers or favored partnerships with green organizations.” (Investopedia).
Methods: There are many routes a company can take in terms of greenwashing.
Brands can “make vague claims or omit important and relevant facts. They may do this inadvertently, just using information from their suppliers; in the recent case where several clothing companies claimed that they sold eco-friendly bamboo-clothing when they in fact sold rayon produced from bamboo – but processed in a way that uses harsh chemicals and can also release hazardous air pollutants.” (NFA).
Companies may utilize “press releases about green projects or task forces put into place, energy reduction or pollution reduction efforts, and rebranding of consumer products and advertising materials.” (Investopedia). For example, “Ford Motors — like other automakers often castigated by environmental groups for making gas guzzlers and opposing many proposed state laws aimed at fuel efficiency — has been running advertisements promoting its planned lines of hybrid and flexible-fuel cars.” (NYTimes).
Greenwashing also happens when “corporations parrot their environment programs with the end goal of earning profit.” (ABS).
Greenwashing in the Fashion Industry
Many fashion industry labels employ “green” and “ethical” marketing to target “conscious” consumers: H&M’s Conscious collection, made of organic cotton and recycled polyester; Puma’s biodegradable InCycle Collection; Adidas’ Design for Environment gear; Uniqlo’s All-Product Recycling Initiative; Zara’s eco-efficient stores; and the Gap’s P.A.C.E. program, to benefit the lives of female garment workers. (AlJazeera)
Examples of alleged Greenwashing include the following:
“Take, for instance, H&M’s use of cotton. It’s the material H&M uses most and the company boasts that the non-profit Textile Exchange has recognized H&M as the world’s number-one user of organic cotton, which has a lighter environmental impact, and reduces the use of “probably” carcinogenic pesticides. But only 13.7% of the cotton H&M uses is organic.” (Quartz)
In 2014, Forever 21 was subject to claims of greenwashing. “Not only has the fast-fashion powerhouse announced plans to the largest single-rooftop solar-power system in Los Angeles County, it also unveiled a new 18,000-square-foot concept store that promises greater quantities and even deeper discounts on its already cut-price clothing.” (ECouterre)
H&M launched a film campaign with actress Olivia Wilde to debut its new “Conscious Exclusive” collection for 2015 … yet in 2015, H&M will produce over 600 million new garments. That’s an increase of 50 million articles of clothing from 2011. It will expand its physical locations by 10 to 15 percent every year, requiring the use of energy-intensive resources. (Huffington Post).
*This story first appeared on The Fashion Law
Visitors who stepped into fashion retailer H&M’s showroom in New York City on April 4, 2016, were confronted by a pile of cast-off clothing reaching to the ceiling. A T.S. Eliot quote stenciled on the wall (“In my end is my beginning”) gave the showroom the air of an art gallery or museum. In the next room, reporters and fashion bloggers sipped wine while studying the half-dozen mannequins wearing bespoke creations pieced together from old jeans, patches of jackets and cut-up blouses.
This cocktail party was to celebrate the launch of H&M’s most recent Conscious Collection. The actress Olivia Wilde, spokeswoman and model for H&M’s forays into sustainable fashion, was there wearing a new dress from the line. But the fast-fashion giant, which has almost 4,000 stores worldwide and earned over $25 billion in sales in 2015, wanted participants to also take notice of its latest initiative: getting customers to recycle their clothes. Or, rather, convincing them to bring in their old clothes (from any brand) and put them in bins in H&M’s stores worldwide. “H&M will recycle them and create new textile fibre, and in return you get vouchers to use at H&M. Everybody wins!” H&M said on its blog.
It’s a nice sentiment, but it’s a gross oversimplification. Only 0.1 percent of all clothing collected by charities and take-back programs is recycled into new textile fiber, according to H&M’s development sustainability manager, Henrik Lampa, who was at the cocktail party answering questions from the press. And despite the impressive amount of marketing dollars the company pumped into World Recycle Week to promote the idea of recycling clothes—including the funding of a music video by M.I.A.—what H&M is doing is nothing special. Its salvaged clothing goes through almost the exact same process as garments donated to, say, Goodwill, or really anywhere else.
Picture yourself with a trash bag of old clothes you’ve just cleaned out of your closet. You think you could get some money out of them, so you take them to a consignment or thrift store, or sell them via one of the new online equivalents, like ThredUp. But they’ll probably reject most of your old clothes, even the ones you paid dearly for, because of small flaws or no longer being in season. With fast fashion speeding up trends and shortening seasons, your clothing is quite likely dated if it’s more than a year old. Many secondhand stores will reject items from fast-fashion chains like Forever 21, H&M, Zara and Topshop. The inexpensive clothing is poor quality, with low resale value, and there’s just too much of it.
If you’re an American, your next step is likely to throw those old clothes in the trash. According to the Environmental Protection Agency (EPA), 84 percent of unwanted clothes in the United States in 2012 went into either a landfill or an incinerator.
When natural fibers, like cotton, linen and silk, or semi-synthetic fibers created from plant-based cellulose, like rayon, Tencel and modal, are buried in a landfill, in one sense they act like food waste, producing the potent greenhouse gas methane as they degrade. But unlike banana peels, you can’t compost old clothes, even if they’re made of natural materials. “Natural fibers go through a lot of unnatural processes on their way to becoming clothing,” says Jason Kibbey, CEO of the Sustainable Apparel Coalition. “They’ve been bleached, dyed, printed on, scoured in chemical baths.” Those chemicals can leach from the textiles and—in improperly sealed landfills—into groundwater. Burning the items in incinerators can release those toxins into the air.
Meanwhile, synthetic fibers, like polyester, nylon and acrylic, have the same environmental drawbacks, and because they are essentially a type of plastic made from petroleum, they will take hundreds of years, if not a thousand, to biodegrade.
Despite these ugly statistics, Americans are blithely trashing more clothes than ever. In less than 20 years, the volume of clothing Americans toss each year has doubled from 7 million to 14 million tons, or an astounding 80 pounds per person. The EPA estimates that diverting all of those often-toxic trashed textiles into a recycling program would be the environmental equivalent of taking 7.3 million cars and their carbon dioxide emissions off the road.
Trashing the clothes is also a huge waste of money. Nationwide, a municipality pays $45 per ton of waste sent to a landfill. It costs New York City $20.6 million annually to ship textiles to landfills and incinerators—a major reason it has become especially interested in diverting unwanted clothing out of the waste stream. The Department of Sanitation’s Re-FashioNYC program, for example, provides large collection bins to buildings with 10 or more units. Housing Works (a New York–based nonprofit that operates used-clothing stores to fund AIDS and homelessness programs) receives the goods, paying Re-FashioNYC for each ton collected, which in turn puts the money toward more bins. Since it launched in 2011, the program has diverted 6.4 million pounds of textiles from landfills, and Housing Works has opened up several new secondhand clothing sales locations.
But that’s only 0.3 percent of the 200,000 tons of textiles going to the dump every year from the city. Just 690 out of the estimated 35,000 or so qualified buildings in the city participate.
Smaller municipalities have tried curbside collection programs, but most go underpublicized and unused. The best bet in most places is to take your old clothing to a charity. Haul your bag to the back door of Goodwill, the Salvation Army or a smaller local shop, get a tax receipt and congratulate yourself on your largess. The clothes are out of your life and off your mind. But their long, international journey may be just beginning.
Made to Not Last
According to the Council for Textile Recycling, charities overall sell only 20 percent of the clothing donated to them at their retail outlets. All the big charities I contacted asserted that they sell more than that—30 percent at Goodwill, 45 to 75 percent at the Salvation Army and 40 percent at Housing Works, to give a few examples. This disparity is probably because, unlike small charity shops, these larger organizations have well-developed systems for processing clothing. If items don’t sell in the main retail store, they can send them to their outlets, where customers can walk out with a bag full of clothing for just a few dollars. But even at that laughably cheap price, they can’t sell everything.
“When it doesn’t sell in the store, or online, or outlets, we have to do something with it,” says Michael Meyer, vice president of donated goods retail and marketing for Goodwill Industries International. So Goodwill—and others—“bale up” the remaining unwanted clothing into shrink-wrapped cubes taller than a person and sell them to textile recyclers.
“What Really Happens to Your Clothing Donations?”
“Let’s just say they’re not all going towards a good cause.”
This outrages people who believe the role of thrift shop charities is to transfer clothes to the needy. “What Really Happens to Your Clothing Donations?” read a Fashionista headline earlier this year. The story hinted, “Let’s just say they’re not all going towards a good cause.”
“People like to feel like they are doing something good, and the problem they run into in a country such as the U.S. is that we don’t have people who need [clothes] on the scale at which we are producing,“ says Pietra Rivoli, a professor of economics at Georgetown University. The nonprofit N Street Village in Washington, D.C., which provides services to homeless and low-income women,says in its wish list that “due to overwhelming support,” it can’t accept any clothing, with the exception of a few particularly useful and hard-to-come-by items like bras and rain ponchos.
Fast fashion is forcing charities to process larger amounts of garments in less time to get the same amount of revenue—like an even more down-market fast-fashion retailer. “We need to go through more and more donations to find those great pieces, which can make it more costly to find those pieces and get them to customers,” says David Raper, senior vice president of business enterprises at Housing Works. Goodwill’s strategy is much the same, says Meyer: “If I can get more fresh product more quickly on the floor, I can extract more value.”
This strategy—advertising new product on a weekly basis—is remarkably similar to that of Spanish fast-fashion retailer Zara, which upended the entire fashion game by restocking new designs twice a week instead of once or twice a season. And so clothing moves through the system faster and faster, seeking somebody, anybody, who will pay a few cents for it.
If you donate your clothing anywhere in the New York City area and the items aren’t sold at a secondhand store, they’re likely to end up at Trans-Americas Trading Co. Workers at this large warehouse in Clifton, New Jersey, receive and process about 80,000 pounds of clothing a day.
When Eric Stubin, owner of Trans-Americas, president of the Council for Textile Recycling and president of the Secondary Materials and Recycled Textiles Association, takes me on a tour of the warehouse, he pauses while a forklift scurries around the corner with a bale of garments and neatly stacks it in a tall, dense wall of clothing, before shooting back around the corner to grab another from a semi that’s backed up to the loading bay. Workers stand in front of conveyor belts making split-second assessments as they mine the castoffs for valuable pieces. Sometimes, they find a gem—a pair of vintage Levi’s, an ugly Christmas sweater, an army jacket—and toss it into a small bin full of other covetable items, which Trans-Americas can sell at a markup to vintage stores in Brooklyn. But that’s just about 2 percent of what they get. The rest is sorted into broad categories, like T-shirts, pants or cold-weather items, then divided again by quality and material.
Forty percent of the clothing will be baled and shipped all over the globe to be resold as is. Japan gets the second nicest vintage items after the U.S. stores, South American countries get the mid-grade stuff, Eastern European countries get the cold-weather clothes, and African countries get the low-grade stuff no one else will take. In the 1980s, secondhand clothing began flowing into African countries that had dropped their protectionist economic policies. And because it was cheaper and seen as higher quality than domestically produced clothing, it dominated the market. By 2004, 81 percent of clothing purchased in Uganda was secondhand. In 2005, according to an Oxfam report, secondhand clothing made up half of the volume of clothing imports in sub-Saharan Africa. As a result, starting in the 1990s, textile industries in those African countries cratered.
Early last year, at a summit of East African heads of state, some of the regional leaders proposed a ban on the importation of secondhand clothing; English-speaking news sites such as Voices of Africa and CNN followed up by positing that old clothing from the U.K. and U.S. was creating a post-colonial economic mess. “Exporting low-quality clothing that has no value in our own society forges a relationship of dependency,” says Andrew Brooks at Kings College London. “You can call me idealistic, but I don’t really want to live in a world where people who are in the global south, the only clothes they can afford to buy are clothes you and I don’t want.”
Not everyone agrees. Georgetown University’s Rivoli, for example, says the secondhand clothing trade creates jobs in not only selling but also cleaning, repairing and tailoring. Karen Tranberg Hansen, an anthropologist at Northwestern University, has argued that secondhand clothing in countries like Kenya, Zambia, Lesotho and Uganda fills a different niche than the textile industry. “There are different segments of the population that have different desires,” she says. “It is not a direct competition.” Secondhand clothing, traditional clothing that is made locally, Asian imports—different people buy different things, she asserts.
But what everyone agrees on is that Africans buy cast-off clothing from the U.S. because they see it as high quality and good value. This might not be true much longer. The 2005 Oxfam report found that in Kenya up to a quarter of clothing in imported secondhand bales was unsalable due to poor quality. Since then, fast fashion’s market share has expanded, even as it has become synonymous with “falls apart after two wears” for Western consumers. It’s possible that Africans might eventually recognize that the secondhand fashion is just cheap, old imported clothing from Asia that made a quick pit stop in the U.K. and U.S. And like Americans, they might decide to just buy it new.
On the Brink of Collapse
Thirty percent of the clothing that comes into Trans-Americas is T-shirts and polos that will be cut into wiping rags for auto shops and other industrial uses. Another 20 percent of the clothing—the ripped and stained items—will be shipped out to processors that will chop it up into “shoddy,” to be used in building insulation or carpet padding or floor mats for the auto industry. These are the least profitable types of clothing recycling for Trans-Americas.
The surge of fast-fashion garments poses a problem for Trans-Americas too. “More garments are made with polyester [or] poly-cotton blend,” Stubin says. “If you have clothing that is lower quality, you’re going to end up with more wiping rags and more material for the fiber market. The market for fiber is pennies these days. Half of the clothing we sell for less than the acquisition value.”
Though it’s better to downcycle clothes—turn them into less valuable consumer goods like auto-shop rags—than to send them straight to the landfill, it’s not a complete solution. Those rags will still find their way to the landfill after a few uses; insulation will be thrown in the dumpster when it’s torn out of a wall or old car. Everything is broken down further and further until it eventually reaches the landfill.
The cost to the planet isn’t just what the stuff does when it’s put in the ground, though that’s bad enough. The wasted resources it took to create a textile are devastating for the planet. “When it ends up in the landfill, it’s a wasted material,” says Annie Gullingsrud of the Cradle to Cradle Products Innovation Institute. “There’s been an expense to the planet. There’s been an expense to the company [and] sometimes to the people creating the materials. And it creates a need to use virgin materials.”
International companies like Adidas, Levi’s, Nike and H&M don’t want you to stop buying their products, but they also don’t want to give up on their fast-fashion business models. “The holy grail for sustainability in fashion is closed-loop sourcing,” Marie-Claire Daveu of the global luxury holding company Kering told Vogue. (Kering owns companies like Gucci, Alexander McQueen, Saint Laurent and Stella McCartney, among many others.) “Reuse old materials. Make new materials out of old materials. Recapture the fibers.”
Closed-loop technology, where a product is recycled back into almost the same product, is a tantalizing prospect for sustainability advocates, because it essentially mimics the natural process of life. A plant grows out of dirt, dies, is incorporated back into dirt, and then another plant grows from that dirt. Rain falls, moves through the forest and into a river, flows to the sea, evaporates into the sky and falls again. There’s no waste. If closed-loop technology could be achieved for fashion, nothing would ever go the landfill—it would just be endlessly looped through textile factories, garment factories, stores, your closet, secondhand retailers, textile recyclers and back to textile factories again. Polyester thread would be created, woven into a textile, made into a garment, broken down into pure polyester and woven into a textile again. Same for natural fibers.
But commercially scalable, closed-loop textile recycling technology is still five to 10 years away, at best. According to a 2014 report commissioned by the Sustainable Apparel Coalition, there is closed-loop technology for pure cotton that could take a garment, break it down and reweave—but once cotton is dyed, treated or blended with other materials, the process no longer works. Treated cotton, linen, silk and wool can be mechanically chopped up for recycling, but they yield a low-quality, short fiber that must be mixed with virgin fiber for clothing. At 20 percent reused cotton, H&M’s recycled denim line released last summer pushed the limits of what’s possible today—a higher percentage of recycled cotton results in a lower-quality textile that tears too easily to be wearable.
A hopeful note appeared in May when Levi’s debuted a prototype of jeans in partnership with the textile technology startup Evrnu, made with 52 percent chemically recycled cotton from old T-shirts. Evrnu says its technology isn’t sensitive to certain dyes, and it hopes to eventually make jeans from 100 percent post-consumer cotton waste. But there’s no timeline available yet for when these jeans will become available.
Closed-loop recycling of synthetic textiles like elastane-nylon blends is even further away from commercial feasibility. The technology exists to chemically process polyester into its core components and spin it back into polyester thread, and Patagonia is already using it to recycle its clothing. But Patagonia is doing it out of principle, not for profit; the process is prohibitively expensive and finicky, requiring high-quality polyester textile (Patagonia’s own fleeces) as an input, instead of the cheap polyester textiles typically used by fast-fashion retailers.
Then there are popular blended fabrics with both polyester and natural fibers that, currently, can’t be closed-loop recycled at all. Because the manufacture of polyester textiles is soaring—from 5.8 million tons in 1980 to 34 million in 1997 and an estimated 100 million in 2015— we won’t be able to handle our output of old clothing until that problem is solved.
H&M knows this, which is why in February it handed out $1.1 millionthrough its charity, Conscious Foundation, to five “innovation teams” working on textile recycling technologies. One team will be working on a process to dissolve old cotton clothing into a cotton-like material that can be spun into new fibers. Another is developing a microbe that can digest polyester, even if it’s blended with a natural fiber, and break it down into its basic components for resale back to polyester manufacturers.
These processes need to be developed in tandem with a sorting technology that can easily tell apart pure cotton, synthetic fabric and blended fiber, or recognize that a jacket has cotton on the outside and polyester on the inside. “If we’re going to try to get 24 billion pounds out of the landfill, we can’t be hand sorting,” says Jennifer Gilbert of the international secondhand clothing collection company I:CO.
There’s a special sense of urgency to these brands’ efforts to close the loop, which would create a new and—hopefully—profitable market for old textiles. In the past year, the market for secondhand textiles has tanked, pushing this entire system to the brink of collapse.
At the moment your old clothing is baled for sale to a textile recycler, it ceases to be discrete items whose value is determined by the label, quality or trendiness. Instead, it becomes a commodity with a per-pound price governed by global supply and demand. In the past 18 months, that price has dropped to a few cents per pound, shoved down by the strength of the dollar, weak demand due to unrest in the Middle East (where much of the secondhand clothing is processed), upward economic mobility in Eastern European countries and a fire in the largest secondhand market in East Africa.
Some percentage of that price drop could be attributed to a steady increase in the supply of lower-quality secondhand clothing, as charities race to process more clothes faster. “The used-clothing industry is going through an extremely difficult period both here in the U.K. and globally,” Alan Wheeler, director of the Textile Recycling Association in the U.K., told Sourcing Journal in April. “Yet consumption of new clothing is continuing to rise, with clothing prices still generally much lower than they used to be. Continuing downward pressure on prices for used clothing is inevitable for some time to come.” With little financial incentive for recyclers, collection rates have dropped by 4 percent in the past year, after rising steadily during the years after the Great Recession of the late 2000s.
If clothing quality continues to fall, demand from the international market drops even further and the closed-loop recycling technology doesn’t come through, we might have a secondhand clothing crisis. And then there wouldn’t be any place at all to take your cheap, old clothes.
*This story first appeared on Newsweek
Paper usage is down by 38%.
German sportswear maker Adidas successfully trimmed paper usage by 38% over a seven-year period at the company’s corporate offices by adding a simple request to virtual correspondence: “Please don’t print out this e-mail.”
The world’s second largest athletic-gear maker has also stopped stocking plastic water bottles for meetings, swapped plastic straws for paper ones, and at a recent global marketing meeting, reused banners to create bags that were needed for the event. All of those changes are part of a broader corporate-wide goal to reduce waste and lessen water usage.
“These types of changes can create arguments,” James Carnes, Adidas vice president of global brand strategy, tellsFortune. “Some said ‘I like the old plastic straw’ but it forces people to think.”
It also highlights why Adidas on Thursday unveiled a series of six priorities it hopes to achieve by 2020. Among those targets:
Apparel material suppliers will reduce water usage by 50%75% reduction in paper usage per employee from 2008’s levelCompletely switch to sustainable cotton usage by the end of 2018By 2020, a vast majority of suppliers will reduce energy usage by 20%
“Sustainability” is a word that is hard to define. Companies define their sustainable goals differently, and often times set long, multi-year targets to achieve their stated goals. Adidas says that’s why it was important to set metrics, which the company has made public on Thursday. Sustainability efforts are already permeating the company’s supply chain, including dry-dyeing clothes to save on water usage and a recentpartnership to use plastic material found in the oceans to create 3D-printed recycled polyester midsole for a new running shoe.
Another example to highlight would be Adidas’ plan to switch to “sustainable” cotton by the end of 2018. It is working with the non-profit Better Cotton Initiative (BCI) to achieve this switch, meaning it will only order cotton from suppliers that use less water and fewer chemicals to meet the standards set by BCI.
“Suppliers who are providing us with better cotton have a lower impact on the environment,” Carnes said. “We are more aggressively now switching to BCI suppliers.” By the end of last year, 43% of the cotton Adidas ordered came from those more responsible growers.
Material innovation is likely the way that Adidas and main rival Nike NKE 1.10% are able to sell the sustainability story in a way that can truly resonate with customers. Most notably on that front, Adidas is planning to increase the use of recycled polyester for the company’s products.
Carnes asserts the human race adds 200 million tons of plastic on the planet each year. And while recycling can help lessen that material’s impact, 10% of the plastics made still end up in the Earth’s oceans. That’s why Adidas says it wants to re-use plastics for the raw materials used to make soccer jerseys and pretty much any other fabric-based product Adidas manufacturers.
“One of our long-term goals is to create an endless cycle of material usage,” Carnes said. “We aren’t an innovator that then thinks of sustainability later. We are actually looking at how do we innovate everything we do with sustainability as the foundation.”
*This story first appeared on Fortune
Against the backdrop of the COP21 climate summit, Adidas’ collaboration with Parley for the Oceans to create 3D-printed sneakers made from ocean waste sets an example for other brands.
“No one wakes up in the morning saying, ‘I’m going to destroy the oceans.’ No one does, but collectively, we put them at risk,” says Cyrill Gutsch, founder of Parley for the Oceans, a US-based non-governmental organisation that aims to raise awareness of the planet’s critically endangered ocean ecosystems — and what can be done.
To coincide with the COP21 climate summit in Paris, Parley for the Oceans has teamed up with global sportswear giant Adidas to develop an innovative footwear concept called Ocean Plastic. With a 3D-printed midsole, the sneakers are made entirely from materials created using reclaimed ocean waste, such as discarded plastic and illegal gill nets that harm marine life.
“The 3D-printed Ocean Plastic shoe midsole stands for how we can set new industry standards if we start questioning the reason to be of what we create,” says Eric Liedtke, a member of Adidas Group’s executive board. While the shoe is only a prototype, Parley for the Oceans and Adidas hope it will set an example for the industry to rethink their design and manufacturing processes, and help stop ocean plastic pollution. “The industry can’t afford to wait for directions any longer,” he adds.
Each year, around 8 million metric tons of plastic end up in the world’s oceans, according to a study published in the journal Science in February earlier this year, a figure that could increase tenfold in as many years if action isn’t taken. And because petroleum-based plastics are designed to last, the waste won’t break down for decades. “Plastic is a design failure. Once it is produced it never dies,” continues Gutsch. “How can we redesign plastic to make it harmless? How can we turn the problem into an opportunity?”
In the context of the fashion industry, a project called Raw for the Oceans illustrates the kinds of solutions that can help. Jointly launched by denim brand G-Star Raw and Bionic Yarn, the eco-friendly label co-founded by Pharrell Williams, with support from Gutsch and Parley for the Oceans, Raw for the Oceans is a collaborative project that collects ocean plastic and turns it into denim. And the fact that the jeans produced through this initiative are environmentally-friendly actually makes the product more appealing, says Gutsch. “It was desirable because it was designed to help save the oceans. There was a sense of exclusivity around it, but it didn’t cost more…That’s when it becomes relevant.”
The fashion industry is in a unique position to address the problem of ocean pollution, says Gutsch. “Fashion is at the crossroads of consumerism and innovation; it is able to communicate messages others can’t address. It’s a strong vehicle of change.” Since its inception, Raw for the Oceans has recovered about 2 million plastic containers from ocean coastlines around the world. “But we need to reach a critical mass to make a real difference. When I first heard that the oceans were about to collapse, I had no idea. Yet, I contributed to it as a consumer.”
Take e-commerce, which has grown rapidly in the past few years. How many people realise that e-commerce is a major source of pollution in fashion? In part, that’s because every single item shipped, even the smallest, must be individually wrapped in plastic.
According to the Environmental Protection Agency, containers and packaging accounted for 30 percent of total solid waste generated in the US in 2012. And this figure is undoubtedly set to rise with growing global e-commerce sales.
In 2014, protective packaging reportedly represented a $22 billion industry, with plastic foam alone valued at $6 billion, as millions of products are constantly revolving around the planet, waiting to be sold online. Not only do they consume fossil fuel, but if the customer sends the item back, the ecological impact doubles.
“Products have become messengers of the era we live in. We can only change something if we establish a new standard, and steer suppliers and manufacturers in the right direction,” says Gutsch, pointing to projects like Adidas new sneakers as examples of this. “It’s in the hands of the creative communities to make a change. It’s not the consumer’s fault.”
In turn, Parley has also launched a new sustainability scheme — A.I.R. (short for avoid, intercept, redesign) — which provides guidelines that any fashion business or consumer can follow, beginning with everyday choices, like avoiding using plastic, intercepting to help manage waste and redesigning and reinventing to explore alternative solutions.
“The only way to move forward, in the future, would be to produce on demand,” says Gutsch, citing 3D printing methods as a sensible alternative. But there are other sustainable solutions: consuming less, creating products that have a longer life expectancy or mimicking nature to develop products that disintegrate.
*This story first appeared on the Business of Fashion.
Adidas is among the most admired companies in the world, especially when it comes to sustainability.
In January, Corporate Knights, “the magazine for clean capitalism,” ranked the sporting goods and apparel giant No. 3 on its list of the “Global 100 Most Sustainable Corporations.” In fact, Adidas was the only textile, apparel or luxury good company that made the list.
That raises the question of what makes the company tick so consistently when it comes to sustainability, despite the financial pressures of the athletic apparel marketplace. It uses an approach most commonly associated with the tech world: Open source innovation.
Think of the phrase “open source,” and perhaps a company such as Google or Facebook or Tesla comes to mind. But what does the concept mean in the adidas context?
According to Alexis Haass, director of sustainability at the company’s global headquarters in Herzogenaurach, Germany, open source is “comprised of crowd sourcing ideas from four pillars within and outside of [A]didas”:
- Creators — including athletes and artists.
- Communities — individuals and groups of people who want to work with the company. For example, the Brazuca soccer ball, official ball of the 2014 FIFA World Cup in Brazil, was named by Brazilians themselves.
- Customers — which results in consistent and open communication and feedback.
- Partners — collaboration with other companies, non-profits and NGOs. BASF, a leader in the sustainable chemistry and green sports worlds, worked with Adidas to create a revolutionary new cushioning material, BOOST, that provides the highest energy return in the industry.
Oceans as innovation catalysts
One of Adidas’ open source innovation partners sits squarely in the sustainability world: Parley for the Oceans, which has a primary goal of getting plastic out of the ocean.
The company was open to partnering with Parley, as there was, per Haass, “an alignment with our principles of how to drive sustainable innovation for our brand.”
A key practical effect of the collaboration, which launched in April, will be the integration of materials made from ocean plastic waste into Adidas products in 2016 and beyond.
In fact, Adidas created a first: A shoe upper made entirely of yarns and filaments reclaimed and recycled from ocean waste and illegal deep-sea gillnets. Long term, the Adidas/Parley partnership will focus on communication and education, research and innovation, as well as direct actions against ocean plastic pollution.
The company is not planning to run TV advertising with a “Parley” theme at the moment, but consumers still will play a role in the partnership through future retail rollouts and other promotions.
While ridding the oceans of plastics has no downside, engaging consumers and fans of sports Adidas sponsors (soccer, track and field) on climate change is more challenging.
“We can only engage with fans on topics they can relate to, and people relate to cleaning oceans,” Haass said. “We can’t come off as preaching from on high. That said, climate change is a big topic; we are not going run away from it. We just need to connect with fans in a relatable way when we do talk about and/or take action on climate change.”
The bigger game plan
Adidas is already walking the green walk in terms of its operational sustainability.
About 96 percent of the company’s footwear suppliers are ISO (international quality standard) certified. Building performance, CO2 emissions and water usage are all becoming more efficient. The company committed in 2008 to reduce its carbon emissions by 30 percent by the end of this year, and also has focused heavily on supply chain energy efficiency.
Sustainability also does not only mean environment at Adidas. The issue is looked at through a wider lens of ESG (environmental, social and governmental) issues.
In the run up to the Brazil 2014 World Cup, Adidas focused on the social end of ESG by working with local organizers on a number of grassroots programs, including the “Ginga Social” initiative. This sports-based initiative uses coaches to teach values and life skills to young people ages 7 to 17 in favelas (low-income, high-crime neighborhoods) in Rio de Janeiro, Sâo Paulo and three other host cities.
The “train the trainer” approach equips local coaches with the communication and leadership skills to make an ongoing positive difference in the lives of vulnerable young people in their neighborhoods. In addition, local sports facilities, always in short supply, are refurbished and their lives extended.
Thus far, 2,200 children and teenagers directly have benefited from Ginga Social — and, when one includes family members and others affected, the total number touched by the program rises to about 7,000. Adidas Brazil also decided to continue investing in Ginga Social well after Germany hoisted the championship trophy last July.
Over the long haul, Adidas is betting that ESG and sustainability will be a key business driver, not a drag.
“Consumers make decisions based on the brands they prefer. Sustainability and innovation are two of the key criteria of selection,” Haass said. “Successful companies in the future will be those where sustainability is well integrated in terms of core values, operations as well as consumer acceptance.”