From the Sector

At the "International Conference on Cellulose Fibers 2024" in Cologne, Germany, the Nova Institute for Ecology and Innovation awarded first place in the Innovation Prize to the project partners of the EU-funded HEREWEAR project. They presented a dress made of cellulose fibers, which is entirely made of straw pulp.

HEREWEAR is an EU-wide research project that brings together partners from research and industry. They are working to establish a European circular economy for locally produced textiles and clothing made from bio-based raw materials.
The HEREWEAR consortium consists of small and medium-sized enterprises and research institutions. HEREWEAR covers all the necessary expertise and infrastructure from academic and applied research and industry from nine EU countries.

The HEREWEAR approach includes technical and ecological innovations in the production of fibers, yarns, fabrics, knitwear and garments, as well as the use of regional value chains and the circular development of fashion items.

New technologies for wet and melt spinning of cellulose and bio-based polyesters, e.g. PLA, from which yarns and fabrics are produced, form the technical basis. Coating and dyeing processes have been developed and tested as part of the project. In addition to reducing the carbon footprint of the product, another environmental goal is to reduce the release of microfibers throughout the textile manufacturing process and life cycle.

Improving the sustainability and recyclability of the developed garments is ensured by design for circularity and digitally networked production means. On-demand production is realized in so-called "microfactories", which are individualized and produce only for actual demand. This production method can be achieved through regional, networked value chains and enables the traceability of materials and manufacturing processes.

The dress presented at the award ceremony is an example of the cooperation and the different qualifications of the project partners: TNO (Netherlands Organization for Applied Scientific Research) provided sustainably produced pulp. The HighPerCell fibers were produced in DITF's spinning facilities. At the same time, designers from the fashion label Vretena created the design for the flexible, two-piece dress, which can be knitted without cutting waste. DITF textile experts worked with the designers to develop the knitting pattern. DITF textile engineers and technicians produced the knitted fabric and assembled the dress at the institutes’ technical center. DITF computer scientists and engineers created the "value chain" and "digital twins" for digital traceability of the production processes.

The innovation prize was awarded to the HEREWEAR consortiu for their joint achievement. Representatives of DITF Denkendorf and Vretena accepted the award on behalf of the EU project partners.

Celanese Corporation, a specialty materials and chemical company, and Under Armour, Inc., a company in athletic apparel and footwear, have collaborated to develop a new fiber for performance stretch fabrics called NEOLAST™. The innovative material will offer the apparel industry a high-performing alternative to elastane – an elastic fiber that gives apparel stretch, commonly called spandex. This new alternative could unlock the potential for end users to recycle performance stretch fabrics, a legacy aspect that has yet to be solved in the pursuit of circular manufacturing with respect to stretch fabrics.

NEOLAST™ fibers feature the powerful stretch, durability, comfort, and improved wicking expected from elite performance fabrics yet are also designed to begin addressing sustainability challenges associated with elastane, including recyclability. The fibers are produced using a proprietary solvent-free melt-extrusion process, eliminating potentially hazardous chemicals typically used to create stretch fabrics made with elastane.

NEOLAST™ fibers will be produced using recyclable elastoester polymers. As end users transition to a more circular economy, Celanese and Under Armour are exploring the potential of the fibers to improve the compatibility of stretch fabrics with future recycling systems and infrastructure.

In addition to the sustainability benefits, the new NEOLAST™ fibers deliver increased production precision, allowing spinners to dial power-stretch levels up or down and engineer fibers to meet a broader array of fabric specifications.

The Sorting for Circularity USA consortium project welcomes new partners and expands its North American geographical scope. Fashion for Good is pleased to announce the addition of lululemon as an external brand partner, joining the existing seven brand partners. They also welcome their new implementation partners Helpsy, United Southern Waste Material, Goodwill Industries International Inc., and its members Goodwill of Colorado, Goodwill Industries-Suncoast, Inc., Goodwill of the Finger Lakes, and Goodwill of San Francisco Bay. Additionally, Fashion for Good is pleased to recognise adidas as the project's lead sponsor, facilitating the complete realisation of the project scope.

Fashion for Good, together with Resource Recycling Systems, launched the Sorting for Circularity USA consortium project in January 2023. The project will conduct an extensive consumer survey to map the journey of a garment from closet to end of use, and present a comprehensive snapshot of textile waste composition generated in the United States. The insights gained from this 18-month project will help to scale collection, sorting, and recycling innovations and inform decisions on necessary investments and actions.

Within the first 6 months, the project has expanded to cover 6 key states: California, Texas, Florida, New York, New Jersey and Colorado. Additional implementation partners have also signed on to support the fibre composition data analysis: Secondary Materials and Recycled Textiles (SMART) Association, Helpsy, United Southern Waste Material, and Goodwill Industries International Inc., with its members Goodwill of Colorado, Goodwill Industries-Suncoast, Inc., Goodwill of the Finger Lakes, and Goodwill of San Francisco Bay. Resource Recycling Systems will drive the dissemination and analysis of the consumer survey together with New York State Center for Sustainable Materials Management and Syracuse University Center for Sustainable Community Solutions, and execute the textile composition analysis using Matoha’s near infrared devices with advisory support from Circle Economy.

Demonstrating the importance of pre-competitive collaboration in tackling the industry’s biggest challenges, lululemon joins Eastman, H&M and Nordstrom as key project partners, together with Fashion for Good corporate partners adidas, Inditex, Levi Strauss & Co., and Target. Adidas' lead sponsorship ensures a deeper analysis of USA textile waste infrastructure and the identification of valuable opportunities for advancement.

In the USA, textile waste is the fastest-growing segment of the country's waste stream, with 85% of discarded textiles ending up in landfills*. Understanding the composition of material, volume and location of used textiles is crucial for capturing them and sorting them for the best and highest quality end use. Moreover, the range of national and regional geographies within the Sorting for Circularity project series enables for nuanced cross-country comparisons - revealing differences in the textile waste generated and infrastructure required.

Sorting for Circularity, a framework co-developed by Fashion for Good and Circle Economy, aims to (re)capture textile waste by unlocking the feedstock potential for recycling, expedite the implementation of game changing automated sorting technologies such as near-infrared spectroscopy and advanced textile-to-textile recycling, and drive circularity within the fashion value chain. The project builds on the success of Sorting for Circularity Europe and India, which revealed insights on material composition, volume, and location of used textiles and provided a solid foundation to accelerate textile recycling in those respective geographical locations.

*United States Environmental Protection Agency (2019). National Overview: Facts and Figures on Materials, Wastes and Recycling.

• Currency-neutral sales up 4%, despite more than € 300 million negative impact from macroeconomic constraints
• Markets representing more than 85% of the business grow 14% overall
• Gross margin down 1.5pp to 50.3% reflecting significantly higher supply chain costs
• Operating profit reaches € 392 million
• Net income from continuing operations amounts to € 360 million
• FY 2022 outlook reflects double-digit growth during the second half of the year

“Our Western markets continued to show strong momentum in the second quarter amid heightened macroeconomic uncertainty. With Asia-Pacific returning to growth, markets combined representing more than 85% of our business grew at a double-digit rate,” said adidas CEO Kasper Rorsted. “With sports back at center stage this summer, revenues in our strategic growth categories Football, Running and Outdoor all increased by double digits. However, the macroeconomic environment, particularly in China, remains challenging. The recovery in this market is – due to continued covid-19-related restrictions – slower than expected. And we have to take into account a potential slowdown in consumer spending in all other markets for the remainder of the year.”

Currency-neutral revenues increase 4% despite macroeconomic constraints
In the second quarter, currency-neutral revenues increased 4% as adidas continued to see strong momentum in Western markets. This growth was achieved despite continued challenges on both supply and demand. Supply chain constraints as a result of last year’s lockdowns in Vietnam reduced top-line growth by around € 200 million in Q2 2022. In addition, the company’s decision to suspend its operations in Russia reduced revenues by more than € 100 million during the quarter. Continued covid-19-related lockdowns in Greater China also weighed on the top-line development in Q2. From a channel perspective, the top-line increase was to a similar extent driven by the company’s own direct-to-consumer (DTC) activities as well as increases in wholesale. Within DTC, e-commerce, which now represents more than 20% of the company’s total business, showed double-digit growth reflecting strong product sell-through. From a category perspective, revenue development was strongest in the company’s strategic growth categories Football, Running and Outdoor, which all grew at strong double-digit rates. In euro terms, revenues grew 10% to € 5.596 billion in the second quarter (2021: € 5.077 billion).

Strong demand in Western markets
Revenue growth in the second quarter was driven by Western markets despite last year’s lockdowns in Vietnam still reducing sales, particularly in EMEA and North America, by
€ 200 million in total. In addition, the top-line development in EMEA was also impacted by the loss of revenue in Russia/CIS of more than € 100 million. Nevertheless, currency-neutral sales grew 7% in the region. Revenues in North America increased 21% during the quarter driven by growth of more than 20% in both DTC and wholesale. Revenues in Latin America increased 37%, while Asia-Pacific returned to growth. Currency-neutral revenues increased 3% in this market despite still being impacted by limited tourism activity in the region. In contrast, the company continued to face a challenging market environment in Greater China, mainly related to the continued broad-based covid-19-related restrictions. As a result, currency-neutral revenues in the market declined 35% during the three-months period, in line with previous expectations. Excluding Greater China, currency-neutral revenues in the company’s other markets combined grew 14% in Q2.

Operating profit of € 392 million reflects operating margin of 7.0%
The company’s gross margin declined 1.5 percentage points to 50.3% (2021: 51.8%). Significantly higher supply chain costs and a less favorable market mix due to the significant sales decline in Greater China weighed on the gross margin development. This could only be partly offset by a higher share of full price sales, first price increases and the benefits from currency fluctuations. Other operating expenses were up 19% to € 2.501 billion (2021: € 2.107 billion). As a percentage of sales, other operating expenses increased 3.2 percentage points to 44.7% (2021: 41.5%). Marketing and point-of-sale expenses grew 8% to € 663 million (2021: € 616 million). The company continued to prioritize investments into the launch of new products such as adidas’ new Sportswear collection, the next iteration of its successful Supernova running franchise and first drops related to the Gucci collaboration as well as campaigns around major events like ‘Run for the Oceans.’ As a percentage of sales, marketing and point-of-sale expenses were down 0.3 percentage points to 11.8% (2021: 12.1%). Operating overhead expenses increased by 23% to a level of € 1.838 billion (2021:
€ 1.492 billion). This increase was driven by adidas’ continuous investments into DTC, its digital capabilities and the company’s logistics infrastructure as well as by unfavorable currency fluctuations. As a percentage of sales, operating overhead expenses increased 3.5 percentage points to 32.8% (2021: 29.4%). The company’s operating profit reached a level of € 392 million (2021: € 543 million), resulting in an operating margin of 7.0% (2021: 10.7%).

Net income from continuing operations reaches € 360 million
The company’s net income from continuing operations slightly declined to € 360 million (2021: € 387 million). This result was supported by a one-time tax benefit of more than € 100 million due to the reversal of a prior year provision. Consequently, basic EPS from continuing operations reached € 1.88 (2021: € 1.93) during the quarter.

Currency-neutral revenues on prior year level in the first half of 2022
In the first half of 2022, currency-neutral revenues were flat versus the prior year period. In euro terms, revenues grew 5% to € 10.897 billion in the first six months of 2022 (2021:
€ 10.345 billion). The company’s gross margin declined 1.7 percentage points to 50.1% (2021: 51.8%) during the first half of the year. While price increases as well as positive exchange rate effects benefited the gross margin, these developments were more than offset by the less favorable market mix and significantly higher supply chain costs. Other operating expenses increased to € 4.759 billion (2021: € 4.154 billion) in the first half of the year and were up 3.5 percentage points to 43.7% (2021: 40.2%) as a percentage of sales. adidas generated an operating profit of € 828 million (2021: € 1.248 billion) during the first six months of the year, resulting in an operating margin of 7.6% (2021: 12.1%). Net income from continuing operations reached € 671 million, reflecting a decline of € 219 million compared to the prior year level (2021: € 890 million). Accordingly, basic earnings per share from continuing operations declined to € 3.47 (2021: € 4.52).

Average operating working capital as a percentage of sales slightly decreases
Inventories increased 35% to € 5.483 billion (2021: € 4.054 billion) at June 30, 2022 in anticipation of strong revenue growth during the second half of the year. Longer lead times as well as the challenging market environment in Greater China also contributed to the increase. On a currency-neutral basis, inventories were up 28%. Operating working capital increased 23% to € 5.191 billion (2021: € 4.213 billion). On a currency-neutral basis, operating working capital was up 14%. Average operating working capital as a percentage of sales decreased 0.4 percentage points to 21.0% (2021: 21.4%), reflecting an overproportional increase in accounts payable due to higher sourcing volumes and product costs.

Adjusted net borrowings at € 5.301 billion
Adjusted net borrowings amounted to € 5.301 billion at June 30, 2022, representing a year-over-year increase of € 2.155 billion (June 30, 2021: € 3.146 billion). This development was mainly due to the significant decrease in cash and cash equivalents.

FY 2022 outlook reflects double-digit growth during the second half of the year
On July 26, adidas adjusted its guidance for FY 2022 due to the slower-than-expected recovery in Greater China since the start of the third quarter resulting from continued widespread covid-19-related restrictions. adidas now expects currency-neutral revenues for the total company to grow at a mid- to high-single-digit rate in 2022 (previously: at the lower end of the 11% to 13% range), reflecting a double-digit decline in Greater China (previously: significant decline). While so far the company did not experience a meaningful slowdown in the sell-through of its products or significant cancellations of wholesale orders in any market other than Greater China, the adjusted guidance also accounts for a potential slowdown of consumer spending in those markets during the second half of the year as a result of the more challenging macroeconomic conditions. Therefore, growth in EMEA is now expected to be in the low teens (previously: mid-teens growth), while revenues in Asia-Pacific are projected to grow at a high-single-digit rate (previously: mid-teens growth). Despite the more conservative view on the development of consumer spending in the second half of the year, adidas has increased its forecasts for North America and Latin America reflecting the strong momentum the brand is enjoying in these markets. In North America, currency-neutral revenues are now expected to increase in the high teens. Sales in Latin America are projected to grow between 30% and 40% (both previously: mid- to high-teens growth).   

Due to the less favorable market mix and the impacts from initiatives to clear excess inventories in Greater China until the end of the year, gross margin is now expected to reach a level of around 49.0% (previously: around 50.7%) in 2022. Consequently, the company’s operating margin is now forecast to be around 7.0% (previously: around 9.4%) and net income from continuing operations is expected to reach a level of around € 1.3 billion (previously: at the lower end of the € 1.8 billion to € 1.9 billion range).

This collaborative and educational project showcases the use of waste as a resource and prolonging the life of the garment through color. It came to life thanks to key brands who donated items that were then transformed by Officina39’s Recycrom™ applications into a renewed head-to-toe look that was then displayed as an art installation.

What’s the Recipe for change? For Officina39 and Adriana Galijasevic’s Cocircular Lab, this question gives shape to the collaborative and educational project Circular Explorations, specially presented at Amsterdam Denim Days Festival on April 22-23.

Sharing ground values and a common view on the fashion of tomorrow, Officina39, Italian based Chemistry plus Creativity company for the textile sector, joined hands with Adriana Galijasevic’s Cocircular Lab and influential brands to celebrate the importance of an ongoing commitment towards circularity.

Several donated items – overstock, second-grade production or damaged, unsold pieces – were updated with newly developed applications made with Officina39’s Recycrom™, the one-of-a-kind, patented dyestuffs range made from textile waste. This Circular Explorations capsule is displayed at Denim Days Festival as an art installation, not only to dress people but also to get them acquainted with circularity because they are an important player in closing the loop.

The Recipe for change that emerges from this color research is based on important values and keywords:

• Consciousness – awareness of oneself and one's surroundings
• Courage – the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty.
• Creativity – the power to imagine and produce new possibilities.
• Connection – a relationship in which a person or thing is linked or associated with something else, the act or state of connecting.
• Collaboration – the act of working together for a common goal.

Combined together, they produce CHANGE, which is a driving force for a better tomorrow.

This collaborative and innovative project that addresses circularity is also in direct support of United Nations Sustainable Development Goals, in particular number 12-Responsible Consumption and Production, number 9-Industry innovation & Infrastructure and number 17-Partnership for the Goals.

The current energy crisis is impacting on the competitiveness of the European textile and clothing industry. Because there are limited alternatives to the use of gas in different parts of the production process, production costs increase sharply. EURATEX asks the European Commission and Member States to urgently support the industry to avoid company closures. At the same time, we need a long term vision to move towards climate neutrality, while keeping the T&C industry internationally competitive.

EURATEX presented ten key requirements to Kadri Simson, European Commissioner for Energy, to develop such a vision:

1. The apparel and textile industry needs a safe supply with sufficient green energy (electricity and gas) at internationally competitive prices.
2. The transformation of industry requires access to very significant amounts of renewable energy at competitive costs. Additional investments in infrastructure will also be needed to guarantee access to new renewable energy supplies.
3. Until a global (or at least G 20 level) carbon price or other means for a global level playing field in climate protection are implemented, competitive prices for green energy must be granted at European or national levels (e.g. CCfDs, reduction on levies, targeted subsidies).
4. As the European textile and clothing sector faces global competition mainly form countries/regions with less stringent climate ambitions, it is of utmost importance that the European textile and clothing companies are prevented form direct and indirect carbon leakage.
5. EU-policy should support solutions, e.g. through targeted subsidies (for hydrogen, energy grids, R&D, technology roadmap studies etc.).
6. A dedicated approach for SMEs might be appropriate as SMEs do not have the skills/know-how to further improve their energy efficiency and/or becoming carbon neutral.
7. CAPEX and OPEX support will be necessary for breakthrough technologies, like hydrogen.
8. The Fit-for-55-Package must support the European Textile and Clothing industry in decarbonization and carbon neutrality. The EU must therefore advocate a global level playing field more than before. The primary goal must be to establish an internationally uniform, binding CO2 pricing, preferably in the form of a standard at G-7 / G-20 level.
9. EU-policy must not hinder solutions, e.g. we need reasonable state aid rules (compensating the gap between national energy or climate levies and a globally competitive energy price should not be seen as a subsidy).
10. The European Textile and Clothing industry has made use of economically viable potentials to continuously improve energy efficiency over many years and decades. The obligation to implement further measures must be taken considering investment cycles that are in line with practice. Attention must be paid to the proportionality of costs without weakening the competitive position in the EU internal market or with competitors outside the EU.

Please see the attached position paper for more information.

• Lectra provides fashion companies with breakthrough solution that enables them to personalize at ready-to-wear production speed

Paris – Lectra launches its ‘Fashion On Demand’ offer, empowering industry players to uncover new business opportunities brought about by the strong demand for personalization in the fashion industry. Lectra is enabling its customers to produce on demand for the first time ever with an end-to-end offer that automates the entire personalization process from product development to final cutting stages. ‘Fashion On Demand by Lectra’, based on Industry 4.0 principles, is a fruition of four years of R&D with a hundred-strong team of experts, as part of Lectra’s strategic roadmap announced in 2017. There will be a progressive global rollout starting from January 2019.

The digital revolution has prompted consumers to demand personalized products and experiences nowadays. This is an advantageous business model for fashion companies, as it allows them to accurately match supply with demand, and solve a host of problems that regular business models usually face. By simply knowing ahead of time what and how much their consumers want, companies can produce in precise quantities and avoid overstocking and markdowns. In addition, as consumers pay upfront for their orders it improves cash flow for businesses. Fashion companies can use personalization as a way to outshine their competitors and earn consumer loyalty, by offering one-of-a-kind products that make their customers feel exclusive.

While on-demand production is an attractive business model that presents little financial risk, today, fashion companies are encountering huge barriers to entry for this market. Without the savoir-faire and appropriate technology, many companies have to rely on their standard supply-chain infrastructure that lacks the flexibility to create and produce these products. As a result, they have to develop independent workflows for each product, incurring additional production costs, prolonging lead times and even jeopardizing their existing production lines. By having longer delivery times, they face the risk of upsetting their loyal customers who have paid premium prices for their personalized products.

‘Fashion On Demand by Lectra’, is a game changer for the industry. Drawing from 45 years’ experience of working with international retailers, manufacturers and brands, Lectra developed this offer to break down these barriers and empower fashion companies to meet the specific needs of their digitally savvy clientele with best-in-class solutions. ‘Fashion On Demand by Lectra’, available in the form of two packages, one dedicated to made to measure, and the other to customization, is a turnkey solution that automates on-demand production right from order reception to production development stages and the cutting room. Companies can define the product customization criteria and range for each item depending on the package (such as altering product characteristics for customization and pattern adjustments for made to measure) and launch production processes right from the get-go, without interfering with their standard workflows.

Empowering customers through industrial intelligence 2/2

“Personalization, or rather, on-demand production, is going to be an industry-wide phenomenon. It is hence Lectra’s duty, as an Industry 4.0 pioneer, to think ahead of time, and spearhead this movement. Keeping our customers’ best interests in mind, we’ve worked with renowned personalization specialists from different countries to develop this solution. With ‘Fashion On Demand by Lectra’ we’re doing the unthinkable. For the first time in the fashion industry, there will be a comprehensive personalization solution that will be able to perform under the same market conditions as the ready-to-wear segment and produce the same, if not better, results,” says Daniel Harari, Chairman and Chief Executive Officer, Lectra.

This disruptive offer gives fashion companies a 360°-view of the entire personalization process, providing them with the visibility to streamline multiple production processes and manage complex individual demands from custom order to cut piece. Thanks to the supply-chain flexibility that companies gain with this innovative Lectra solution, they will be able to expand their product range and offer more variety, be it womenswear, menswear or childrenswear, and appeal to a broader audience and jump on trends without interrupting their existing production processes. They will not have to waste time on consolidating and communicating information from one production stage to another. This ensures smooth process flows and hence, quick delivery times that can compete with those of standard products.