February 6, 2017 — In 2010, fresh out of college with a degree in economics, I began a new job as a corporate sustainability professional at a major apparel retailer. I was hopeful. The apparel industry was full of environmental problems and opportunities for major progress.
At the time, Greenpeace had launched a Detox campaign directly linking textile manufacturing and water pollution, a claim confirmed by the industry’s most influential brands through their organization of Zero Discharge of Hazardous Chemicals. The Natural Resources Defense Council was building its Clean by Design initiative to collaborate with brands that wanted cost-effective ways to clean up factories in their supply chains. The Sustainable Apparel Coalition was gearing up to foster collaboration among companies, non-governmental organizations, government and academia with the mission of improving the social and environmental performance across the industry. And corporate sustainability departments were being built across the industry.
After five years in the field, I’m no longer looking for sustainability solutions to be created within companies. The problems and opportunities were obvious, but one big thing was missing: Consumers were not clearly rewarding brands for sustainability. Without such an economic payback, brands lacked incentives to develop and deploy systemic sustainability initiatives and so limited themselves to less expensive short-term changes. As a result, after five years in the field, I’m no longer looking for sustainability solutions to be created within companies. Rather, my view is that the more effective role for brands is to invest in external industry-wide sustainability research and technology aimed at developing those systemic solutions. To drive investment, industry should track contributions from each company and share the information with consumers. Consumers could then use this information to judge — and reward — brands’ commitment to sustainability. After all, money, unlike environmental impact, is something we already know how to measure well, making sustainability investment a simple metric that can be used to activate consumer choices now.
Wanted: Systemic Solutions
On the surface, the sustainability teams I was part of made progress. We found ways to achieve grassroots improvements despite minimal top-down support. At one company, we persuaded executives from design and sourcing to come together to educate each other about sustainability issues and to study what competitors were doing. At another large retailer, management was motivated to invest in energy efficiency and renewable energy, saving money that was used to fund other sustainability projects, such as corporate reporting and more internal education.
These successes, unfortunately, were far outweighed by missed opportunities. For years, we cycled through conversations on using recycled, natural and organic fibers without seeing change. We researched and piloted take-back and donation programs that didn’t gain traction. We developed strict supply chain monitoring programs, but couldn’t get key decision-makers to sign off on the next step of including sustainability expectations in business agreements. Ultimately, I watched both sustainability teams that I was a part of be downsized.
This wasn’t surprising. An apparel brand’s fundamental purpose is to sell product, not to promote organic agriculture or develop non-toxic fibers and finishes. To be sure, a handful of values-driven apparel companies have experimented with technologies such as greener chemistry, waterless dyeing, and natural and organic fibers. But those companies are the minority, because such changes are either too costly or risk reducing product performance in the eyes of the consumer. Material choices create the products that are the lifeblood of a brand. Any changes need to be made out of confidence, rooted in strong evidence. Currently, brands lack the data needed to make evidence-based changes.
The bottom line is: Individual apparel industry brands won’t deploy systemic solutions on their own because such solutions are not developed enough to provide either a direct economic payback or an indirect payback through consumer reward for more sustainable choices.On material recycling, it was also clear that apparel brands acting on their own couldn’t effectively “close the loop” on clothes and shoes at the end of their useful life. A robust take-back and recycling program turns a store into a hub of reverse logistics, collecting and sending materials back to a facility that sorts, resells or down-cycles material. All of this takes the store’s focus away from the goal of selling product and creates projects that provide little or no economic payback.
The bottom line is: Individual apparel industry brands won’t deploy systemic solutions on their own because such solutions are not developed enough to provide either a direct economic payback or an indirect payback through consumer reward for more sustainable choices.
Investment as a Metric
Brands will make voluntary investments in sustainability only if consumers clearly reward them for doing so. The problem is, even caring consumers do not have the information they need to know what to reward.
Providing consumers with that information is one of the fundamental pursuits of the Sustainable Apparel Coalition. Since 2009, the SAC has been developing the Higg Index, essentially a sustainability version of a nutrition label. Over the past three months, the SAC has released two important pieces of the Higg Index: The Design and Development Module and the Materials Sustainability Index. The goal of these tools is to provide consumers and brand designers with information they can use to easily compare varying degrees of environmental impact between products.
To measure and ultimately reduce environmental impact, the Higg Index depends on a vast amount of quantitative data grounded in science. For example, it needs to be able to provide a simple recommendation as to whether a 90 percent recycled polyester blend or a 50 percent organic cotton blend is the more sustainable choice. Currently, the Higg Index is not complete enough to make such a recommendation.
Brands can have a more impactful role in advancing sustainability by contributing to an industry fund that supports these initiatives. For a tool like the Higg Index to reduce environmental impact, the industry needs more sustainable technologies and better ways to measure the benefits they provide. What the industry needs now more than anything is a consistent source of funds to develop those data and technologies, such as research and development leading to new fiber and manufacturing technology. Brands can have a more impactful role in advancing sustainability by contributing to an industry fund that supports these initiatives. Providing simple information on individual brands’ contributions to the fund as a percent of revenue can drive consumer choices and, consequently, competition between brands on investments
Reprioritizing Expectations
The downsizing of corporate sustainability positions that I experienced could be a sign that brands are moving away from investing in internal sustainability initiatives. Given the complexity of the issues, that makes sense. Brands don’t need more people working on sustainability. What is needed is financial investment in systemic solutions related to fiber, chemical, and manufacturing research and technology.
Brands can’t create these systemic solutions on their own, but they can help pay for them on an industry level. Providing information to consumers about brands’ investment in industry-wide sustainability would give consumers a powerful tool for making purchases based on sustainability, which would motivate the apparel industry to take action toward reducing its environmental impact.
Editor’s note: Mary Hable produced this feature as a participant in the Ensia Mentor Program. Her mentor for the project was Marc Gunther. The views expressed here are those of the author and not necessarily of Ensia. We present them to further discussion around important topics. We encourage you to respond with a comment below, following our commenting guidelines, which can be found on this page. In addition, you might consider submitting a Voices piece of your own. See Ensia’s Contact page for submission guidelines.
Ensia shares solutions-focused stories free of charge through our online magazine and partner media. That means audiences around the world have ready access to stories that can — and do — help them shape a better future. If you value our work, please show your support today.
Yes, I'll support Ensia!
We will be adding more branded material and manufacturer-specific data overtime.
The SAC's work is making huge progress. An investment scorecard is a slightly different path in the same direction to overcome what are currently the largest obstacles.
While new technologies are needed, one also needs to ask why is this industry is so slow in adopting existing technology. I think tech can be a strawman, because its sexy to say we are investing so much money on research, when deploying existing tech effectively can have a huge impact, but alas, not really pursued. The low adoption of Clean-by-Design is a good case in point.
If the problem is that individual brands are not serious about sustainability, and are downsizing budgets and people, I wonder if the solution 'outsource it to a third party' will really work...
Industry level interventions (such as those of SAC) will always be too broad to deliver real grass root action, simply because of scale. Tools will find it difficult to manage complexity and specificity - and will be based on abstractions and essentialising. They may work as good frameworks, if designed well. Success will depend a lot on how they are deployed and how that model fits any particular situation. They cannot substitute individual action or sustainability teams.
The solutions you propose seems to be 'how to do sustainability with a tepid commitment and shoestring budget' rather than doing sustainability well, IMO.
You’re among others to point out concerns to “outsourcing sustainability”. It’s definitely valid.
My perspective is existing technology isn’t adopted because brands don’t see the incentives: either direct ROI or confidence in customers’ support through increased sales.
This doesn’t necessarily mean that brands aren’t serious about sustainability. It means that they don’t have effective and financially realistic solutions available to them yet. We need more development of new technology and cost efficiency of existing technology. That needs to be the priority industry-wide before the on-the-ground solutions can be expected to be brought in-house.
Expectedly, leaders in the industry who are willing to take greater risks will have more luxury in experimenting in-house sooner. Yet, from the industry-wide perspective and the current cost-effectiveness of available technology, external technology development is the priority now.
I hear your point on the concerns of the Higg Index: broad standardization often misses critical nuances. That’s a point well-taken that some sustainability professionals are still needed within companies. My experience has supported that the role of internal sustainability is for testing industry tools and linking communication. That’s a much more-focused perspective than other internal sustainability structures I’ve seen.
To come back to the main point of this article, internal sustainability can exist while not being the primary strategy for progress. External investment is more important.
Merino and Jumbuck is quite aware of this and will shortly begin to externalise through media its desire to become a zero waste organisation. What helps of course is the fact we are using natural biodegradable and sustainable wool fibres. Upon sucessful implementation of this, we will be totally clean and green as we are already solar power driven in our manufacturing processes.
Remember that ROI is a financial measure and should not be the only reason driving change. Our responsibility as humans and protecting the environment are key imperative elements that should drive change.