June 16th, 2017
by Mary Hable
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.
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.
Teams up — and down
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 fibres 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 fibres 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 fibres. 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.
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.
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 (SAC). Since 2009, the SAC has been developing the Higg Index, essentially a sustainability version of a nutrition label. Over recent 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.
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 fibre 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.
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 fibre, 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.
This article first appeared on Ensia, and is reproduced here under the terms of Creative Commons’ Attribution-NoDerivs 3.0 Unported license. Mary Hable is a freelance writer and produced this feature as a participant in the Ensia Mentor Program. Her mentor for the project was Marc Gunther.