Many executives argue the myriad of acronyms in sustainable fashion complicates the overarching mission. This guide hopes to explain common jargon and abbreviations.
Women dominate the world of fashion. They comprise the majority of workers from the design phase, to the facility floor and drive the majority of purchasing decisions as consumers. Despite this influence, they are significantly under-represented in the C-suite and in board rooms across the globe, with women occupying just 20% of boardroom seats globally. While 80% of garment workers are women, 75% of CEO roles within the textile and apparel sector are held by men. We need more women leaders because gender equity is critical to achieving our long term success as an industry, and will enable us to thrive as a global community.
Increasing diverse voices at every level, from the boardroom to the facility floor, gives us the best opportunity to solve the multiple crises we face and co-create solutions by involving all who have a role to play and are often most impacted by these decisions. Prioritizing equity at every level across an organization through investment, policy and a culture that actively supports women can result in transformative impact – for businesses and society. In doing so, companies and consumers can benefit from the broadest possible range of creative approaches and ideas, creating greater resiliency and opportunity for all, not just some. To transform our industry as radically as the latest IPCC report determines to avert the worst impacts of climate change – women need to not only have a seat at the table but they must be involved in the decision-making processes at every point in the continuum.
Unfortunately, throughout the corporate world, women leaders are currently leaving in droves. What’s been dubbed the ‘Great Breakup’ has seen women executives quitting their companies at the highest rate ever. According to management consultant McKinsey’s Women in the Workplace report, businesses are struggling to hold onto the few women leaders they have, because many are expecting more equitable, supportive, and inclusive workplaces and are willing to leave to find it.
What part can we play to stop the mass exodus of current female executives, while simultaneously encouraging the next generation of women leaders? In practice, we need to acknowledge that women’s experiences are different. To support this difference, we need better policies, greater mentorship and to ensure equity for women at all levels of business. One of our manufacturer members, CIEL Textile, runs the GO Beyond Gender program. It has an ambitious target of 35% of Women at Management level by 2030, and a broad variety of initiatives designed to work towards that target. Eric Dorchies, CEO, from CIEL Textile said “In order to launch the program we underwent a process of real collaboration, uniting the top leaders and participants from our different business units across Mauritius, India, Madagascar and Bangladesh. We had to recognize change starts at the top, and we will see this filter down through our business”.
In addition, there needs to be clear pathways to promotion for women across the entire value chain. Mentorship is particularly important in this regard. I’ve been very lucky to have had a couple of women mentors, but most have been men, simply because they tend to have the time. Now as a leader myself, I understand this situation firsthand. When women ask me to mentor them, allocating time is often challenging. We need to help nurture the women in our teams and across our companies and dedicate time to empower them to grow and develop and organizations should support this.
As a woman in a leadership position, I firmly believe that to address the challenges ahead and create the best possible version of our industry, we need greater representation at all levels. Imagine the impact we could see if we placed an emphasis on ensuring greater diversity. How could supply chains change for the better? What new solutions could we see towards tackling climate change, improving human rights, increasing gender equity, and reversing biodiversity degradation? What could the ripple effect be from the boardroom to the factory floor? We are missing an opportunity to unleash the full spectrum of innovation, creativity and alternative styles of thinking and leadership to bear on the challenges we face. We are limiting our opportunities to truly thrive together. From a societal and equality perspective, it is essential that we find new ways to help women rise through its ranks. It is my belief that women leadership is critical to achieve the greener, cleaner and fairer future we all desire.
Collaboration is the catalyst for change. As we eagerly await the Higg FEM 4.0 launch on November 2, it’s important for us to share the journey of how – and why – we arrived here. We’re proud to have walked this path hand in hand with our members, partner organizations, and stakeholders to build a tool that reflects the collective spirit of making meaningful, measurable impact on the industry’s most urgent issues.
We have recently become aware of unauthorized activities in which individuals are falsely using the name of the Sustainable Apparel Coalition (SAC) to offer opportunities related to clothing resale and job-related training.