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The European Commission has finalized critical operational measures under the Ecodesign for Sustainable Products Regulation (ESPR), formally outlawing the destruction of unsold apparel and footwear. This legislative milestone targets the estimated 5.6 million tons of CO2 emissions generated annually by the disposal of unused textiles - a volume comparable to the total net emissions of Sweden. Large enterprises must comply with the ban by July 19, 2026, while medium-sized firms are granted a transition period until 2030.
Mandatory disclosure and standardized waste reporting
The newly adopted measures introduce a rigorous transparency framework requiring companies to publicly disclose the weight and quantity of unsold products they discard. According to Jessika Roswall, Commissioner, Environment and Circular Economy, these rules aim to eliminate the ‘take-make-waste’ model and establish a level playing field for sustainable brands. To facilitate this, a standardized reporting format will become mandatory in February 2027, forcing retailers to move beyond vague sustainability claims toward data-backed inventory governance.
Derogations and strategic shifts in inventory management
While the ban is broad, the Commission has outlined specific ‘derogations’ where destruction remains permissible, such as for products that pose health and safety risks or have suffered irreparable physical damage. However, the regulatory pressure is already driving significant commercial realignment. Retailers are increasingly investing in Digital Product Passports (DPP) and AI-driven demand forecasting to minimize overproduction. This shift is particularly critical as online return rates in Europe hover around 20 per cent, frequently resulting in ‘deadstock’ that was previously incinerated or landfilled.
The Ecodesign for Sustainable Products Regulation (ESPR) is the EU’s primary tool for making products more durable and recyclable. It targets high-impact sectors, specifically textiles and footwear, to reduce resource dependency.
The framework introduces Digital Product Passports to track material provenance. Non-compliance after the July 2026 deadline for large firms could result in significant fines and exclusion from public procurement contracts across the European Union.
Vishal Fabrics (VFL) has demonstrated consistent commercial momentum in Q3, FY26 reporting a total income of Rs 424.16 crore (approximately $46.66 million). This performance represents a 5 per cent Y-o-Y increase from Rs 404.15 crore in the corresponding period of the previous year. While the broader textile industry navigates fluctuating raw material costs, VFL’s ability to maintain a positive trajectory is attributed to a strategic emphasis on high-margin, value-added products and enhanced operational efficiency.
Strategic adaptation to evolving fashion demands
The denim manufacturer is increasingly aligning its production capabilities with global retail trends, specifically targeting the surge in demand for sustainable and performance-driven apparel. With the Indian denim market projected to reach $9.15 billion by late 2026, VFL is prioritizing ‘sustainability-ready’ fabrics that utilize water-efficient dyeing processes and recycled fibers. The company’s Q3 performance reflects a disciplined execution of their long-term growth priorities, states Dharmesh Dattani, Chief Financial Officer, Vishal Fabrics. The company is currently optimizing its existing capacity of over 100 million meters per annum to better serve both domestic fast-fashion retailers and international export markets.
Navigating market volatility and sectoral challenges
Despite the revenue growth, the enterprise faces the industry-wide challenge of margin compression due to a 4.9 per cent rise in total expenses, which reached Rs 413.38 crore this quarter. Increased finance costs and the volatility of domestic cotton prices - which saw significant import surges across the Indian textile value chain in late 2025 - remain primary headwinds. However, VFL’s integrated manufacturing model provides a competitive buffer, allowing for better cost control compared to non-integrated peers. Industry analysts suggest,
VFL’s focus on Tier II and Tier III market penetration will be a critical volume driver as rural purchasing power for branded denim continues to strengthen.
As a core constituent of the Chiripal Group, Vishal Fabrics is a leading Indian denim manufacturer specializing in dyeing, printing, and processing high-quality fabrics. The company operates state-of-the-art facilities in Ahmedabad, primarily serving the global apparel and retail sectors. VFL is currently executing a modernization-led expansion strategy, focusing on sustainable certifications and digital manufacturing workflows to enhance export competitiveness. Historically recognized for its processing expertise, the firm has successfully transitioned into a vertically integrated denim powerhouse with a robust financial outlook tied to India’s growing ‘fast-fashion’ consumption.
The Indian government has officially released a new inflation series, marking a significant recalibration of how the world’s fastest-growing major economy tracks price pressures. The Ministry of Statistics and Programme Implementation (MoSPI) has shifted the Consumer Price Index (CPI) base year to 2024, replacing the outdated 2012 framework. This technical adjustment is designed to reflect a dramatic evolution in consumer behavior, where household expenditure has more than doubled over the last decade, particularly in discretionary categories like textiles, apparel, and digital services.
Apparel and footwear weights recalibrated amid premiumization trend
The new CPI basket specifically targets the shift in ‘socio-economic status’ mentioned by Saurabh Garg, Secretary, MoSPI. While the overall weight of food and beverages has been reduced from nearly 54 per cent to approximately 37 per cent, the measurement of clothing and footwear has been refined to include modern retail channels. For the first time, price data from online marketplaces and streaming platforms are being integrated into the national index. Analysts note, as disposable incomes rise, Indian consumers are moving away from basic commodities toward ‘premiumized’ fashion, a trend that the previous 2012-based index failed to capture accurately.
Revised GDP framework to benchmark industrial scaling in textiles
On February 27, the government will follow the inflation update with a new GDP series using 2022-23 as the base year. This revision will incorporate real-time data from the Goods and Services Tax (GST) and the gig economy, providing a more transparent valuation of the textile manufacturing base. The industry currently contributes roughly 2.3 per cent to India's GDP, but the inclusion of new industrial clusters and informal sector data is expected to show a more robust expansion. Industry leaders believe this data-driven approach will assist the Reserve Bank of India (RBI) in fine-tuning interest rate policies, as the previous forecasting models were often criticized for overestimating inflation due to an over-reliance on volatile food prices.
MoSPI is the nodal agency for the systematic development of India’s statistical system. It manages the National Sample Survey (NSS) and tracks key indicators like CPI, GDP, and the Index of Industrial Production (IIP) to guide federal fiscal policy.The ministry is currently executing a 2030 modernization roadmap to integrate AI-driven data collection and real-time GST metrics.
The UK’s aggressive pursuit of independent Free Trade Agreements (FTAs) is no longer just a diplomatic exercise; it has become the primary catalyst for a structural overhaul in how British fashion retailers move goods. Since it moved out of the European Union, the UK government has maintained a high-velocity sprint to secure market access, a move that is forcing apparel giants and boutique labels alike to recalibrate their sourcing maps.
This trade-led restructuring comes at a time when the British retail sector is seeking margin relief as traditional manufacturing hubs face rising labor costs. By lowering or eliminating tariffs with strategic partners, these new deals are effectively subsidizing a shift away from over-reliance on a single geographic region.
Duty-free incentives challenge traditional hubs
Apparel sourcing is now shifting more towards countries that have secured preferential status under the UK’s new trade architecture. With standard import duties on garments often hovering around 12 per cent, the ability to bypass these costs through an FTA provides an immediate bottom-line advantage.
|
Hub |
Status (Jan 2026) |
projected apparel export growth to UK |
Category |
|
India |
CETA Implemented |
+45% |
Cotton & Intricate Embellishments |
|
Vietnam |
UK-Vn FTA / CPTPP |
+15% |
High-Tech Outerwear & Footwear |
|
Bangladesh |
DCTS (Preferential) |
Stable (Facing Cost Pressures) |
Mass-Market Basics |
|
UAE |
Strategic Partner |
+20% |
Re-export Hub / Luxury Logistics |
The India corridor, a 2026 growth engine
The most significant development in early 2026 is the full implementation of the UK-India Comprehensive Economic and Trade Agreement (CETA). For decades, Indian exporters faced 9.6 per cent tariff disadvantage compared to competitors like Bangladesh. The CETA has dismantled this barrier, offering duty-free access for 99 per cent of Indian goods.
"The math has changed for the mid-market," says Marcus Thorne, a senior supply chain analyst. "A 12 per cent saving on landed costs is often the difference between a profitable season and a loss-making one." Experts estimate that Indian apparel exports to the UK will rise to $2.8 billion by the end of this year from the $1.4 billion average seen in previous years.
Navigating the rules of origin maze
However, the transition is not without hurdles. The primary hurdle remains the Rules of Origin (RoO), which dictate exactly how much value must be added within a partner country to qualify for zero-tariff entry. Compliance is no longer a back-office task; it is a strategic necessity. Firms that fail to track the journey of their yarn or fabric risk being hit with retrospective duty claims. To mitigate this, many retailers are investing in digital ledger technologies to prove double transformation ensuring both fabric production and garment assembly happen within the FTA zone.
For example, the mid-sized British label Apex Apparel recently shifted 30 per cent of its knitwear production from traditional hubs to Vietnam and Turkey. By leveraging the UK-Vietnam FTA, they eliminated a 12 per cent tariff and reduced lead times by three weeks. This shift protected their inventory from recent Red Sea logistics bottlenecks, proving that trade policy is now a tool for operational agility.
Resilience through diversification
The UK’s FTA sprint also acts as a hedge against geopolitical instability. The China Plus One strategy is being realized through the UK's accession to the CPTPP, which strengthens ties with Southeast Asian partners. Vietnam, now the world's third-largest apparel exporter, is targeting $50 billion in global turnover this year, with a significant portion of its UK growth coming from high-value items like technical sportswear and green garments.
The UK retail sector is a £100 billion+ powerhouse, transitioning from a European gateway to a global design and ethical manufacturing hub. With a recovery projected for 2026, major brands are expanding digital footprints in Commonwealth markets. Performance is buoyed by a 5.7 per cent rise in imports and a renewed focus on premium, trade-optimized supply chains.
A global leader in garment finishing technology, Tonello has released its first Sustainability Report, providing a transparent audit of its environmental and social governance. Aligned with the GRI 2021 Standards, the report quantifies the operational impact of the company's 10,500 machines installed worldwide. In a sector where finishing accounts for approximately 67 per cent of a garment’s total water footprint, Tonello’s data confirms, its ‘Evolution 3’ systems and ozone bleaching technologies can reduce water consumption by up to 90 per cent compared to traditional wet processes. By moving from marketing claims to verified reporting, the company is positioning its ‘Laundry (R)Evolution’ as a scalable industrial standard rather than a niche pilot.
Stakeholder materiality and supply chain resilience
The 2024 report is grounded in a comprehensive materiality analysis involving global brands, suppliers, and employees. The findings prioritize R&D innovation and supply chain reliability - critical factors as the global denim market is projected to reach $25.09 billion by 2026. By focusing on Scope 1 and Scope 2 emission reductions and achieving a 93 per cent waste recovery rate in 2024, Tonello is addressing the ‘debt of compliance’ currently facing the apparel industry. This transparency serves as a strategic asset for retail partners who must navigate new EU ESG mandates and rising consumer demand for traceable, low-impact fashion.
Case Study: The 10,000th machine milestone
A significant benchmark in Tonello’s transition to circularity was the delivery of its 10,000th machine to Pacific Jeans in early 2025. This long-term partnership demonstrates how high-precision laser and ozone systems are moving into mainstream manufacturing. By replacing hazardous chemicals like potassium permanganate with laser distressing, the partnership has effectively mitigated occupational health risks while securing the ‘zero-toxic load’ certifications demanded by premium global retailers.
Italy-based Tonello designs and manufactures advanced garment finishing technologies, specializing in denim washing, dyeing, and laser systems for global apparel hubs. Celebrating over 40 years of innovation, the company is currently scaling its Metro software to provide real-time water and energy monitoring. Tonello’s growth strategy centers on digital integration and circular machine lifecycles to support a $350 billion global textile transformation.
The Department of Textiles, Government of Tamil Nadu, has concluded its inaugural pavilion presence at Heimtextil 2026, marking a significant transition from traditional handloom exports to high-value home and technical textiles. This move aligns with the finalization of the India-EU Free Trade Agreement in early 2026, which is expected to eliminate 9 per cent to 12 per cent tariffs on Indian textile exports. State officials anticipate, clusters like Karur and Erode, which contributed to an 11.4 per cent export growth in H1, FY26, will now command a competitive edge over regional rivals in the $151 billion global home textile market.
Technical textile integration and circularity initiatives
Capitalizing on the rising demand for functional fabrics, the state has formalized a partnership with Messe Frankfurt to host the Techtextil India Summit in Coimbatore in November 2026. This initiative addresses the 10 per cent CAGR observed in technical textiles compared to 4 per cent CAGR in traditional segments. Furthermore, the state is institutionalizing the circular economy, with Tamil Nadu-based enterprises scaling PET bottle-to-fiber conversion. Current data suggests, India's recycled PET market is expanding at a 7.35 per cent CAGR, with Tamil Nadu leading in pre-consumer waste upcycling and textile-to-paper innovation.
Case study: GI-tagged silk diversification
A localized success story emerged from the handloom segment, where artisans successfully transitioned GI-tagged silk from apparel into the home décor niche. Traditionally restricted to dhotis and saris, these authentic fabrics were converted into premium cushion covers and laptop sleeves. This strategy addresses the growing international consumer preference for heritage-based, sustainable luxury, effectively insulating small-scale weavers from the price volatility of the global cotton market while securing higher margins through value addition.
As India’s premier textile exporting state, Tamil Nadu manages a comprehensive value chain from spinning to technical textiles. Key hubs include Tiruppur for knitwear and Karur for home furnishings. With a $1 trillion state economy target, the government is prioritizing technology upgradation and local procurement policies for technical textiles.
Saks Global has initiated a strategic restructuring of its physical footprint, moving to shutter nine full-line stores across the United States. Disclosed in recent bankruptcy court filings, this decision targets eight Saks Fifth Avenue locations - including sites in Philadelphia, New Orleans, and Phoenix - and one Neiman Marcus outpost in Boston. The closures represent a decisive effort to stabilize operations following the company’s January 2026 Chapter 11 filing. By eliminating underperforming real estate, leadership aims to preserve liquidity and mitigate the financial strain of the $2.7 billion acquisition of Neiman Marcus Group, which has been complicated by high interest rates and a cooling luxury market.
Digital integration and personalization shifts
As part of its operational overhaul, Saks Global is centralizing its home décor division, Horchow, into the Neiman Marcus e-commerce platform effective February 19. This transition accompanies the closure of most standalone Fifth Avenue Club styling suites, signaling a move away from high-overhead physical service centers toward a more agile, digital-first engagement model. Management is prioritizing full-price luxury sales over its off-price banners, having already announced the termination of most Saks OFF 5th and Neiman Marcus Last Call operations. This strategic pivot focuses resources on the ultra-wealthy consumer segment, where brand loyalty remains resilient despite broader retail volatility.
Market outlook and competitive pressures
The restructuring arrives as the US luxury sector faces a ‘debt wall’ and intensified competition from direct-to-consumer digital brands. Saks Global currently owes over $700 million to top-tier vendors, including $136 million to Chanel and approximately $60 million to Kering. Industry analysts suggest, the merger’s initial promise of a luxury ‘powerhouse’ has been hampered by a 40 per cent geographical overlap between Saks and Neiman locations. The current consolidation is essential to prevent internal cannibalization and to reassure creditors as the company seeks to emerge from bankruptcy later this year.
Saks Global is a premier luxury retail holding company overseeing iconic banners including Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman. Formed through a 2024 merger to create a consolidated high-end titan, the group serves the North American market via flagship stores and advanced digital platforms. The current restructuring prioritizes high-margin, full-price luxury to stabilize a multibillion-dollar debt profile and secure long-term profitability.
The Ministry of Environment, Forest and Climate Change (MoEFCC) has notified the Solid Waste Management (SWM) Rules, 2026, effective April 1, marking a definitive shift toward source-based governance for India's textile hubs. The new regulations replace decade-old norms, mandating four-stream segregation (wet, dry, sanitary, and special care) for all ‘Bulk Waste Generators’ - entities spanning over 20,000 sq m or generating more than 100 kg of waste daily. Under the Extended Bulk Waste Generator Responsibility (EBWGR) framework, garment factories and industrial parks must now process wet waste on-site or purchase compliance certificates, effectively internalizing waste costs previously managed by municipal bodies.
Industrial energy transition and RDF substitution
A critical lever in the 2026 rules is the mandatory diversion of non-recyclable textile waste into Refuse Derived Fuel (RDF). Industrial units, including cement plants and textile clusters utilizing solid-fuel boilers, are now required to substitute 15 per cent of their fuel consumption with RDF over a six-year horizon. This move targets the estimated 1.85 lakh tons of daily solid waste in India, of which nearly 30 per cent is contributed by bulk generators. By strictly limiting landfills to inert, non-recoverable materials and imposing higher fees for unsegregated disposal, the government is incentivizing a circular economy that mirrors the European Union's Waste Framework Directive.
Trade implications and buyer audit ability
This regulatory overhaul arrives as Indian exporters face a ‘debt of compliance’ in Western markets. With the EU’s suspension of GSP benefits in January 2026, Indian apparel now incurs the full 12 per cent MFN duty, making operational efficiency paramount. The SWM Rules 2026 establish a Centralized Online Portal for real-time lifecycle tracking, providing the auditable ‘Green Credentials’ demanded by US and EU brands. As domestic ESG (Environmental, Social, and Governance) standards align with global benchmarks, the Indian textile sector - projected to reach $350 billion by 2030- is positioned to transform waste management from a cost center into a strategic trade advantage.
The Indian textile industry contributes 2.3 per cent to the national GDP and 12 per cent of total exports. Traditionally a ‘collect and dump’ sector, it is now transitioning to a circular model under the Tex-Eco Initiative. With plans to scale exports to $100 billion, the government is prioritizing technology upgrades and the remediation of legacy dumpsites to ensure long-term global competitiveness.
The Ministry of Environment, Forest and Climate Change (MoEFCC) has notified the Solid Waste Management (SWM) Rules, 2026, effective April 1, marking a definitive shift toward source-based governance for India's textile hubs. The new regulations replace decade-old norms, mandating four-stream segregation (wet, dry, sanitary, and special care) for all ‘Bulk Waste Generators’ - entities spanning over 20,000 sq m or generating more than 100 kg of waste daily. Under the Extended Bulk Waste Generator Responsibility (EBWGR) framework, garment factories and industrial parks must now process wet waste on-site or purchase compliance certificates, effectively internalizing waste costs previously managed by municipal bodies.
Industrial energy transition and RDF substitution
A critical lever in the 2026 rules is the mandatory diversion of non-recyclable textile waste into Refuse Derived Fuel (RDF). Industrial units, including cement plants and textile clusters utilizing solid-fuel boilers, are now required to substitute 15 per cent of their fuel consumption with RDF over a six-year horizon. This move targets the estimated 1.85 lakh tons of daily solid waste in India, of which nearly 30 per cent is contributed by bulk generators. By strictly limiting landfills to inert, non-recoverable materials and imposing higher fees for unsegregated disposal, the government is incentivizing a circular economy that mirrors the European Union's Waste Framework Directive.
Trade implications and buyer audit ability
This regulatory overhaul arrives as Indian exporters face a ‘debt of compliance’ in Western markets. With the EU’s suspension of GSP benefits in January 2026, Indian apparel now incurs the full 12 per cent MFN duty, making operational efficiency paramount. The SWM Rules 2026 establish a Centralized Online Portal for real-time lifecycle tracking, providing the auditable ‘Green Credentials’ demanded by US and EU brands. As domestic ESG (Environmental, Social, and Governance) standards align with global benchmarks, the Indian textile sector - projected to reach $350 billion by 2030- is positioned to transform waste management from a cost center into a strategic trade advantage.
The Indian textile industry contributes 2.3 per cent to the national GDP and 12 per cent of total exports. Traditionally a ‘collect and dump’ sector, it is now transitioning to a circular model under the Tex-Eco Initiative. With plans to scale exports to $100 billion, the government is prioritizing technology upgrades and the remediation of legacy dumpsites to ensure long-term global competitiveness.
In a defining moment for the regional apparel landscape, Youngone Corporation has crossed the $1 billion export milestone from Bangladesh, becoming the first foreign industrial entity to achieve this feat. This breakthrough marks a strategic pivot from high-volume basic garments toward high-margin technical textiles and Man-Made Fiber (MMF) products. While traditional exports are facing margin pressures, Youngone’s focus on complex outerwear and functional gear - fetching an average unit price of $23, significantly higher than the industry average - has fortified its market position. The group's vertical integration strategy, particularly its massive investment in polyester fabric manufacturing at the Korean Export Processing Zone (KEPZ), provides a blueprint for the ‘backward linkage’ model required for Bangladesh’s post-LDC graduation.
Institutionalizing growth through skill and solar innovation
The corporation’s roadmap extends beyond manufacturing to structural sector upgrading. Kihak Sung, Chairman recently announced a plan to establish a dedicated textile and fashion college in Chattogram, aimed at bridging the technical skill gap as the industry transitions to automation. Concurrently, the group is finalizing a 40 MW rooftop solar project, the largest of its kind globally, to decarbonize its industrial footprint. These initiatives address the dual challenges of rising energy costs and Western ‘masstige’ brands' stringent ESG (Environmental, Social, and Governance) mandates. By aligning large-scale industrial infrastructure with human capital development, Youngone is transforming Bangladesh from a low-cost assembly point into a sophisticated, world-class textile hub capable of sustaining billion-dollar annual growth.
Founded in 1974 by Kihak Sung, Youngone is a premier global manufacturer of outdoor apparel and footwear. Employing 70,000 workers in Bangladesh, it operates the flagship Korean Export Processing Zone (KEPZ). With annual global revenues of $2.5 billion, the group is aggressively expanding into synthetic fibers and high-tech sportswear to lead the world’s performance-driven fashion markets.
