FW
American sportswear brand Under Armour has expanded its Board of Directors with the appointment of three new members: Dawn Fitzpatrick, Eugene Smith, and Robert Sweeney. Their diverse expertise spans finance, sports leadership, and investment.
Dawn Fitzpatrick brings extensive financial and operational acumen to the board. For the past eight years, she has served as the Chief Executive Officer and Chief Investment Officer, Soros Fund Management, a private investment firm. Prior to joining Soros, she was employed at UBS and its predecessor companies for nearly 25 years. Her most recent role was as the Head – Investments, UBS Asset Management. She also held leadership roles at UBS O'Connor, the firm's hedge fund business.
Currently, Fitzpatrick serves as Non-Executive Director, Barclays plc, and is involved in its Remuneration, Risk, and Sustainability Committees. Additionally, she contributes to the Federal Reserve Bank of Dallas Financial Sector Advisory Council as Chair, Advisory Council of The Bretton Woods Committee, and the Bloomberg New Economy Advisory Board.
Offering a deep understanding of intercollegiate sports management, Eugene Smith recently ended distinguished 19-year tenure as Senior Vice President and Athletic Director, Ohio State University (2005-2024). During his tenure at Ohio State, Smith co-chaired the NCAA's Federal-State Legislative Working Group on name, image, and likeness issues, chaired the 2011 NCAA Men's Basketball Committee, and served on the College Football Playoff Selection Committee.
His involvement with the NCAA also included participation in the Management Council, Committee on Infractions, Executive Committee, Football Rules Committee, and President's Commission Liaison Committee. Smith holds the distinction of being the first Black president of the National Association of Collegiate Directors of Athletics (NACDA) and is Former President- Division I-A Athletics Directors Association. He also served as Athletic Director, Arizona State, Iowa State, and Eastern Michigan universities.
Since 2019, Eugene Smith has been engaged as President, Sycamore Partners, a private equity firm focused on consumer, distribution, and retail-related investments. Before joining Sycamore, Sweeney spent 22 years at Goldman Sachs, ultimately as a Partner and Global Head - Consumer/Retail Investment Banking Group. Notably, he provided advisory support to Under Armour on various matters, including its initial public offering in 2005. Sweeney also served as an officer in the US Navy's Submarine Force from 1989 to 1995.
Mohamed El-Erian, Chair, Under Armour's Board, expressed enthusiasm for the new appointments, stating that their extensive financial and operational expertise, combined with Gene's deep knowledge of intercollegiate sports management, makes them exceptional additions to our board. Their unique talents, insights, and passion for the brand will be invaluable for navigating our next chapter" as the company pursues its growth strategy, he added.
This announcement follows Under Armour's recent upward revision of its annual profit forecast after exceeding quarterly results, driven by reduced discounting and a recovery in demand. In the quarter ending December 31, the brand’s revenue increased to $1.40 billion, surpassing analysts' expectations.
Spinners in the textile industry face several operational and quality-related challenges due to increased humidity, temperature, and low air quality in the work environment. These factors can significantly impact fiber behavior, machinery efficiency, worker health, and overall productivity. Below is a breakdown of the challenges and suggested strategies to mitigate them:
Challenges due to increased temperature
Problems:
- Reduced machine efficiency: Motors and bearings overheat, causing more breakdowns.
- Fiber damage: Excess heat can dry out or alter the natural properties of cotton or synthetic fibers.
- Worker fatigue: Leads to reduced concentration and higher error rates.
Mitigation strategies: To overcome these challenges, spinners need to:
- Install industrial cooling systems (HVAC or spot cooling).
- Use heat-resistant lubricants and components in machinery.
- Shift-based scheduling to avoid peak heat hours and reduce worker fatigue.
- Roof insulation and reflective paints to lower ambient temperature inside mills.
Challenges due to high humidity
Problems:
- Fiber swelling and stickiness: Especially problematic for cotton, leading to inconsistent yarn formation.
- Static electricity issues are reduced, but excessive moisture leads to machine corrosion.
- Doffing and drafting inefficiencies due to sticky fibers.
- Mold/mildew risk in storage areas.
Mitigation strategies: To overcome these challenges, spinners need to
- Maintain optimal relative humidity (RH) at 55 –65 per cent for cotton spinning.
- Install dehumidifiers and climate-controlled zones around sensitive machinery.
- Use hygrometers and automated humidity controllers to monitor real-time conditions.
- Adopt better ventilation systems to balance humidity without drastically altering temperature.
Challenges faced due to poor air quality
Problems:
- Fly and lint accumulation affects machinery performance and yarn quality.
- Respiratory health issues for workers: long-term exposure leads to diseases like byssinosis.
- Dust buildup causes electrical and fire hazards.
Mitigation strategies: To deal with these challenges spinners can
- Install high-efficiency air filtration systems (HEPA filters) in spinning halls alongwith frequent air exchange systems (exhaust fans, blowers).
- Regularly clean ducts and workspaces to prevent fly build-up.
- Acquire personal protective equipment (PPE) like masks for workers.
Cross-cutting strategies
To reduce their operational costs, spinners can implement the below-mentioned strategies
- Install automated environment monitoring systems for temperature, RH, and air quality.
- Upgrade energy-efficient infrastructure to improve airflow and reduce thermal load.
- Organize training sessions for floor staff to identify and report environmental issues quickly.
- Install green walls or indoor plants (where feasible) to improve air quality and reduce indoor heat.
With a new European Union-wide ban on throwing away textiles taking effect this year, Sweden's recycling facilities are overflowing with clothing. Overwhelmed by this incident, local communities are urging major fast-fashion companies to take responsibility.
Though the ban aimed to promote circular waste management by sorting and reusing clothes, or recycling them into materials like padding or insulation, however, Sweden's recycling system can't handle the volume. As a result, most of the used clothing is shipped overseas, mainly to Lithuania, for sorting, recycling, or energy production.
The Swedish Society for the Conservation of Nature reports, Swedes discard 90,000 tons of textiles each year - about 22 pounds per person. According to the European Environment Agency, in EU, this has increased from 37 pounds in 2019 to 42 pounds in 2022.
In Sweden, in charge of textile sorting, many local governments are struggling with the increased amounts they're receiving. Some places in the less populated north are still burning textiles because there aren't any buyers for them.
There's a growing expectation that fast-fashion giants like Zara and H&M will eventually have to help manage the waste they create. Discussions are underway at the European level to determine how these companies will be held accountable.
According to a preliminary agreement reached by EU members in February, clothing companies will be responsible for the end-of-life of the products they sell. This means they'll have to pay for the collection, sorting, reuse, and recycling of those items.
Merging the worlds of sports with everyday style, New York-based lifestyle brand Kith has teamed up with Adidas Football to launch a new collection of apparel, accessories and footwear.
Displaying co-branded logos and reimagined classic designs, the collection comprises a premium leather Stadium Coat adorned with Adidas' iconic stripes and a wraparound belt, and a sophisticated Suit Jacket and Pant crafted from a high-quality wool blend. The collaboration also presents a fresh take on the classic Adidas tracksuit, available in both beige and green with unique knit detailing.
Keith and Adidas add another dimension to their collaboration by partnering with ESPN to create exclusive football jerseys and a Hybrid Trench Coat. The ESPN Jersey is constructed from lightweight polyester and boasts bold color-blocking, italicized Kith Monogram artwork, and triple branding incorporating the logos of Kith, Adidas, and ESPN. Complementing the jersey is the Nappa leather Hybrid Trench Coat, which features striped detailing on the sleeves, a zippered interior, and a vibrant multi-colored satin lining showcasing ESPN branding.
Kith also engaged long-time collaborators Chase and DHL Express to produce additional long-sleeve and short-sleeve jerseys, further expanding the collection's appeal.
The accessory range is comprehensive, offering a wide variety of headwear, scarves, and bags. Caps, bucket hats, and acrylic scarves have been redesigned with unique Kith for Adidas Football branding. Completing the accessory lineup are a stylish leather crossbody bag and a spacious duffle bag, both showcasing the collaborative aesthetic.
The footwear component of the collection features four distinct custom Adidas styles. These include the iconic Predator Mania, embellished with Kith Monogram artwork, a tonal Predator 2002 IC indoor cleat, the leather Koresco National offered in three exclusive colorways, and the sleek Predator Megaride lifestyle sneaker.
The launch of this collection is accompanied by a campaign featuring Brazilian football legend Kaká, a World Cup champion and Ballon d'Or winner. Shot in Kaká's native Brazil, the campaign adds an authentic and global feel to the collaboration between Kith and Adidas Football.
Bangladesh is strengthening its position as a key player in the global fashion supply chain as the retail sector recovers. Major international brands are increasingly sourcing from the nation, attracted by its stability, commitment to sustainability, and cost-effectiveness. In FY 2023-24, Bangladesh's RMG exports exceeded $45 billion, fueled by consistent repeat orders and long-term agreements with giants like H&M, Zara, Uniqlo, Primark, and Walmart.
A recent McKinsey report highlights, buyers are shifting more orders to Bangladesh due to its reliability, competitive pricing, and improved ethical and environmental compliance. Unlike some competitors facing economic or political instability, Bangladesh has maintained a steady flow of orders through a combination of cost-efficiency, large-scale production, and a growing focus on sustainability.
The pressure on fashion retailers to source ethically and reduce their environmental impact is driving this trend. Bangladesh offers a compelling solution with over 200 LEED-certified green factories and adherence to international labor standards. Facilities like Viyellatex and DBL Group are exceeding compliance expectations, providing transparency, traceability, and strong Environmental, Social, and Governance (ESG) alignment, crucial for brands meeting regulations like the EU’s Green Deal.
Bangladesh's manufacturing capabilities are also expanding beyond basic garments to include higher-value items such as outerwear, activewear, lingerie, and technical apparel. The development of design support and sampling centers facilitates co-creation with brands, reducing lead times and boosting buyer confidence.
With a skilled workforce, competitive wages, and integrated supply chains, Bangladesh ensures timely and budget-friendly delivery. Ongoing improvements in logistics, including efforts to ease congestion at the Chittagong port, further enhance its appeal. Retailers also benefit from the ability to place low minimum order quantities (MOQs), supporting fast fashion cycles.
The Bangladesh RMG sector is actively investing in innovation, sustainability, and worker welfare, incorporating digital production tools, AI for quality control, and 3D design systems. Buyers are increasingly involved in factory-level training and audits to strengthen partnerships.
Organizations like the BGMEA have launched initiatives like ‘Brand Bangladesh’ to enhance global visibility and trust. The growing alignment between fashion retail demands and Bangladesh's RMG capabilities signifies a new era defined by quality, ethics, and agility.
The proposed restructuring plan by fast-fashion retailer Forever 21 has left its suppliers and other unsecured creditors with significant losses. These creditors are being ‘getting smoked’ with the prospect of minimal repayment on the debts owed to them, stated attorney Justin Alberto at a recent virtual court hearing in Delaware.
Representing a committee of unsecured creditors that includes manufacturers and suppliers based in the US and China, Alberto mentioned, the committee is actively investigating a January deal where retailer JCPenney acquired Forever 21's parent company, Sparc Group.
In a court document filed earlier, the unsecured creditors' committee argued, this acquisition essentially obligated Forever 21 and its related entities to cover JCPenney's existing debt. In their April 10 filing, the committee expressed grave concerns, stating the outcome of these cases is dire for unsecured creditors and that the viability of certain of Forever 21'slargest vendors and the livelihoods of their employees dependent on it.
This March, Forever 21's US operating company filed for bankruptcy for the second time in six years, reporting approximately $1.6 billion in debt. The company's proposed plan to liquidate operations and exit bankruptcy would only repay unsecured creditors, such as suppliers and vendors, a mere 3 per cent to 6 per cent of their $433 million in claims, as indicated in court filings. Entities operating Forever 21 stores outside of the U.S. are not part of this bankruptcy proceeding.
Forever 21 attributed its financial difficulties to declining foot traffic in shopping malls and increasing online competition within the fast-fashion industry. The company also claimed that it faced a competitive disadvantage due to the ‘de minimis’ exemption, which allowed foreign competitors like Shein to import low-value packages from China without paying customs duties.
However, a recent executive order by US President Donald Trump has eliminated this exemption for goods from China and Hong Kong, effective May 2nd.
A member of the Sparc Group and the owner of Forever 21's intellectual property, Authentic Brands Group indicates, it might re-license the brand's IP. This could potentially keep the Forever 21 brand alive in the US in some form despite the bankruptcy of its operating company.
On April 15, Euratex (European Apparel and Textile Confederation) and FTTH (Federation Tunisienne du Textile et de l’Habillement) signed a Memorandum of Understanding (MoU) in Monastir, Tunisia, ushering in a new phase of Euro-Mediterranean collaboration in the textile and apparel sector. The agreement aims to strengthen industrial cooperation with a focus on sustainability, investment, and trade under the revised Pan-Euro-Mediterranean Convention.
The MoU was signed at the Monastir Technopole in the presence of the Governor of Monastir, the Tunisian Minister of Industry, the EU Ambassador to Tunisia, and key business leaders from both regions. The signing represents a milestone in establishing structured dialogue and concrete cooperation between the two industries at a time when global supply chains are shifting and demand for sustainable production is rising.
“Europe and Tunisia share a long-standing partnership. While our systems may differ, our industries are deeply complementary,” said Euratex President Mario Jorge Machado. “In a time of regulatory transformation and growing environmental ambitions, working together is essential. This MoU offers a practical framework to boost competitiveness, drive innovation, and reinforce our shared textile ecosystem.”
The agreement underlines a broader effort to revitalise industrial partnerships across the Mediterranean by building regional value chains, encouraging nearshoring, and reducing reliance on distant suppliers. Tunisia is viewed as a strategic, trusted partner due to its geographic proximity and established manufacturing capabilities.
Tunisia’s textile and apparel industry plays a crucial role in the national economy, employing over 160,000 workers across more than 1,600 companies. In 2024, the country exported €2.5 billion worth of textiles and garments to the European Union, highlighting its importance as a nearshoring hub for European brands.
The MoU supports Tunisia’s vision to develop into a competitive, circular, and modern textile hub. By fostering joint investment and innovation, the agreement aims to build a resilient, sustainable Euro-Mediterranean supply chain that benefits both regions.
Agriculture experts in Pakistan have advised cotton farmers to complete the cultivation of genetically modified (GM) varieties, known as BT cotton, during the current month of April.
A spokesperson for the Agriculture Extension Department stated, a vital crop for Pakistan, cotton plays a key role in boosting the national economy through increased textile exports.
This encourages the government to focus on expanding the area dedicated to cotton cultivation. In this regard, the agriculture department has granted special incentives to cotton growers, along with the distribution of agricultural equipment, he added.
Noting the release of official recommendations for cultivation of approved BT cotton varieties in addition to specifying the optimal planting window, the spokesperson advised farmers to finish planting cotton within April, as it is the prime time for achieving a bumper harvest of this crop.
He also recommended that growers cultivate approved BT varieties, including IUB-13, CKC-1, CKC-3, Hatf-3, Saim032, Saim-102, IUB-222, BS-20, MNH-1020, NIAB 545, CIM-663, NIAB-878, NIAB-1048, FH-490, IR-NIBGE-II, and BS-15. For non-BT varieties, NIAB-Kiran has been recommended by the experts, he added.
Further, the spokesperson emphasized the necessity of reserving at least 10 per cent of the cultivated area for non-BT cotton varieties to prevent the development of pest resistance in harmful insects, particularly against BT cotton.
He advised farmers to select both BT and non-BT cotton varieties based on local soil type, water availability, and guidance from local agricultural extension agents.
He stated, for optimal results, the agriculture department recommended planting on raised beds, either using mechanical methods or manual placement after forming the ridges.
Bodice, the contemporary Indian fashion label led by Ruchika Sachdeva, marked a powerful return to the runway with a showcase of its latest collection at the brand’s flagship store in New Delhi. Rooted in themes of transformation and evolving identity, the collection is the result of a unique collaboration with Bemberg, the regenerated cellulose fiber brand by Asahi Kasei Corporation, Japan.
The collection is a reflection of Sachdeva’s personal and creative journey, expressed through thoughtfully crafted garments made with fabrics woven from Bemberg yarn. Produced in Surat and Varanasi India’s renowned textile hubs the textiles celebrate India’s artisan heritage while reinforcing a forward-thinking design approach. Highlighting Bodice’s commitment to sustainability, the collection merges innovation and intuition, both in its choice of materials and in its form.
The collaboration between Bodice and Bemberg was born out of a cross-cultural dialogue that began in November last year. Asahi Kasei invited Sachdeva to Japan, where she visited Kyoto and Nobeoka in Miyazaki Prefecture home to Bemberg’s manufacturing plant. This immersive journey offered a firsthand experience of Japan’s meticulous craftsmanship and Bemberg’s legacy of responsible textile production since 1931.
Following this, the Bodice team explored Indian textile markets in Surat and Varanasi to hand-select fabrics made from Bemberg fiber. The result is a collection that combines the Japanese reverence for precision with Indian artisanal flair, echoing a balance between heritage and contemporary design.
A strong element of the new collection is upcycling particularly in the form of colour-blocking with repurposed fabric scraps, reimagined into dynamic, structured silhouettes. The brand’s signature brush-printing technique, developed in collaboration with block-printing artisans from Jaipur, lends additional depth and texture to the garments.
“The idea was to create a collection that mirrors my own journey of evolving as a designer and as a person,” said Ruchika Sachdeva. “Japan has always been an inspiration, and this collaboration with Bemberg allowed me to translate that admiration into something tangible. Fashion today is more than visual impact it’s about intention, material, and narrative.”
Takeshi Iitaka, General Manager of the Bemberg Division at Asahi Kasei Corporation, added, “Bemberg has long embraced environmental coexistence, and this collaboration aligns with our philosophy of responsible innovation. We’re proud to partner with Bodice in this cultural and creative exchange.”
Set in a lush spring landscape and complemented by an ambient soundscape, the presentation emphasized movement, form, and introspection. More than a runway show, it was an experience a harmonious blend of cultures and a powerful dialogue between tradition and transformation.
Bangladesh-based National Board of Revenue (NBR) has deferred yarn imports from India through land ports. The Board has also cancelled previous import permissions at the Benapole, Bhomra, Sonamasjid, Banglabandha, and Burimari land ports.
This new NBR order changes one issued on August 27, 2024. These land ports were the main entry points for yarn imported from India.
Earlier this year, in February, the Bangladesh Textile Mills Association (BTMA) had called for a ban on yarn imports from India through land ports.
In March 2025, a part of the Ministry of Commerce, Bangladesh Trade and Tariff Commission advised the NBR to stop yarn imports through land ports.
In its recommendation to the Abdur Rahman Khan, Chairman, NBR, the tariff commission recommended continuing yarn imports through seaports until all land and rail routes, land ports, and nearby customs offices are equipped with the required infrastructure to accurately determine yarn count according to international standards. This would protect the domestic textile industry.
Following this advice, Khan issued the directive. However, yarn can still be imported by sea or through other non-land routes.
Reports indicate, yarn manufactured in North and South India and stored in Kolkata warehouses is being sold in Bangladesh at lower prices, giving it an advantage over domestically produced yarn. This is hurting the domestic textile industry significantly, states BTMA.
Sources further indicate, while yarn prices from China, Turkey, Uzbekistan, and Bangladesh are similar, Indian yarn imported through land ports is much cheaper. Prices of yarn imported through land ports are far lower than the prices declared at the Chattogram customs house. This makes it difficult for domestic yarn manufacturers to compete.
