The TBL model, introduced by John Elkington in 1990, redefines business success by expanding its focus beyond financial profit to encompass People (social), Planet (environmental), and Profit (economic) dimensions. This holistic approach encourages businesses to evaluate their impact across these interconnected areas, fostering long-term sustainability and resilience.

For SaaS providers in the RMG sector, the TBL model offers numerous advantages. It addresses adoption resistance by aligning with global trends and enhancing digital literacy through customized training. TBL-driven solutions reduce costs by optimizing operations and providing scalable, adaptable features. They also assist RMG businesses in meeting stringent environmental and labor regulations via advanced monitoring tools. By enabling sustainability tracking and reporting, SaaS providers enhance market competitiveness and help manufacturers meet the expectations of global buyers. Adopting the TBL model promotes economic and environmental sustainability, delivering lasting value for RMG manufacturers.

Integrating the Triple Bottom Line (TBL) Framework into SaaS for the RMG Sector

Aligning SaaS solutions with the TBL framework involves integrating social, environmental, and economic sustainability goals:

1. Social (People): SaaS platforms can improve labor practices by monitoring compliance with labor laws, ensuring fair wages, and enhancing worker safety. They can also include training modules to boost digital literacy and develop employee skills.
2. Environmental (Planet): Software can track resource usage (water, energy) and waste, providing actionable insights for optimization. Features for monitoring carbon footprints and pollution levels help RMG businesses minimize environmental impact.
3. Economic (Profit): SaaS solutions should focus on cost optimization, enhancing supply chain management, and increasing production efficiency, thereby improving profitability. Incorporating sustainability-driven innovations enables businesses to cater to market demand for eco-friendly products.
4. Collaborative Partnerships: SaaS providers can serve as strategic partners by offering customizable, consultative solutions to help businesses implement TBL principles.
5. Transparency and Reporting: Platforms should include robust reporting features, enabling RMG businesses to monitor and showcase their TBL performance, ensuring compliance with global sustainability standards.

By adopting TBL principles, SaaS platforms can help RMG businesses achieve sustainable profitability while promoting social and environmental responsibility.

How SaaS Businesses Can Leverage TBL for Growth

1. Custom Solutions: Develop tailored solutions that address the unique challenges of the RMG sector, such as managing large workforces or meeting global compliance standards.
2. Collaborations: Partner with sustainable certification bodies, NGOs, or industry associations to integrate compliance tools into the platform.
3. Thought Leadership: Establish a reputation as sustainability advocates by publishing TBL impact case studies and whitepapers.
4. Community Engagement: Demonstrate a commitment to “People” through CSR programs like free training modules for RMG workers.

Competitive Advantage

SaaS providers that embrace the TBL framework can position themselves as more than just technology suppliers. By acting as strategic partners, they help RMG manufacturers meet global demands for sustainability, transparency, and innovation, thereby gaining a competitive edge.

Conclusion

The TBL framework provides SaaS businesses with a roadmap to balance profitability with social and environmental responsibility. Companies such as Microsoft and Salesforce exemplify how TBL-aligned strategies enhance market competitiveness while meeting ethical demands. For SaaS providers in the RMG sector, adopting TBL principles ensures sustainable growth, strengthens relationships with buyers, and secures a competitive edge in an evolving global market.

Author: Syed Rifath Noweid Hussain
LinkedIn: www.linkedin.com/in/rifath-noweid-61919a108

The post “From Concept to Execution: Integrating the Triple Bottom Line in SaaS Business Strategies and Its Benefits” appeared first on Textile Focus.

Recently Team Textile Focus talked with Mohammad Abdur Rouf, Executive Director of Dekko Accessories and Agami Accessories Ltd. Mr. Rouf shared the closeout of 2024 and business planning for 2025. Read the full conversation here-

Textile Focus: What do you think about the current situation of the textile and RMG sector accessories in Bangladesh after the recent mass uprising?

Abdur Rouf: The accessories sector is essentially related to the RMG sector. When garment orders increase, accessory orders also rise, and when garment orders decrease, accessory orders follow suit. Accessories essentially mirror garment trends. The recent political changes in Bangladesh were completely unexpected for everyone. Buyers and suppliers alike were unprepared for this shift. Typically, when an election or a traditional transition of power occurs, there is an anticipation, and everyone prepares accordingly. Over the last 15 years, manufacturers, producers, and suppliers have developed a mindset about how to run their businesses. When this change occurred, the unrest caused many factories to shut down, which gave the country a significant shock. However, Bangladesh recovered quickly, which is a positive sign for the nation.

At the same time, there are efforts from various quarters to destabilize the country and prevent it from functioning normally. From July to December 2024, buyers’ orders are almost fixed, and they cannot shift them rapidly. Establishing a new factory involves inspections, compliance, and capability considerations. Therefore, any shift in orders requires prior readiness. Over the past six months, several brands and buyers have been preparing for such a scenario. It is expected and predicted that some orders may shift in 2025, especially to India. India is also negotiating well with buyers, which might lead to buyers deciding to source 20% of their orders from other countries instead of 100% from Bangladesh. In 2024, we may not see a significant difference from our expectations, but the growth we anticipated might not fully materialize. However, we believe it will still be better than in 2023. Overall, the accessories business is somewhat different and is currently doing well. One major reason is lead time. Nowadays, many accessories are produced in Bangladesh, but for certain items like metal buttons or specialized buttons, we still rely on China. Since almost all industries are trying to reduce lead time and ensure faster order shipment, they perceive some risk in importing from China due to potential deadline misses. Additionally, there are issues in China, such as upcoming government holidays, which often last a week or more, disrupting time-sensitive shipments. As a result, most buyers are attempting to localize accessories sourcing to ensure timely shipments.

Hence, buyers are actively looking for capable factories to source accessories locally instead of relying on China. After COVID-19, significant changes have occurred in Bangladesh’s industry. Currently, almost all types of products, including metal buttons, special fabrics, and specialized accessories, are produced locally. Similarly, new factories for woven and narrow fabrics are being established in Bangladesh. Observing these trends, China realizes the challenges of continuing business as usual and is attempting to expand its factories in Bangladesh. Their global suppliers are also advising them to set up factories here since Bangladesh is the world’s second-largest RMG exporter, which cannot disappear overnight.

Therefore, I believe that even if Bangladesh’s textile and garment business declines slightly in 2025, the accessories business will not. Over the last 5-7 years, we used to import 60-70% of our accessories for garments, whereas now we produce the same volume locally each year, which is expected to reach 90%. If we can increase accessories production by 20%, even if garment orders drop slightly in 2025, it will not significantly impact us. Regarding Dekko Accessories, our capacity is robust, and we work with a wide variety of products. We are the largest polyester and metal button manufacturer in Bangladesh. Additionally, our factories are Platinum Certified, consistently meeting buyer requirements, and we work with over 80 nominated buyers. Global brands prefer to work with selected factories that offer a wide range of products. As Dekko works with such a variety, we have an excellent range of customers. We are optimistic about achieving great results in the accessories industry in 2025.

Textile Focus: Can you tell us about Dekko Accessories’ plans for 2025 or any new projects in the pipeline?

Abdur Rouf: We are working on a major project for 2025, though it’s uncertain if it will be completed within the year. Our plans for 2025 include zipper production, in-house dyeing, sewing threads, and value addition to our existing products. Additionally, we aim to focus on sustainability and become the market leader in this area by emphasizing traceability. We are working towards making 50% of our production compliant with C2G (Cradle-to-Gate) standards by 2025. Moreover, we are improving our capacity, capabilities, and management systems. We consider 2025 another preparation year following COVID-19, so we can operate at full strength in 2026. We always strive to maintain ethical business practices, fostering strong relationships with both customers and suppliers. Since 2025 might be challenging, we are emphasizing collaboration with partners to gain their support and achieve positive outcomes in the industry. This remains our ultimate goal.

The post We are working towards making 50% of our production compliant with C2G standard by 2025 appeared first on Textile Focus.

Read the full conversation here-

Textile Focus: Could you please share with us the current scenario of Bangladesh’s RMG sector?

Azeezur: Bangladesh’s Ready-Made Garments (RMG) sector remains the cornerstone of the nation’s economy, contributing approximately 84% of total export earnings and employing around 4 million workers, predominantly women. In the fiscal year 2022-2023, the sector achieved export revenues of USD 46.99 billion, marking a compound annual growth rate of 10.27%. However, since early 2024, export growth has slowed, particularly from major buyer countries, and the industry is also grappling with rising labor costs and demands for wage adjustments. 

Recent labor unrest and factory closures due to wage disputes have impacted production schedules, raising concerns among international buyers. Despite these challenges, the sector continues to show resilience, with growing investments in sustainable production and value-added products.

Textile Focus: How do you see the Bangladesh market for Woolmark?

Azeezur: The Bangladesh market presents significant opportunities for The Woolmark Company. While the RMG sector traditionally focuses on cotton and synthetic fibers, there is a growing interest in diversifying product offerings, especially in the high-value and sustainable segments. With global consumer demand shifting towards natural and renewable fibers, wool has immense potential to thrive.

A key area of focus for Woolmark is promoting Wool Denim and denim-inspired designs on wool fabrics. These innovations combine the timeless appeal of denim with the unique properties of wool, such as breathability, thermoregulation, and sustainability. Given that Bangladesh is one of the largest exporters of denim globally, this presents a tremendous opportunity for collaboration. By integrating wool into denim and denim-inspired creations, Bangladeshi manufacturers can diversify their product lines, attract premium buyers, and tap into the growing demand for sustainable alternatives in the global market.

Bangladesh’s manufacturing expertise, coupled with Woolmark’s emphasis on quality, innovation, and market development, positions us perfectly to drive this transformation and open new avenues for wool-based products in both domestic and international markets.

Textile Focus: What percentage of RMG items use wool, and is it pure wool or blended?

Azeezur: Currently, wool constitutes a small percentage of Bangladesh’s RMG production, with the majority of garments made from cotton and synthetic fibers. When wool is used, it is often in blended forms, combining wool with other fibers like polyester, nylon, or viscose to achieve specific textures, functionality, and cost-efficiency. While the use of pure wool remains limited due to cost and processing complexities, there is growing interest in wool blends as a way to access wool’s benefits—such as breathability, thermoregulation, and sustainability—at a competitive price point. We see this as a major area for growth in the coming years.

Textile Focus: How does Woolmark help RMG manufacturers with product innovation and value addition?

Azeezur: The Woolmark Company provides a wide range of services to RMG manufacturers, all offered at no additional cost to ensure accessibility. These include:

• Technical Expertise: Guidance on wool processing, fabric development, and garment manufacturing techniques to produce high-quality outputs.
• Innovation Support: Collaborative research and development projects to create innovative wool products that align with evolving market demands.
• Training Programs: Tailored workshops and training sessions to enhance skills in wool handling and garment production.
• Marketing Assistance: The globally recognized Woolmark logo helps manufacturers establish and communicate quality standards to their customers.

While all services are freely available, manufacturers have the option to apply for Woolmark certification. The Woolmark logo is a trusted symbol of quality and sustainability, which can help manufacturers enhance their credibility and access premium markets. Our support is designed to empower Bangladeshi manufacturers to innovate and create value-added wool garments, helping them to stand out in competitive global markets.

Textile Focus: As the Country Development Representative of Woolmark, what are your future plans for the Bangladesh market?

Azeezur: As the Country Development Representative for The Woolmark Company, my focus is on expanding wool’s presence in Bangladesh’s RMG sector and fostering long-term growth. My plans include:

• Market Development: Partnering with key industry players to incorporate wool into their product offerings and unlock new opportunities in high-value categories.
• Capacity Building: Providing training programs to help manufacturers and designers enhance their technical skills in working with wool, ensuring innovative and quality outputs.
• Sustainability Advocacy: Promoting wool as a natural, renewable, and biodegradable fiber to align with global trends toward sustainable fashion.
• Consumer Awareness: Launching campaigns to educate both manufacturers and consumers about wool’s benefits, driving demand for wool-based products.
• Partnerships and Licensing: Encouraging manufacturers to explore Woolmark licensing, which helps them better establish their quality standards and build trust with customers.

My goal is to position wool as a vital fiber in Bangladesh’s RMG sector, offering manufacturers the tools and resources to create high-value, sustainable products. By bridging Woolmark’s global expertise with Bangladesh’s manufacturing excellence, we aim to unlock wool’s untapped potential in this region.

The post The Bangladesh market presents significant opportunities for The Woolmark Company appeared first on Textile Focus.

Leading the success story of TÜV Rheinland Bangladesh is Mohammed Hasem Ali, Managing Director, whose 17+ years of expertise in the TIC sector has played a crucial role in shaping the company’s growth trajectory. Hasem has been part of TÜV Rheinland Bangladesh from its year of inception and was instrumental in establishing a state-of-the-art Softlines Laboratory along with a highly skilled technical team, further expanding the portfolio into inspection, and audit services. He has a customer-first approach which has helped the organisation earn a reputation for fostering local and global relationships while maintaining strong client loyalty.

Recently, he sat down with M A Islam Riyadh, Editor, Textile Focus, to discuss the future of the industry and the role of TÜV Rheinland Bangladesh.

Textile Focus: What are your observations on the textile industry in recent times?

Hasem Ali: The Bangladesh textile industry is grappling with a range of challenges, including heightened competition and supply chain disruptions. While managing costs and ensuring timely deliveries have been ongoing concerns, recent power and gas shortages in the past quarter have exacerbated the issue. Additionally, the sector is facing difficulties due to banking constraints and foreign currency restrictions, which are hindering the procurement of machinery and materials from abroad.

However, we view these challenges as opportunities for innovation and growth, enabling the industry to adapt and emerge more resilient.  Signs of improvement are already evident, and we are confident that the situation will stabilize in the near term.

Looking ahead, the industry must prioritize addressing growing environmental concerns, particularly in the use of water, chemicals, and energy. This is where the TIC (Testing, Inspection, and Certification) sector plays a crucial role. TIC services ensure regulatory compliance, public safety, and sustainability. With the global TIC market projected to grow at a CAGR of 5-7%, reaching USD 300 billion by 2030, it is clear that businesses are increasingly prioritizing safety, quality and sustainability.

Textile Focus: What are the headwinds faced by the textile industry globally?

Hasem Ali: The global apparel market is facing stricter regulations due to heightened concerns about climate change, water and air quality, ethical sourcing, and consumer safety. In markets like the U.S., Europe, and Asia, new regulations are emerging, particularly to curb fast fashion waste. This creates increasing responsibilities on garment testing and inspection service providers to deliver precise and timely results, as brands and retailers rely on these assessments to manage product life cycles and prevent potential financial or legal repercussions.

On a positive note, the adoption of digitized garment testing operations enables faster reporting, end-to-end traceability, and improved visibility across the entire supply chain—from sourcing & testing to delivery. Digital tools provide better quality control, enable smarter decision-making, and help reduce time to market.

The TIC sector is highly competitive, and if inflation is kept in check and the economy is stable, it would enable us to provide cost-effective services while maintaining industry standards.

Textile Focus: What are the secrets of your successful business over 150 years globally?

Hasem Ali: TÜV Rheinland was founded on October 31, 1872, and our journey from steam boiler inspections to becoming a global service provider for nearly every industry has been a remarkable success story. From the very beginning, our privately organized tests and inspections gained immediate trust, which led to German government authorities commissioning us to conduct safety inspections, initially in steam boilers and eventually expanding to other industries.

As industrialization progressed, TÜV Rheinland quickly took on the inspection of elevators, power plants, and tank farms, evolving with the times. Today, we support our customers globally across 24 business sectors, focusing on people, the environment, and technology.

Our success is built on a strategic approach that includes global networking, capability building, and a customer-centric mindset that focuses on providing comprehensive solutions. A key factor in our growth has been our 22,000 employees, our support to innovations in technology and business, and our highly qualified experts who generate trust in products as well as processes across global value-adding chains. For 152 years, safety has been at the core of everything we do—ensuring safety within our own organization and for our valued customers.

In Bangladesh, we have built strong trust with our customers, and our reputation for quality, integrity, performance excellence, and agility has been key to our growth here. We continue to work towards making the world a safer place today for tomorrow.

Textile Focus: How are you providing support to the industry in terms of quality and commitment?

Hasem Ali: TÜV Rheinland supports the industry by offering a wide range of services both locally and internationally.

Certification and Auditing: We provide certification services that help businesses demonstrate compliance with international standards in areas such as quality, safety, and environmental management. This includes ISO certifications related to sustainability and industry-specific standards, ensuring businesses meet global benchmarks.

Testing Services: Our comprehensive testing services cover a wide array of products—from textiles and apparel to footwear —ensuring they meet safety and quality standards.

Inspection Services: Regular inspections and monitoring are essential for maintaining the efficient and safe operation of equipment and facilities, helping to reduce risks and enhance performance across various industries.

Training and Qualification: TÜV Rheinland offers training programs designed to enhance the skills and knowledge of industry professionals in areas like quality management, safety procedures, and regulatory compliance, enabling them to stay ahead in an ever-evolving industry.

Customized Solutions: Recognizing that each industry and business faces unique challenges, we collaborate closely with our clients to develop tailored solutions that address their specific needs, ensuring long-term success.

Sustainability Services: We also assist businesses in adopting sustainable practices through services such as environmental impact assessments and helping companies achieve sustainability certifications.

In addition to these core services, TÜV Rheinland offers a broad range of solutions through our global network to meet the evolving demands of the industry.

Textile Focus: What are your parting thoughts?

Hasem Ali: It is essential for all industry stakeholders to work together to ensure the continued success of the sector and uphold Bangladesh’s strong position in the global textile market. The RMG (Ready-Made Garments) industry is a lifeline for millions in Bangladesh, and the industry must continue to prioritize the well-being of its workforce, while continuing to expand the portfolio to include technical garments and high-value products. With this approach, I am confident that Bangladesh’s textile industry will achieve its goal of reaching USD 100 billion in apparel exports by 2030.

The post In conversation with Mohammed Hasem Ali, Managing Director, TÜV Rheinland Bangladesh appeared first on Textile Focus.

Textile Focus: What is the response of ITMA Asia 2024?

Fritz Legler: The response at ITMA Asia 2024 of existing and prospective customers at our inviting Stäubli booth was more than satisfactory, bearing in mind the current state of affairs in our industry is challenging to everyone. During times of industrial despair, it is all the more important that a company like Stäubli is showing its presence in the market being close to its customers. With this in mind, we definitely had a good response from our customers, also from customers coming from Bangladesh.

Textile Focus: Has any new technology been introduced at ITMA Asia 2024?

Fritz Legler: During ITMA Asia 2024, three main focuses proposing to our customers: SAFIR PRO S47 automatic drawing-in system, S3018 rotary dobby for rapier application and large format LX PRO Jacquard machine.

Stäubli’s advanced automation and digitalization systems enhance efficiency, reduce downtime, simplify handling, and lower operational costs. The newly launched SAFIR PRO S47, operable by a single person, integrates AWC 2.0 technology for for optical, non-contact recognition and measurement of yarn properties, providing impeccably prepared weaving harnesses. Its sophisticated algorithms and smart sensors enable fast, error-free feeds, allowing mills to produce unique and impressive designs.

The Rotary Dobby S3018 is a sustainable and versatile weaving solution. It seamlessly integrates with air-jet, water-jet, and rapier weaving techniques, ensuring high-speed, efficient production. By prioritizing energy efficiency and minimizing oil and grease consumption, the S3018 helps weavers meet environmental regulations. Its robust design and reduced maintenance requirements contribute to increased productivity and lower operational costs, making it a valuable asset for modern textile manufacturing.

To tackle the rising cost of energy and raw materials, and support sustainability goals, Stäubli’s LX PRO Jacquard machine provides an excellent example of energy efficiency and longevity. Reliable and robust, its long lifetime ensures that weavers can produce high-quality textiles with a reduced environmental footprint. For Stäubli, sustainable investment means ensuring that its machinery is reliable enough to allow continued production over many years, even under the harshest and most demanding conditions. Customers can rely on Stäubli’s equipment, services and support for an impressively long life-cycle.

Textile Focus: How do you see Bangladesh textile market for your company?

Fritz Legler: Bangladesh is one of the biggest RMG markets in garmenting, step-by-step building up more local fabric weaving units. Stäubli is growing together with the market. Over the years sizeable weaving units with our shed-forming technologies dobbies & cam motions were built up – even some Jacquard weaving is being established. Our warp preparation technology of automatic drawing-in machines SAFIR and warp tying machines TOPMATIC and TIEPRO are used in big numbers.

Bangladesh is undergoing some changes as many other textile producing countries throughout the world. This transition is very important to the country and Stäubli is keen to be close to its customers giving them our full assistance if it come to local service & spare parts topics. Keeping a high productivity is key for our customers and this is the strength of Stäubli`s dedication and customer-centric support structure.

Textile Focus: How is Staubli delivering services globally, particularly in the area of technical support?

Fritz Legler: The Stäubli brand has been built over a very long time – our closeness to our end-users in all textiles producing countries through our own units with our own Stäubli personnel or specialized and dedicated local agents – like, for instance, in Bangladesh through Spintex Technology Ltd. – is giving us fast and reliable information about the status and running performance of our machinery equipment in markets. Dedicated local service teams, swift availability of spare parts or upgrades help achieve highest performance and utilization levels of our machines. Real-time information through e.g. IoT solutions of machines being connected to our Stäubli Cloud or Services offered through our convenient MyStäubli customer portal further support speedy interchanges with our global customer base.

Textile Focus: How do you perceive the business environment in the current economic climate?

Fritz Legler: Challenging times and severe economic situations are affecting us all – whether that is a yarn, spinning, weaving or any other textile company – including textile machinery manufacturers. We are all used to economic cycles (although this current downturn phase is longer than what we had seen in past cycles) and we know that there will be better times ahead of us. Companies who have their house in order will come out strong and be well positioned for any future upturns. This is what we are focusing on at Stäubli. Customer proximity becomes even more important.

Textile Focus: What message would you like to convey to the Bangladesh denim industry and our readers?

Fritz Legler: Starting off with a message to our Bangladeshi customers and interested parties, we would like to stress that Stäubli is with you in challenging times. We are in constant contact with our local team of Spintex Technology Ltd who keep our Stäubli flag flying daily.

As concerns the Denim industry, there are interesting new solutions we had introduced during the recent ITMA Asia covering a wide range of new SAFIR PRO S47/67 drawing-in machines with AWC – Active Warp Control technology for Denim weaving, TIEPRO warp tying or shed forming technologies of our Dobbies (S3000 series), Cam motions (S1600/S1700 series). Furthermore, for any other fabric applications we offer our latest Jacquard solutions of our PRO-series including latest module and harness technology.

Many thanks for your interview – always a pleasure to speak to you.

The post Stäubli Enhances Productivity Through Strong Customer-Centric Support appeared first on Textile Focus.

Abdullah Hil Rakib: The issue of factory owners being unable to pay their workers is a multifaceted problem that cannot be explained in a single sentence. Several interconnected factors are contributing to this crisis, many of which are rooted in the evolving political and economic landscape.

First, there has been a noticeable distinction between the roles of the current government and an interim government, particularly in how they manage law enforcement post-protests. This shift has significantly affected the industrial sector. In the past, when workers protested, disputes were often resolved through mediation facilitated by law enforcement, particularly the industrial police. However, a leadership vacuum and diminished law enforcement support have created a gap in resolving industrial conflicts effectively.

While the situation has slightly improved since August and September, the sector is far from achieving stability. Coordination issues within law enforcement agencies persist, further exacerbated by structural changes introduced in November 2023. These factors have contributed to the closure of approximately 106 factories, raising critical questions about the sustainability of the industry.

Financially, the sector is under immense pressure. Over the past five years, production costs have surged, with the implementation of the 2023 wage structure alone leading to a 56% increase in wage expenses. For context, in my six factories employing 23,000 workers, the net payroll expense rose by 1.09 billion BDT. While larger industries may manage these costs, small and medium enterprises (SMEs) face significant difficulties in sustaining such financial burdens.

Compounding this is the sharp rise in power costs, which have increased by 286%, alongside persistent power supply inconsistencies. Key facilities, such as dyeing and washing plants, often experience power outages during the day, leading to heightened operational costs. This combination of escalating expenses and erratic power supply has critically disrupted cash flow for many businesses.

The liquidity crisis within banks adds yet another layer to the problem. With delayed transactions and restricted access to capital, factory owners are struggling to meet financial obligations, including payroll. When wage costs increase by 56%, power costs by 286%, and banking liquidity dries up, the challenges become insurmountable for many, threatening the very survival of the industry.

This complex interplay of rising costs, disrupted cash flow, inadequate governance, and external economic pressures has created a perfect storm, leaving many factory owners unable to sustain their operations, let alone pay their workers.

Source: Channel i Talk Show

The post Why do you think factory owners are unable to pay their workers? appeared first on Textile Focus.

The textile and apparel industry in Bangladesh is currently facing significant challenges such as the high cost of raw materials, power expenses, and the need for product diversification etc. Addressing these issues is crucial at this point. Recently, Azhar Ali, COO (Spinning) at the SALMA Group conversed with Textile Focus.

 He joined Salma Group as a consultant in 2019. Throughout his career from 1995, he visited many countries including Brazil, India, China, and South Korea, and gathered extensive experience.

Read the full conversation here –

Textile Focus: Could you provide an overview of the current state of the textile sector in Bangladesh?

Azhar Ali: If I focus on the spinning sector, its competitiveness traditionally depended on two key factors: power and manpower. However, with the last power price hike being 2.5 times and a 40% increase in manpower wages, our competitiveness has nearly vanished compared to others in the spinning industry. Our industry in Bangladesh is predominantly based on cotton yarn. Unfortunately, cotton cultivation in Bangladesh is almost negligible, forcing us to import 100% of our cotton—approximately 7 million bales.

About 40% of this comes from Africa, with additional imports from the USA, Australia, and Brazil. Previously, a significant portion came from Central Asian countries, but as they developed their spinning industries, their cotton exports to us reduced. Similarly, Africa is now developing its industries to add value. India is taking various initiatives in this sector to reduce poverty, providing incentives to develop cotton industries without focusing on spinning. On the other hand, in China, industries receive 30% incentives. Their power costs are just 3.5 cents per kilowatt, enabling massive industrial growth, with spinning facilities ranging from 1 million to 5 million spindles. This results in significantly lower production costs in China.

In Bangladesh, spinning product diversification has been minimal. Over the past 15 years, I have realized the need for diversification and have tried to raise awareness. For instance, linen fabric, which we currently import from China and India, can be produced in Bangladesh. Our competitiveness with China and India in this regard would be similar because the primary sourcing of raw materials for linen comes from Belgium and France. If we could begin producing non-cotton and regenerated cellulose items like polyester, nylon, wool, and acrylic fiber blends in our industry, we could emerge from the turbulence the spinning sector faces. However, this requires technological transformation, achievable through skilled manpower. Without skilled manpower and industry changes, spinning industries in Bangladesh may not survive beyond the next few years.Our industries are generally designed around raw materials from Central Asian countries. Moreover, bottlenecks exist in carding machines, blow rooms, and draw frames. Due to cotton variation, 30-40% of the machines in most industries remain unutilized. By restructuring our industries, we can follow successful examples like China. If we adopt their processes, I believe our industries could perform well in the near future.

Textile Focus: We know Salma Spinning produces superior quality yarn compared to others. Could you elaborate on your special yarn offerings or areas where you excel?

Azhar Ali: I joined Salma Group in 2019 as a consultant. At the time, Salma Spinning was entirely cotton-based. I emphasized two initiatives: increasing production and diversifying products. As a result, our daily production increased by 20 tons. Anticipating tough times after 2023, we initiated changes and ordered machines scheduled to arrive in mid-2022. However, the COVID-19 pandemic delayed their arrival until 2023. Currently, 70-80% of our production is blended yarn and other man-made fibers, with the remainder being cotton-based yarn. For cotton products, we aim to use entirely certified cotton under certifications such as GOTS and ORC. We produce yarn from recycled cotton, organic cotton, and other variations. Certified cotton must have traceable origins, and we avoid producing normal cotton yarn.

Compared to other industries, we offer all types of blends. We also have a dedicated factory for cotton melange and various colored melanges, equipped with 40,000 spindles. Our facility includes seven blow room lines, one of which is exclusively for sampling. This allows us to send samples quickly to customers. Given the rapid changes in fashion and trends, we have adopted modular production lines. Turkey implemented this approach five years ago, and our Humaira Industry has followed suit with six lines, each line 4,000-spindles to 8,000-spindles.

Textile Focus: What feedback are you receiving from buyers regarding your R&D efforts?

Azhar Ali: We mainly work with buying houses. One of our key developments is a product called “Jutco,” which integrates jute into knit and woven industries. After 2.5 years of trials, we are now moving into bulk production under the Jutco brand. This product involves both chemical and mechanical processes. Our cottonization process, which required significant effort, will be installed in the industry within a week. This will allow us to produce approximately seven tons daily of Jutco fiber, which can constitute up to 25% of any fiber blend. It performs well with viscose, tencel, and modal and can also serve as a cost-efficient substitute for linen. As a sustainable product, buyers are very excited about it. We are also working with leaf fibers and pineapple fibers, aiming to process agricultural waste within the next year.

Textile Focus: What are your future plans, and what advice would you give to other factories?

Azhar Ali: Other factories should focus on sending their technical manpower abroad to learn about innovations. Considering the feasibility of these innovations for our country, implementing them could help the industry overcome current challenges. Additionally, in-house training and knowledge-sharing are crucial. Technical experts should be involved in decision-making to ensure informed decisions.

Textile Focus: What are Salma Spinning’s future plans, and how do you aim to further contribute to the spinning industry?

Azhar Ali: Over my 30-year career, I have contributed significantly to the spinning industry. I began my career at Square Textiles, working there for 8.5 years. They provided extensive foreign training and taught us how to contribute financially to the industry. To improve this sector, we must develop our manpower and culture. If we succeed in doing so, I am confident our industry will thrive in the future.

The post To improve the Spinning sector, We  must develop our manpower and culture appeared first on Textile Focus.

Team Textile Focus had a conversation with Mr. Alexander Mandel, Sales Director at Brückner Textile Technologies, Germany, in ITMA Asia 2024.  Key discussion points are mentioned below for our readers-

Textile Focus: What is the response of ITMA ASIA 2024?

Alexander Mandel: All in all, the show was very positive for us. We didn’t have too high expectations due to the currently quiet markets worldwide. Nevertheless, we had some good and promising discussions, and some customers also came with very specific projects. Visitors came not only from China, but from all over the globe. This gives us a positive outlook for the future.

Textile Focus: Is there any latest technology introduced at ITMA ASIA 2024?

Alexander Mandel: What is always a big topic for us is the further development of our stenter frames. Customers benefit from new features and digital assistants that help them set the parameters correctly and save energy and costs. We have also been offering heat recovery and exhaust air purification systems for our dryers for many years. What is new is that we can now also offer a fully automatic cleaning system for these products. Thanks to the modular design, individual units can be switched on or off depending on the process in order to achieve the greatest possible efficiency. The cleaning intervals can be set individually so that production does not have to be interrupted. With this new development, customers save significantly on personnel, time and costs.

Textile Focus: How do you view the textile and denim market in Bangladesh for your company?

Alexander Mandel: Bangladesh was and is a very important market for us. In recent years, Bangladesh has developed away from a purely textile cotton market to a more diverse market. Customers are investing more and more in man-made fibres and also in denim. Therefore, more special and customized machines are needed. Important is e.g. an absolutely homogeneous airflow and temperature distribution inside the dryer. Our machines all have these benefits and are also very energy efficient.

Textile Focus: How does Brückner provide services worldwide, particularly in terms of technical support?

Alexander Mandel:  We have a worldwide network of well-trained and competent agents. We also have our own service stations with local technicians and spare parts warehouses in many markets, including Bangladesh. Therefore, we are able to offer our local customers fast and reliable service and the most common wear parts are also quickly available on-site. Whenever customers have questions or need support, we are there for them 24/7.

Textile Focus: How do you view the current business climate, particularly in light of the economic situation?

Alexander Mandel: At the moment, the economic situation worldwide is very difficult, and long-term planning is a big challenge or not possible at all. Nevertheless, we are seeing some positive signs in Bangladesh and are hopeful about the upcoming elections. We are very optimistic that the year 2025 will bring a turnaround in Bangladesh and that there will be more investment again.

Textile Focus: What is your message to Bangladesh’s denim industry and our readers?

Alexander Mandel: Only together can we overcome the challenges of the future. As we know that the markets are changing very quickly, we are convinced that we are the right partner when it comes to customized machines. With our systems, customers can have the opportunity to produce high-quality products while saving energy and costs. This helps a lot to stay competitive in the long term. We are also happy to support our customers with on-site training and show them ways to save even more on energy, personnel and thus further reduce costs.

The post Bangladesh has always been and remains a key strategic market For Brückner appeared first on Textile Focus.

Syed Tasnem Mahmood CEO of Greenbud scheduled a meeting with Textile Focus and shared his insightful thoughts. Here the speech is given below for our readers.

Syed Tasnem Mahmood said, “We are about to enter a new era in Bangladesh, and from Greenbud, we hope that any projects or steps we take in the name of sustainability are genuinely targeted toward true sustainable development. It is my wish that these efforts are not undertaken merely for financial gain or to accomplish a certain goal. In other countries, government regulations are generally followed by industries, but here in our country, even if such regulations exist, there is often more emphasis on what foreign brands or buyers say. Due to limited manpower and working capacity, regulations are sometimes bypassed. With the new government, we will try to adhere to government-issued regulations and maintain them as national standards.

From Greenbud, we have done some commendable work, such as working on plastic welfare and purifying the water of the Buriganga River. Our desire is to implement these projects genuinely rather than confining them to pilot projects or paperwork. Financial setbacks can be recovered over time, but environmental damage is not something that can be remedied with just one or two projects or within a few years; it’s permanent harm. All of you working in this area have experience in environmental protection, which will help you perform effectively. Our goal will be to ensure positive outcomes in these areas. Greenbud is committed to these efforts, such as a recent initiative mandating the use of geo bags instead of plastic bags in supermarkets. A list has also been created, which, if followed, can lead us to reduce the use of polythene, plastic, and similar materials.”

He also added, “Recently, we’ve observed a positive government initiative of replacing plastic bottles with glass jugs and glasses, which is an excellent move. If this initiative is implemented on a large scale, it could be a milestone in protecting the environment, and Greenbud is ready to offer full support. For the past 12 years, Greenbud has been assisting industries in various ways to protect the environment. Now, we are observing an emerging energy crisis. The supply of gas is decreasing rapidly, and the availability of fuel we once enjoyed is now in question. Greenbud is currently focusing on improving energy efficiency and reducing energy consumption. We are also conducting in-depth energy audits in various places to identify ways for industries to achieve proper output with less energy use. Toward this goal, we have provided free training to around 250 experts from different industries to enhance efficiency. We are supporting our partner organizations to work on SBTI-related carbon footprint issues. At this moment, Greenbud is working on a large scale on SBTI, carbon footprint assessment, and carbon footprint reduction, with a dedicated team of about 57-58 people focused on sustainability. Our capacity and operations are also expanding.

Over these 12 years, we have achieved significant progress in data availability and data authentication. Now, we are attempting to create a system where sustainability-related data can be easily inputted and where we can leverage artificial intelligence to establish meaningful connections in sustainability data. By addressing the data scarcity, we currently face, we aim to make sustainability more accessible to the public and explore how modern technology can be used for this purpose. Greenbud is working on these aspects, and we are hopeful of introducing a solution by the end of this year.”

Greenbud is making a significant impact in Bangladesh by prioritizing genuine sustainability efforts over short-term gains. The organization is actively working to implement environmentally friendly initiatives, such as reducing plastic waste, improving energy efficiency, and supporting carbon footprint reduction across industries. Through partnerships, training programs, and the application of advanced technologies, Greenbud is building a framework for long-term environmental protection. With a dedicated team and a commitment to data-driven solutions, Greenbud is setting a high standard in sustainable development and aims to create meaningful change that benefits both people and the planet.

The post Greenbud’s 12-Year Journey: A Commitment to Environmental Responsibility, Innovation, and Sustainable Growth appeared first on Textile Focus.

Textile Focus: Given the ongoing unrest in the garment sector, could you share your thoughts on this situation?

Saiful Islam Khan: The garment industry in Bangladesh is experiencing one of its most challenging periods. With nearly 25 years in this sector, and even more exposure due to my family’s business in Chittagong, I can confidently say this may be one of the toughest times in 40-45 years.

This phase began with a movement against the former government, which evolved into calls for governmental change. During this time, our factory faced an 8-day closure between July and August, with no internet access, sending a negative message to buyers and causing considerable concern. We had hoped for stability with an interim government, but buyer reluctance persists. Although the European economy shows signs of improvement, boosting orders slightly, our inability to execute orders on time is eroding buyer trust. I foresee significant impacts, particularly for orders expected in January and February, and if this instability isn’t quickly addressed, it could lead to further losses for our industry.

Textile Focus: How do you view the role of law enforcement agencies in addressing these issues?

Saiful Islam Khan: The new government faces complex challenges. I believe weak law enforcement is at the root of much of the labor unrest and instability. With stronger law enforcement, we wouldn’t be seeing so many labor issues. Recently, we’ve observed unusual demands from workers, some of which are difficult to comprehend given our previous good relationships with employees.

For example, in my factory, aside from wage demands, workers are asking to limit extra hours before Eid and for entertainment provisions like music and dance in the workplace, which are unprofessional demands. I’ve heard that in factories where management is stricter, some managers are being ousted, further complicating the environment. To resolve these issues, law enforcement must play a stronger role. Additionally, labor unrest in one factory shouldn’t disrupt neighboring ones. Organizations like BGMEA and BKMEA need to adopt more mature strategies to address labor unrest effectively.

Textile Focus: How has the current instability in the banking sector impacted the RMG sector?

Saiful Islam Khan: Some banks have weakened over time, affecting their clients. These banks are struggling to provide the necessary funds, adding significant challenges. Every factory has limits on back-to-back L/Cs (Letters of Credit), which are harder to maintain due to inflation and quality standards. Political unrest and other disruptions have delayed shipments and payments, causing L/C limits to freeze. Although we’re receiving new orders, opening L/Cs has become difficult, impacting operations. The garment sector operates on strict timelines, and delays create issues across the board.

We must reform the banking sector to support weaker banks and sustain business operations, as this is crucial for the industry. Additionally, prolonged factory closures, like the 15-20 day shutdown in Ashulia, threaten our ability to pay wages, adding to our concerns.

The post Banking Sector Reforms Needed to Support Weak Banks and Sustain Bangladesh’s RMG Sector appeared first on Textile Focus.