Implementation is only possible with suppliers
Throughout the summit, speakers reiterated that sustainability is entering its implementation phase. Many noted that the political swing to the right — and the ensuing ESG backlash in Europe and the US — has prompted not only something of a corporate retreat, but it has also spurred the most dedicated companies to double down and pursue increasingly sophisticated strategies. “There is clearly more maturity in the conversations today,” says Daveu. “Less focus on pledges alone, more attention on implementation, measurable impact, and supply chain transformation.”
For GFA, one of the priorities was implementing its 2030 Circularity Blueprint, published ahead of this year’s summit, in partnership with non-profit Rehubs. The blueprint, which was the subject of a workshop and a closed-door roundtable, was designed to scale textile-to-textile recycling infrastructure in Europe, as well as unlock circular investment before businesses must comply with incoming regulations. “Unlocking textile circularity at scale requires the full value chain to move together,” Evan Wiener, interim COO and board advisor to Rehubs, said in a statement. “Rehubs brings leading organizations from across the textile recycling value chain to the same table, to align interests, orchestrate investment, and turn fragmented efforts into a functioning ecosystem. This collaborative initiative directly supports our strategy to industrialize textile-to-textile recycling and break the supply-demand deadlock at scale.”
While the emphasis on implementation meant more manufacturers were involved in GFS this year, representation remained low, especially on the main stage, attendees agree. “There were opportunities created for honest conversations between brands and manufacturers, which is so important to make the transition from talk to action,” says Kooragamage. Brands and manufacturers should hold equal power in making sustainability happen, both in financing and in effort, she adds, which includes equal on-stage representation. “I believe manufacturer numbers are still lacking or imbalanced in many conversations and panels. We need less sensationalization of extreme views and more conversation on what’s practically possible. There is a real need to move away from the narrative that suppliers lack the knowledge or intent, and to acknowledge that everything is driven by the demand signals.”
Resilience reigns supreme
In a bid to win over business leaders, this year’s overarching theme, “building resilient futures”, offered a subtle nod to the geopolitical shocks currently wreaking havoc on supply chains and communities around the world. “Across almost every conversation — whether around circularity, decarbonization, labor, AI, or innovation — the same truth emerged,” says GFA’s Marchionni. “The companies that will lead the future of fashion are those building the capacity to absorb shocks while continuing to transform.”
The GFA also redesigned its annual CEO Agenda to address a different stakeholder group: chief financial officers. “We need to recognize that resilience is not only built through creativity or sustainability teams, but also through capital allocation,” she explains. “CFOs are the architects of resilience, because they decide where investment flows — into product integrity, circular infrastructure, traceability, and workforce capability.”
