Sweden's H&M Group signs strategic sourcing partnership with Circulose
H&M Group has signed a multi-year agreement to source significant volumes of the innovative material CIRCULOSE for its collections, replacing a substantial share of the virgin viscose used across the group.
One of the biggest barriers for the fashion industry when shifting towards a circular model, is the lack of alternatives and technologies at scale to replace virgin and conventional fibres. Agreements like this represent a shift in making this a reality and help fashion brands like us increase the use of textile-to-textile recycled fibres.
H&M Group has signed a multi-year deal to source large volumes of Circulose, a recycled material, to replace a significant portion of its virgin viscose use. The agreement strengthens H&M's push towards circular fashion and supports the scale-up of textile-to-textile recycling. Both H&M and Circulose highlight the partnership as a vital step toward broader industry adoption of sustainable materials.
'H&M Group has been a driving force in advancing sustainable and circular solutions in fashion, and a long-time supporter and early adopter of CIRCULOSE – dating back to the Renewcell days. We're proud and grateful to now formalize this new partnership to accelerate CIRCULOSE adoption at scale. Their commitment plays a critical role in helping us reaching the volumes needed to restart our factory,' Jonatan Janmark, CEO of Circulose
'We were pioneers back in 2020 when we first brought fashion made from CIRCULOSE to our customers. Today, we're excited to deepen this partnership. Investing in next-generation materials is essential to achieving our goal: ensuring that 100% of our materials are recycled or sustainably sourced by 2030. Scaling access to these solutions is key to accelerating the shift towards a circular economy for fashion,' Cecilia Strömblad Brännsten, H&M Group's Head of Resource Use & Circularity. Note: The headline, insights, and image of this press release may have been refined by the Fibre2Fashion staff; the rest of the content remains unchanged.
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Fibre2Fashion
4 hours ago
- Fibre2Fashion
Dibyanshu Tripathi CEO and Co-founder
Our team understands the nuances of textile classification In a global trade environment where complexity often outweighs clarity, Hexalog is emerging as a transformative force. Founded in February 2024 and headquartered in Gurugram, Hexalog is a digital-first, full-stack EXIM enabler that aims to streamline international logistics through tech-driven services and intelligent supply chain orchestration. Built by co-founders Dibyanshu Tripathi, Utkarsh Tripathi, and Vineet Malik, the company offers a unified platform integrating Customs Clearance as a Service (CaaS) and Freight Forwarding as a Service (FFaaS) alongside warehousing, multimodal freight, and last-mile delivery solutions. Hexalog's AI-led orchestration model is redefining how businesses manage their cross-border operations—offering visibility, compliance, and efficiency at every stage. In this exclusive interaction with Fibre2Fashion, CEO and Co-founder Dibyanshu Tripathi delves into the genesis of Hexalog, the innovation behind its unified logistics experience, its commitment to compliance in the textile sector, and the company's ambitious roadmap across Asia and the Middle East. What are some of the biggest compliance challenges that textile exporters face when entering new international markets? The biggest challenge that Indian textile exporters face when entering new international markets revolves around the hefty and complex set of compliance requirements necessary for market entry. These include country-specific labelling regulations—such as labels in multiple languages, details regarding fabric composition, care instructions, and country of origin. Some countries enforce strict rules concerning the chemicals used in textile production, requiring products to be free from harmful substances and compliant with environmental safety standards. Transparency in manufacturing is critical, particularly regarding child labour, forced labour, or unsafe working conditions. Violations in these areas can damage a brand's reputation and result in trade restrictions. Additionally, accurate paperwork is essential, including commercial invoices, packing lists, certificates of origin, and correct tariff codes (HS codes). Some countries also require certificates of approval from specific authorised agencies. There is also a risk of unintentionally infringing on existing trademarks, patterns, or designs in foreign markets. To avoid legal issues, businesses should conduct thorough checks before launching products internationally. Moreover, reports on managing environmental impacts, labour rights, and ethical sourcing are vital for building long-term partnerships. Compliance laws are not static; they continually evolve in response to new trade policies, political shifts, and environmental goals. Continuous monitoring and adaptability are key to remaining compliant and competitive. How is digital transformation reshaping global supply chains, especially in the context of export-import (EXIM) trade? Digital transformation is fundamentally redefining global supply chains by bringing much-needed transparency, speed, and resilience—especially in the EXIM trade landscape, which has long been burdened by fragmentation and paperwork-heavy processes. Technologies like AI, API-driven integrations, real-time tracking, digital customs clearance, and compliance automation are reducing manual dependencies and improving decision-making across borders. Businesses now have end-to-end visibility, enabling them to proactively manage risks, reduce transit delays, and respond quickly to market demands. For emerging markets like India, digital platforms are acting as equalisers—allowing even MSMEs to participate in global trade by offering plug-and-play logistics, automated documentation, and cost-effective multi-modal options. The shift is also pushing traditional stakeholders—freight forwarders, customs brokers, and carriers—to modernise and collaborate via digital ecosystems. Digital transformation is not just optimising logistics—it is creating a new standard of trade where efficiency, compliance, and scalability are built into the foundation of every cross-border transaction. How important is multimodal logistics infrastructure in supporting agile and responsive cross-border trade operations? In an era where global supply chains are expected to move faster and with more precision than ever before, the role of multimodal logistics has become foundational to cross-border trade. By combining different modes of transportation—road, rail, air, and sea—under one coordinated network, businesses gain a sharper edge in handling international shipments with greater speed, flexibility, and clarity. One of the core strengths of multimodal logistics lies in its ability to simplify movement across borders. With a single set of documentation covering the entire journey, it minimises delays related to customs and compliance, reducing friction in high-volume trade environments. For businesses, this translates to more predictable delivery timelines and fewer procedural hurdles. From a performance standpoint, multimodal setups have shown a clear ability to enhance service levels. Companies report significant improvements in meeting order deadlines, responding to urgent demand shifts, and maintaining product availability across markets—all key drivers of a positive customer experience. Another critical advantage is the cost optimisation it offers. By enabling goods to move closer to consumption centres via efficient routing, it reduces the need for holding excess stock in distant warehouses. This not only cuts storage costs but also trims lead times, improving overall operational agility. In today's politically and economically volatile climate, supply chain resilience is no longer optional. Trade restrictions, sudden policy shifts, or global disruptions can halt progress in a single corridor. Multimodal logistics helps mitigate these risks by offering alternate transport routes and flexible modal combinations, keeping goods moving even when disruptions occur. How are evolving trade routes—especially in Asia—impacting the strategies of freight forwarders and EXIM service providers? With the growing global appetite for Indian goods and the increasing influence of the Indian diaspora in international trade, the Asian continent is witnessing the emergence of new, high-potential trade corridors. India's economic upswing, backed by strong foreign investment and rising export volumes, is playing a pivotal role in creating and redefining trade routes in the region. This momentum is pushing logistics players to move beyond traditional lanes and explore untapped markets like Vietnam, Thailand, and the broader Middle East-Asia belt. As a response, freight forwarders are reconfiguring their networks to build agile, responsive supply chains that can cater to the dynamic demand patterns of these regions. Strengthening local supplier relationships, establishing regional warehousing hubs, and aligning with country-specific regulatory frameworks have become core to their strategy. For EXIM service providers, this shift also presents an opportunity to offer more integrated and customised solutions—bridging gaps between exporters and emerging markets with greater efficiency and visibility. The focus is now on building ecosystem partnerships that not only enable smoother trade flows but also support India's broader export ambitions across Asia. In essence, the rise of new trade lanes is not just changing where business is done, but also how it is done—demanding more localised, tech-enabled, and partnership-driven approaches across the board. What inspired the launch of Hexalog, and how are you reimagining logistics for EXIM trade through your unified experience framework? Hexalog was not born out of a traditional 'eureka' moment, but rather as a discovery that emerged organically. While my co-founders and I were deep in discussions around a broader business idea in the trade and logistics domain, we began drafting a white paper to validate our hypothesis. That is when we uncovered a significant and persistent gap in the cross-border supply chain landscape—particularly in EXIM logistics, which remains highly fragmented and digitally underpenetrated. This realisation shifted our direction entirely. As we dug deeper, it became clear that the inefficiencies and lack of unified experiences in this space were not only real but also presented a massive opportunity to build something meaningful. That is how Hexalog was born—out of an intent to solve a genuine problem rather than force-fit an idea. At Hexalog, we are building a unified experience framework that blends digital-first tools with deep logistics expertise—offering seamless, end-to-end solutions for global trade. From digital customs clearance to multimodal freight aggregation, we are creating a platform where transparency, efficiency, and simplicity are at the core—empowering businesses of all sizes to move goods across borders without the usual friction. Could you explain the Hexa-Service Model and how it is helping brands streamline logistics by offering an entire spectrum of services under one digital platform? 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How does Hexalog ensure smart compliance in international textile trade, especially when it comes to documentation accuracy and risk mitigation? At Hexalog, ensuring compliance in international textile trade starts with deep domain expertise and a hands-on, detail-oriented approach. We rely on our highly trained and experienced team members who understand the nuances of textile classification, export-import documentation, and the regulatory frameworks of multiple countries. Textile shipments often come with layered requirements—such as fibre composition disclosures, country-of-origin declarations, trade agreement qualifications, and restricted material screenings. Our team meticulously reviews all documentation, ensuring accuracy in tariff codes, valuations, and product descriptions before customs submission. 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In the world of EXIM trade, shipment predictability is fundamental—not just for operational planning, but for sustaining customer satisfaction. Seasonal surges such as Black Friday, Diwali, or end-of-year clearance periods often expose vulnerabilities in global supply chains. Common disruptions include surging freight rates, overbooked vessels, port congestion, and delayed customs clearances—all of which can result in stockouts, SLA breaches, and customer dissatisfaction, especially in time-sensitive sectors like apparel and furniture. As a 4PL logistics partner, Hexalog plays a critical role in helping clients navigate these peaks. We are developing a model which will leverage predictive analytics and early warning systems, to provide actionable insights into potential disruptions well in advance. This includes forecasting freight rate trends, alerting clients to space constraints, and tracking congestion at key global ports. 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In the current market scenario for e-commerce businesses, the market is very competitive, and it is the finer details that makes them stand out in their field. Having a 4PL partner offering value-added services helps businesses streamline their operations, allowing them to focus on core competencies without being burdened by operational challenges. Instead of constantly firefighting, companies gain valuable resources like time and staff to concentrate on innovation and maintaining competitiveness. With our end-to-end services, the customers have found a one-stop shop for their entire inventory management and order fulfilment flow, which has proven to improve communication and efficiency, while reducing the number of partners that their customers must be handed over to. Additionally, many new services were open to our customers that their current resources, staff and infrastructure could not support. With our expertise help in custom clearance, import/export regulations and security protocols, our customers have been compliant with the relevant laws and regulations and have done their business with ease reducing their labour costs, overhead expenses, and other miscellaneous costs. What has been your approach to building trust with sector-specific clients like Urbanic and Home Essentials, and what unique needs do these partnerships reveal? Building trust with clients in niche sectors such as fashion and home lifestyle begins with genuinely listening to their needs. In our experience, a customer's voice—whether it is feedback, concerns, or operational challenges—is the most reliable guide in shaping a successful partnership. Our approach has consistently been customer-centric, rooted in understanding the unique nuances of each brand's supply chain. With clients like Urbanic and Home Essentials, we do not apply a one-size-fits-all solution. 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Success in cross-border trade is not just about logistics efficiency; it is about understanding how people do business, what they value, and how trust is built locally. We have found that investing time in understanding regional practices, aligning with local expectations, and forging strong supplier partnerships has a direct impact on the success of trade operations. These close-knit relationships help streamline communication, reduce friction, and increase reliability—especially when navigating regulatory environments or fluctuating demand cycles. As we expand into new geographies, this localised, partnership-driven approach remains central to our strategy. We do not believe in standardising markets; we believe in customising our operations to suit them. By adapting to the unique trade patterns and cultural nuances of each region, we not only build stronger relationships but also eliminate the uncertainty that often arises when dealing with foreign entities. Replicating our success in other regions means staying agile, being culturally attuned, and prioritising collaboration over transaction. That is how we turn new markets into sustainable trade lanes. Looking ahead to your planned expansions into Vietnam, Thailand, and the Middle East, what markets or trade behaviours are shaping your roadmap? With our deep-rooted expertise in the Indian trade ecosystem, our expansion into key lanes across Asia and the Middle East is a natural extension of our vision to support India's rising export momentum. The evolving geopolitical landscape, combined with India's accelerating economic growth, is paving the way for stronger trade ties with emerging markets like Vietnam, Thailand, and strategic partners in the Middle East. What shapes our roadmap most is the increasing regional demand for Indian goods and the shift towards diversified sourcing and distribution networks. These markets are not just growing—they are becoming more integrated with India through favourable trade agreements, improving infrastructure, and a mutual push towards supply chain resilience. Our approach remains grounded in leveraging regional knowledge, building local partnerships, and offering tailored logistics solutions that suit the specific trade behaviours of each region. Whether it is the speed-driven retail demand in the Gulf or the manufacturing-linked supply flows in Southeast Asia, our goal is to enable seamless, end-to-end cross-border connectivity that aligns with India's export ambitions. In essence, our expansion is driven by a commitment to empowering Indian exporters with efficient access to high-potential markets, while navigating them through the complexities of regional trade with agility and insight. DISCLAIMER: All views and opinions expressed in this column are solely of the interviewee, and they do not reflect in any way the opinion of
Time of India
5 hours ago
- Time of India
How there has been a shift in companies that use H-1B visas in the US, they are no longer technology companies
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What the shift in H-1B visas mean for salaries The data also reveals significant pay disparities. H-1B contractors are often paid far less than direct hires, even for similar roles. Bloomberg's analysis of the top 10 end-clients shows that among nearly 5,300 H-1B 'software developers' hired from 2020 to 2024, over 75% were contractors, earning roughly $48,000 less on average than direct hires, even when controlling for education and age. One in three contractors received the minimum salary required by the Department of Labor. Steve Hall, Chief AI Officer at Information Services Group Inc., told Bloomberg that part of the pay gap reflects contractors performing less technical roles, such as liaising between U.S. clients and offshore teams. However, critics argue that the reliance on visa middlemen distorts the H-1B program's original intent. 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Time of India
11 hours ago
- Time of India
H&M profit beats expectations as brand reboot starts to bear fruit
Swedish fashion retailer H&M reported slightly stronger second-quarter profit on Thursday, an encouraging sign as CEO Daniel Erver tries to attract more shoppers with trendier clothes. H&M shares were up 4% by 1000 GMT as investors focused on the profit rather than second-quarter sales, which fell slightly more than predicted. Erver has said his focus is on profitability rather than solely sales growth. The world's second-largest listed fashion retailer also said it expected sales in June, measured in local currencies, to rise 3%, an improvement after a 6% fall in the same period a year ago. "Our collections are more current, they are more on trend, more fashionable, and the customer reception has been strong throughout this quarter," Erver said in a press conference. Erver said gingham and check patterned dresses, blouses and skirts have been especially popular this season, with the trend continuing into the autumn. Accessories sales have picked up, with social media also driving a craze for mini-accessories on bags, sneakers, and cellphones, he said. In the U.S., where H&M has around 500 stores, Erver said consumer sentiment has dropped significantly due to the "turbulent" tariffs situation since President Donald Trump hiked duties on imports, and competitors have started raising prices as a result. H&M, which sources its products primarily from China and Bangladesh, is focused on keeping prices competitive, Erver said, as consumers are particularly price-sensitive given uncertainty around the economy in the U.S. and globally. H&M's sales were 56.7 billion Swedish crowns ($5.99 billion) in the March to May quarter, down from 59.6 billion a year ago. Analysts polled by LSEG had forecast revenue of 57.0 billion crowns. Zara owner Inditex earlier this month also reported disappointing sales, in a sign consumers are pulling back from spending on clothes as U.S. tariffs create risks for global economic growth. H&M's second-quarter operating profit was 5.91 billion crowns, beating analysts' forecast of 5.88 billion, and the operating profit margin was 10.4%, down from 11.9% a year ago but still better than analysts had feared. "The slightly better than expected margin delivery sends a positive signal to the market," said Alphavalue analyst Jie Zhang. "The brand upgrading strategy has started to pay off." H&M said its higher-priced brand COS had done especially well and shoppers are opting for more medium- and high-priced items across the board, helping to boost profitability. But Erver flagged more discounting in the June to August quarter as he said summer markdowns across the market were highly competitive. Even as it reduces store numbers globally, H&M is also searching for growth in new markets with a growing middle class, with plans to open its first stores in Brazil in the second half, as well as in El Salvador and Venezuela, and to launch in Paraguay next year.
