Tunisian Brand Turns Sea Plastic into Green Couture

Yarn provided by the Seaqual Initiative is transformed into denim fabric at the Sitex plant in the Tunisian coastal town of Ksar Hellal. BECHIR TAIEB / AFP
Yarn provided by the Seaqual Initiative is transformed into denim fabric at the Sitex plant in the Tunisian coastal town of Ksar Hellal. BECHIR TAIEB / AFP
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Tunisian Brand Turns Sea Plastic into Green Couture

Yarn provided by the Seaqual Initiative is transformed into denim fabric at the Sitex plant in the Tunisian coastal town of Ksar Hellal. BECHIR TAIEB / AFP
Yarn provided by the Seaqual Initiative is transformed into denim fabric at the Sitex plant in the Tunisian coastal town of Ksar Hellal. BECHIR TAIEB / AFP

The two men in bright overalls rooting for plastic on a Tunisian beach do so to make a living, but also in the knowledge that they are helping the environment.

What they do not know is that the waste will become part of a synthetic plastic fiber used to make blue denim cloth to create a dress for the eco-friendly fashion label Outa, AFP said.

The pair are among around 15 "barbeshas", or informal rubbish collectors, taking part in the Kerkennah Plastic Free program, backed by the European Union.

This aims to recover the 7,000 tons of plastic waste each year that end up littering beaches on the Kerkennah Islands 20 kilometers (12 miles) off the port city of Sfax.

Jean-Paul Pelissier, of the International Centre for Advanced Mediterranean Agronomic Studies (CIHEAM), is coordinating the EU-funded project.

He told AFP that on the archipelago, "we have an exciting environment in terms of nature and tranquility. It's ideal for green tourism".

Pelissier said the islands were a passage point for migratory birds, and that its waters were abundant in Posidonia oceanica seagrass, or Neptune grass.

"But there's one thing you never see in the pictures -- the plastic," he said. Marine currents carry the waste from Europe into the Gulf of Gabes, and there it washes up to be collected by the barbeshas.

They take their daily harvest to a sorter which passes it on to a collection company and then it is fed into a crusher to be baled.

A partnership has been established with Seaqual Initiative, an international consortium which buys the marine plastic "at a remunerative and stable price all year round", Pelissier said.

New opportunities
The initiative's website says it "works with ocean clean-ups around the world to bring value to the waste that they recover".

Omar Kcharem is the boss of Kerkennah Plast, which compacts and crushes plastic, and he said working with Seaqual has created new opportunities, since marine plastic "does not have much value and does not bring in any money".

The plastic granules recovered after grinding the waste are transformed into "Seaqual Yarn" nylon fiber in Portugal, in one of just four factories in the world equipped with the technology.

"This is innovative," said Pelissier. "Four or five years ago, you couldn't recycle marine plastic because of its lengthy exposure to salt water and the sun."

He said Seaqual Yarn comprises around 10 percent of recycled marine plastic, but the aim is to increase this.

Apart from the Portugal side of the operation, the rest is definitely "Made in Tunisia".

In the coastal town of Ksar Hellal southeast of Monastir, a huge machine in the ultra-modern Sitex plant makes an infernal racket as it transforms the Seaqual Yarn into denim.

Sitex is a denim specialist that has supplied brands such as Hugo Boss, Zara and Diesel. Now Anis Montacer, founder of the Tunisian fabric and fashion brand Outa, has entered into a partnership with it.

He chose Sitex "for its sensitivity to the environment, because in 2022, 70 percent of their manufacturing was based on recycled fibers".

"We worked together to determine the proper yarn strength and the right indigo dye," he told AFP, adding that their collaboration will continue to expand Outa's color range to include natural dyes.

Higher costs
"The entire process takes place in Tunisia, from the denim transformed in Ksar Hellal to the Tunisian seamstresses who work on the tailoring" for Outa, Montacer said.

Production costs are 20 percent higher, though, than for denim without the marine plastic content.
Despite this, Montacer believes he can "bring together other entrepreneurs and inspire designers to produce eco-responsible collections".

He called on renowned French designer Maud Beneteau, formerly of Hedi Slimane, to design Outa's first haute couture collection.

"We chose a high value collection because the production cost is higher than with normal thread to create denim fabric," Montacer said.

Outa creations first graced the catwalk during Tunis Fashion Week in June.

Beneteau saw the first Outa collection as "a challenge, a human dimension in this wonderful project that aligns with the idea of saving the planet".

She does say there were some difficulties working with a fabric that was "a little thick and stiff, originally designed for sportswear and ready-to-wear, rather than haute couture".

More used to fine silks, linen and cotton, she admits having some qualms working with the new fiber, even though like her peers in the fashion industry she tries to recycle and buy back unsold stocks in the fight against overconsumption.

But "when you think that this is recycled and ecological, that jobs have been created, people who pick up the plastic... it's a whole interesting chain," Beneteau said.

It's also a great yarn. Plastic fantastic: from sea waste to see waist, you might say...



Uniqlo’s Chief Says Fast Fashion Must Change with the Times

 A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
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Uniqlo’s Chief Says Fast Fashion Must Change with the Times

 A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)

Forty years after its founding, Japanese clothing retailer Uniqlo has more than 2,500 stores worldwide. Sales at its parent company, Fast Retailing Co., recently topped 3 trillion yen ($20 billion) annually for the first time.

The name Uniqlo comes from joining the words for “unique” and “clothing.” The chain’s basic concept is “LifeWear,” or everyday clothing. Uniqlo parent Fast Retailing Co. Chief Executive Tadashi Yanai, ranked by Forbes as Japan’s richest man and estimated to be worth $48 billion, spoke recently to The Associated Press at the company’s Tokyo headquarters. The interview has been edited for length and clarity.

Q: What were the biggest challenges over the past 40 years?

A: Actually 40 years, upon reflection, went by so fast they feel more like three years. You know what they say in Japan: Time flies like an arrow. I started a regional business, then expanded nationwide.

When we became No. 2 or No. 3 in Japan’s casual wear, and being No. 1 was right within reach, we became a listed company in 1994. That was followed by our fleece boom, which doubled our revenue in one year to 400 billion yen ($2.6 billion).

I’d been thinking about going global when our revenue reached 300 billion yen ($2 billion) so we opened 50 stores in Great Britain, hoping to be a winner there just like we had conquered Japan.

Instead, we got totally knocked out.

We opened 21 outlets in a year and a half, but had to close 16 of them, leaving just five. We didn’t succeed as we had hoped. This is not an easy job. It’s very tough.

But these days, our sales are strongest in London, and also Paris. We made progress gradually.

Q: What are some of the sustainability and other key issues you have faced over the years?

A: We make clothes that last a long time. Not just clothes that last for one season.

The cashmere sweater I’m wearing today is $99. But please don’t say “cheap.” Please call it “reasonable.” We sell quality products at reasonable prices.

We’ve done various sustainability efforts, and we talk only about what we have really achieved.

Sustainability is crucial to our operations. And we’ve done just about everything — recycling, employing the disabled, support for refugees.

The prices may be cheaper at Wal-Mart, but our products offer real quality for the price. We take the greatest care and time, and involve a lot of people. Our rivals are more careless.

Q: What is behind Uniqlo’s success and what resonated with global buyers?

A: When we say Uniqlo is “made for all,” one might imagine products for the masses, like what’s at a Wal-Mart or a Target.

But what we mean is a high-quality product that appeals to all people, including the extremely rich, not only those with sophisticated taste and intelligence, but also people who don’t know that much about clothes, and the design is fine-tuned, the material fine quality, and sustainability concerns have been addressed.

We were first a retailer, then a manufacturer-cum-retailer. Now we are a digital consumer retailer. That is why we are successful. If we had stayed the same, then we can’t hope to succeed.

Being a digital consumer retail company means we utilize information at a high level to shape the way we do our work. We gain information about our customers, the workers at the store, the market, all that information.

Changing daily is the only way we can hope for stable growth. The world is changing every day.

Q: Are you confident you can keep it up another 40 years?

A: Of course. We’ve been preparing to reach 3 trillion yen ($20 billion) revenue all these years. And we are finally starting to be known. But we still have a long way to go.

We are just getting started, and we are going to keep growing. There is more potential for growth in Europe and the US, as well as China and India, given the 1.4 billion population in each country. Clothing is a necessity, so population size is key.