Ultra-fast Fashion Charms Young Despite Damaging Environment

Britain's Boohoo, China's SHEIN and Hong Kong's Emmiol operate the same internet-based business model -- produce items and collections at breakneck speed and rock-bottom prices Jade Gao AFP/File
Britain's Boohoo, China's SHEIN and Hong Kong's Emmiol operate the same internet-based business model -- produce items and collections at breakneck speed and rock-bottom prices Jade Gao AFP/File
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Ultra-fast Fashion Charms Young Despite Damaging Environment

Britain's Boohoo, China's SHEIN and Hong Kong's Emmiol operate the same internet-based business model -- produce items and collections at breakneck speed and rock-bottom prices Jade Gao AFP/File
Britain's Boohoo, China's SHEIN and Hong Kong's Emmiol operate the same internet-based business model -- produce items and collections at breakneck speed and rock-bottom prices Jade Gao AFP/File

So-called "ultra-fast fashion" has won legions of young trend-setting fans who snap up relatively cheap clothes online amid surging inflation, but the booming genre masks darker environmental problems.

Britain's Boohoo, China's SHEIN and Hong Kong's Emmiol operate the same internet-based business model -- produce items and collections at breakneck speed and rock-bottom prices.

They are giving intense competition to more well-known "fast fashion" chains with physical stores, like Sweden's H&M and Spain's Zara, AFP reported.

Young people under the age of 25 -- widely known as Generation Z -- love placing multiple orders for ultra-fast fashion, which then arrive in the post.

Greenpeace has, however, slammed the "throwaway clothing" phenomenon as grossly wasteful, arguing it takes 2,700 litres of water to make one T-shirt that is swiftly binned.

"Many of these cheap clothes end up... on huge dump sites, burnt on open fires, along riverbeds and washed out into the sea, with severe consequences for people and the planet," the green pressure group says.

Photographs of mountains of shoddy clothing, returned to the vendor or dumped soon after purchase, have gone viral, highlighting the vast amount of waste.

Demand for low-price garments has nevertheless soared due to decades-high inflation, while many Covid-hit high-street shops with big overhead costs struggle to compete.

And it is wildly popular: SHEIN generated $16 billion in global sales last year, Bloomberg says.

Customers purchase T-shirts for £4.0 ($4.80), while bikinis and dresses sell for as little as £8.0 apiece.

For French high-school student Lola, 18, who lives in the city of Nancy, SHEIN shopping has become a cheap hobby.

The brand simply allows her to follow the latest trends "without spending an astronomical amount", she told AFP, oblivious to the environmental cost.

Lola normally places two to three orders per month on SHEIN with an average combined value of 70 euros ($71) for about 10 items.

Ultra-fast fashion's young target demographic -- like Lola -- simply have less cash to spend.

Those consumers therefore "seek quantity rather than quality" of clothing, according to economics professor Valerie Guillard at Paris-Dauphine University.

SHEIN, which was founded in late 2008, now sells across the world helped by its massive presence on social media networks.

Customers post so-called "haul" videos online -- where they unwrap SHEIN packages, try on clothes and review them.

That has boosted its popularity on TikTok, which is favored by teenagers and young adults, while there are also such videos on Instagram and YouTube.

On TikTok alone, there are 34.4 billion mentions of the hashtag #SHEIN and six billion for #SHEINhaul.

Brands extends their reach via low-cost partnerships with a large number of people on social media, to build trust and increase sales.

Irish social-media influencer Marleen Gallagher, 45, who works with SHEIN and other firms, praised them for offering broader size ranges than regular stores.

"They are unrivalled when it come to choices for plus-size women," she told AFP.

Yet the industry has a reputation for devouring valuable resources and damaging the environment.

Ultra-fast fashion companies have also been plagued by scandals over allegedly poor working conditions in their factories.

Swiss-based NGO Public Eye discovered in November 2022 that employees in some SHEIN factories worked up to 75 hours per week, in contravention of Chinese labour laws.

Britain's Boohoo also faced criticism following media reports that its suppliers were underpaying workers in Pakistan.

Added to the picture, the French Agency for Ecological Transition estimates that fast fashion accounts for a staggering two percent of global greenhouse emissions per year.

That is as much as air transport and maritime traffic combined.

The genre has meanwhile attracted the anger of climate campaigner Greta Thunberg.

"The fashion industry is a huge contributor to the climate and ecological emergency, not to mention its impact on the countless workers and communities who are being exploited around the world in order for some to enjoy fast fashion that many treat as disposables," Thunberg wrote last year, urging change.



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.