Stella Jean Quits Milan Fashion Week over Lack of Inclusion

FILE - The 'We Are Made in Italy (WAMI)' collective celebrate on stage at the end of the Stella Jean women's Spring Summer 2023 collection presented in Milan, Italy, on Sept. 23, 2022. (AP Photo/Alberto Pezzali, File)
FILE - The 'We Are Made in Italy (WAMI)' collective celebrate on stage at the end of the Stella Jean women's Spring Summer 2023 collection presented in Milan, Italy, on Sept. 23, 2022. (AP Photo/Alberto Pezzali, File)
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Stella Jean Quits Milan Fashion Week over Lack of Inclusion

FILE - The 'We Are Made in Italy (WAMI)' collective celebrate on stage at the end of the Stella Jean women's Spring Summer 2023 collection presented in Milan, Italy, on Sept. 23, 2022. (AP Photo/Alberto Pezzali, File)
FILE - The 'We Are Made in Italy (WAMI)' collective celebrate on stage at the end of the Stella Jean women's Spring Summer 2023 collection presented in Milan, Italy, on Sept. 23, 2022. (AP Photo/Alberto Pezzali, File)

The only Black designer belonging to Italy’s fashion chamber withdrew Wednesday from this month’s Milan Fashion Week, alleging a lack of support for diversity and inclusion after the chamber “abandoned” a project to promote young designers of color working in Italy.

Stella Jean interrupted a press conference by the Italian National Fashion Chamber to announce that neither she nor five members of the We Are Made in Italy collective of designers of color would participate in fashion week, The Associated Press said.

She also said she had started a hunger strike Wednesday out of concern members of WAMI, an initiative launched in 2020 on the heels of the Black Lives Matter movement, could suffer a professional backlash for her activism.

The moves signaled a dramatic denouement of a nearly three-year-collaboration with the chamber to promote designers of color.

“The chamber told us, ‘We didn’t know there were Italian designers who weren’t white.’ We brought them to the runway. They supported us for two years. Then we were abandoned,” Jean told the press conference.

Italian Fashion Chamber President Carlo Capasa assured her from the dais that the chamber had no intention of retaliating in any way. He expressed regret that neither she nor the WAMI members would participate in Fashion Week.

“Stella’s contribution has always been appreciated. We Italians need to have our conscience stimulated,” he said. “As for WAMI, we are not people who retaliate. For us it is important to promote new brands.”

He noted that two WAMI designers from previous seasons were presenting collections during Milan Fashion Week, which runs from Feb. 21-27.

In addition, the chamber has included on the fashion week calendar the inaugural edition of the Black Carpet Awards recognizing the achievements of minorities in Italian society, and was hosting another diversity initiative by the owner and editor of US-based Blanc Magazine, Teneshia Carr.

Jean charged that the chamber had significantly cut back support for WAMI after she made an impassioned speech about the personal price she had paid for highlighting racial injustice in Italy during a runway show last September.

She also said it backtracked on a promise to create a Black board within the chamber to promote diversity and inclusion. Capasa told AP that he decided against the board after WAMI made social media posts that cast a negative light on some Italian fashion brands.

“We wrote a nice letter, saying we want to give them the liberty to express themselves,” Capasa said, adding that the chamber could not host any board that appeared to take public swipes at other members.

Italian-Haitian Jean, who made her Milan runway premiere in 2013 on the Armani runway, said she and her family have been subjected to retaliation for her activism for racial justice in Italy. She said that included death threats against her daughter by other minors, and the termination of professional relationships for her.

“When you speak of retaliations, of death threats, people, I work in fashion. I don’t traffic arms, I don’t traffic drugs or make money from trafficking women,” Jean said. “It is absurd, vile, shameful and inhuman that I must speak for people who feel their lives are in danger, who feel they will suffer the same retaliation.”

WAMI was launched by Jean, African-American designer Edward Buchanan and the head of Afro Fashion Week Milano, Michelle Ngonmo, to draw attention to the lack of minority representation in the Italian fashion world. It followed some racial gaffes by major fashion houses that made global headlines.

Ngonmo told the AP that financial support for the project from the chamber had dwindled over the three years it has run so far, and that Afro Fashion Week Milano wasn’t able to come up with 20,000 euros ($21,000) to support the five young designers in making solid looks to present, plus a video.

The Italian fashion chamber fully supported the collections for the two WAMI classes, each with five designers, but hasn’t funded the third generation, Ngonmo and Jean said.

A September show featuring Jean, Buchanan and WAMI was financed through other allies and their own contributions. The latest WAMI collections were to be presented by video on Feb. 22.

“Maybe the message is the whole industry needs to open their eyes and say, ‘What can we do to make that happen?’” Ngonmo told the AP.

Capasa emphasized that the project by Blanc Magazine’s Carr is receiving the same support he offered WAMI: a slot on the calendar and a physical space in the Fashion Hub where journalists and buyers can view the collections.

But Jean insists that Italy’s designers of color deserve special promotion by the chamber, whose role is the promotion of Italian fashion.

Jean said progress in recent seasons — including opening fashion week with WAMI designer Joy Meribe’s runway show, and Jean’s own return to the runway in September — had turned out to be “performative.”

“They used WAMI as a free pass of safe conduct for diversity,” Jean told the AP. She said she was withdrawing out of fatigue with the “continual fight” for recognition for designers of color in Italy.

“I am a fighter by nature, but I cannot be this way all the time,” she said.



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.