Previously, we focused on Patrick and Lily in our Life@Oi spotlight, who demonstrated opportunities for career growth within our company.

In this instalment, we are highlighting Thuy Lam, one of our Vietnam Merchandising Managers who continuously personifies our values through her work at Otto International and her pursuits outside the office.

Thuy has a wealth of experience in the garment industry. After working at various companies in Vietnam, she joined Otto International in 2015 as a merchandiser and in a short time rose to Sourcing Officer. During this time, she became more acquainted with the Vietnam sourcing scene and was one of the youngest people in the local management team. In 2023, she became the merchandising manager for two of our primary customers. While her primary role is with them, Thuy has consistently searched for ways to develop customers’ reach in the Vietnam market and supported our Business Development team in their endeavours.

Thuy exemplifies our motto of ‘It Starts with Me,’ seeking opportunities to develop her capabilities and those around her. Her passion for learning and sharing knowledge is evidence of her dedication to leading by example, underscoring the essence of Life@Oi.

Expanding her knowledge

Her drive to push her limits stems from her belief that ‘everyone should try to constantly grow towards their next step.’ With this principle in mind, Thuy pursued a master’s in business administration while working at Otto International, equipping herself with the necessary skills to better manage various areas of our business. She believes that ‘everyone’s knowledge is limited. If we have the opportunity to learn more, we should take it.’

Balancing work, studies, and family is undoubtedly challenging. However, Thuy emphasises that Otto International’s flexible working arrangements made this balance feasible. The mutual trust cultivated between Thuy and her managers played a crucial role, providing her with the confidence to manage both work and academic commitments. When there were tight school deadlines, Thuy felt comfortable to speak up: ‘I could ‘openly discuss my challenges with my managers, who would listen and collaborate with me to ensure I met my academic deadlines while fulfilling my work responsibilities.’ The supportive environment allowed Thuy to seamlessly incorporate her further studies into her work routine.

The impetus for Thuy to study a master’s degree was the ability to put the skills acquired from her courses into action. Her studies not only enhanced the practical skills she employs in her day-to-day tasks, such as developing her research skills for new customers, refining her analytical skills, and finetuning her ability to read financial reports, but it also expanded her strategic thinking and problem-solving abilities. Thuy likens her approach to problem-solving to that of a doctor: She explains that “During my master’s programme, I had to ‘identify the symptoms of a problem within an organisation and find the cause for those symptoms.’ Thuy carries this mentality into her daily work, finding solutions for the root of the issues she finds rather than solely treating the symptoms.

Passion for teaching

While she remains dedicated to her role, and constantly learning, Thuy also has a deep passion for teaching. Her ‘It Starts with Me’ mindset motivates her to seek opportunities where she can fulfil both her desire to be a student and a mentor. Over the past year, Thuy has been a guest lecturer at the University of Economics Ho Chi Minh City, teaching globalisation and sustainability. Her aim is to share practical knowledge from the sourcing industry and provide real-life examples of practices that Otto International has implemented. Additionally, Thuy participates in the Vietnam Alumni Mentoring programme, guiding one student through their undergraduate years at her alma mater.

Thuy’s inspiration to pursue mentoring opportunities arises from her desire to ‘bring something to the younger generation.’ During her time at university, she remembers that I didn’t have the chance to meet with people directly from the industry, and such interactions are a valuable experience for both students and teachers.’ As such, she wants to both teach and learn from students, as she believes they will ‘raise new ideas that help support CR topics and can be implemented into our organisation.’

Moreover, Thuy lectures while working at Otto International to lead by example, encouraging her peers to ‘push their limits and do more.’ Her team members are aware of the extensive scope of her responsibilities inside and outside the office, keeping her motivated to continuously enhance her capacity and perform her best. When her peers approach her about how to learn more about the organisation and take on additional responsibilities, Thuy eagerly transitions from manager to mentor, offering guidance and feedback to help them excel. Her mentoring philosophy is to ‘encourage them to do everything with passion – if you love what you do, success will follow.’

Thuy is a proponent of the proactive culture that Life@Oi aims to cultivate. Her inquisitive nature pushes her to expand her knowledge and inspire others to push their boundaries. She is only one example of the kind of spirit our organisation represents, where at the core we encourage our people to be their own leader.

Check out our News page and LinkedIn to read more about our culture and Life@Oi.

Over the last few years, we have implemented and integrated our Flexiwork policy. Based on mutual trust and respect between team members, Flexiwork enables us to work remotely to cultivate our personal lives while still being fully able to do our jobs. An essential factor that makes Flexiwork possible is our digital set-up; it enables us to work and effectively collaborate with our teams anytime, anywhere. As a result, we have the freedom to seamlessly blend remote and on-site working into our routines.

This setup has given our people the opportunity to pursue further studies, stay close to their children as they grow, and much more. We asked several of our colleagues to share how Flexiwork has impacted their personal lives:

The flexible arrangement has allowed me to better balance work with my personal responsibilities. It gives me a chance to focus on myself and exercise before or after work, which would not be possible if I had to commute three hours every day. However, most importantly, as a single dad, the ability to work remotely for most of the week is invaluable as gives me more time to spend with my seven-year-old daughter and be present in her formative years.

One of the key benefits of Oi’s flexible arrangement is it allows me to dedicate time to sports commitments. I am the captain of my netball team and part of a run club, both of which have matches and races throughout the year. Having the flexibility to start work earlier and leave on time for a match, or to work later into the evening in order to go for a run in the morning has been helpful in giving the time and dedication needed for training. I’m very grateful that I am able to maintain this balance between work and sport, as I really see exercise having a positive impact on my wellbeing.

With the flexibility from our digital solutions and the support of my team, I have the resources I need to be present at my job while also looking after my two children.

My eldest is 11 and I drop him off at school and during his exams, I help him revise. Having the option to work remotely gives me the time to help him with his schooling as well as spend a bit more time with him throughout the day. Similarly, my youngest is a toddler so having the option to work from home allows to look after them, especially when they are sick.

Since working at Otto International, I’ve been able to dedicate my personal time to my passions. I can start my day earlier, allowing me to complete my tasks ahead of schedule and arrive at football practice on time, which would not have been possible with my long commute. I also appreciate having the opportunity to utilise my lunch break for gym sessions, helping me stay active and focused throughout the day. Finding the balance between work and personal interests has never been easy, but Otto International’s flexible arrangement has given me the resources to remain focused on my professional commitments and dedicated to my training.

Working from home provides me with the flexibility to manage my professional responsibilities and attend to my family’s needs. One of my family members requires dialysis and is critically ill most of the time. By cutting out the time required to commute between home and the office, the arrangement ensures that I can provide care for my family while also completing all my responsibilities at work. 

The flexible working arrangement has only benefited our people. Before we had this policy, my mother was sick in the hospital for two months, and it was a difficult time for me because I could only look after her during lunch and after work.

However, since Otto International has implemented the Flexiwork policy, I have been able to spend more time with my family. Over the summer, I took my teenage kids to Australia for three weeks for some quality time and to explore a different country. This was only made possible because of Otto International’s Flexiwork policy, giving me the opportunity to work from another country and spend time with my family.

Since we’ve implemented flexible working at Oi, my team has been able to nurture a healthy balance between work and their family by dedicating more of their time at home, wherever home is for them. For me, I am able to spend weeks back in France and combine my holidays with Flexiwork, without any disruptions to my work. This gives me the opportunity to support my teams while still spending time with my family abroad.

These experiences highlight the importance of workplace policies that support work-life balance, allowing employees to prioritise their personal lives while continuing with their professional responsibilities.

Check out our News page and LinkedIn for more updates and insight into our work culture.

In our previous Life@Oi highlight, we focused on Ernest and Vivian, our Strategy and Development Project Leads, who illustrated what it is like to be adaptable and foster collaboration among our global teams.

This time, we are spotlighting Patrick Schraets and Lily Zhou, who both recently moved into global roles after years of experience in different markets and function areas.

Patrick and Lily embody the essence of our vibrant innovation and culture. Their unwavering commitment to learning and enthusiasm for undertaking new opportunities and challenges in our company is a testament to the spirit of continuous growth and adaptability that Life@Oi champions.

Opportunities for Growth

Through Otto International’s various development programmes, Patrick and Lily sharpened the skills in their toolbox to excel in their new roles. Patrick’s priority is to grow by facing new situations. Over his career, Patrick has worked in the garment industry around Europe and Southeast Asia, gaining experience in various fields – from development, merchandising, production, and quality. Wanting to work closer to the supply chain, he joined Otto International in Dhaka as a Quality Manager in 2019, before becoming our Head of Quality in Bangladesh. Currently, he is the Türkiye Key Account Manager for one of our main customers. During his time, he has observed that Otto International “recognises talent, acknowledges hard work, and provides opportunities to learn,” and therefore an ideal place to grow.

Similarly, Lily has 25 years of experience in the US, Europe, and Asia at major brands and supply chain services companies. She joined Otto International in 2017 as the Senior Merchandising Manager for a key customer. For the last four years, Lily has been the China Key Account Manager for another primary customer and now manages their account globally. In contrast to her most recent experience in the Chinese market, Lily’s new role positions her to “push [her] thinking and learn about new platforms and technologies to achieve Otto International’s goals and operate within a multicultural framework.” Lily’s dedication to being a lifelong student is a testament to her forward-thinking mindset, maintaining the belief that “you must keep yourself learning; it can be through understanding new trends or implementing new ideas.”

Continuous Learning

Patrick and Lily are previous participants of Oi Academy, an initiative to nurture future leaders by developing their collaboration and leadership skills by engaging with colleagues from different function areas and locations on various innovation projects. Patrick explains that the experience trained them to “fall in love with the problem, not the solution.” The initiative prompted them to adapt their thinking and search for solutions in more systematic and creative ways.

Giving and receiving feedback are essential skills for leaders like Patrick and Lily, which they have both refined through trainings. Patrick credits his experiences in Oi Academy and our ‘Train the Trainer’ Programme with teaching him to “adjust yourself to improve yourself” when leading. His approach focuses on fostering a culture of self-improvement in his teams, rather than just providing solutions. For Lily, it was the psychometric tests she took when training that gave her the insight she needed. She also adapts to the working styles of her colleagues, providing encouragement for more proactive team members and offering guidance and feedback to colleagues who are less self-assured. She underscores that constructive feedback is a gift because “you can never do something 100%, there is always something missing – if someone can point this out to you, it’s a very good lesson.”

Embracing Challenge

With Patrick and Lily stepping into new roles, they inevitably face challenges. Moving to a new country has its difficulties; however, Patrick actively sought them. He communicated to his manager that relocating within the company was a career goal and explains, “it is important for me to be proactive in searching for experiences where I can expand my learning – overcoming challenges is what drives me.”

For Patrick, working in Istanbul presented a chance to explore a new market and function area. He believes his experience in different departments “makes [him] more adaptable and deployable in various scenarios.” Patrick also thinks his background in Quality Control in particular makes him more “empathetic to the challenges Quality faces, which at times may be exacerbated by other departments.” One of his goals is to be a mediator between departments, believing his experience allows him to “help iron out the issues” and foster cooperation.

Similarly, the transition from leading a local team to a global one presents Lily with new tasks: “the biggest learning curve will be developing my strategic thinking to a larger, more complex scale.” This involves understanding different global markets and ensuring the team’s overarching goals align with Otto International’s vision. To facilitate this change, Lily has proactively requested mentoring to “support and guide [her] in leading and motivating [her] own team.” This combination of training and mentorship will enhance Lily’s leadership capabilities as well as ensure that her global team thrives under her guidance.

Patrick and Lily epitomise the ethos of Life@Oi, representing our global workforce and values. Their inquisitive spirit pushed them to embrace new opportunities for growth. They are only some of the people that represent the essence of our organisation, where we foster a culture of innovation and forward-thinking for our employees to excel.

Check out our News page and LinkedIn for more business updates and employee spotlights to learn more about our Life@Oi.

Our Approach

We established our Empowerment Programme as part of our Corporate Responsibility (CR) Strategy which aims to bolster the well-being of supply chain workers. It was therefore implemented by ASTRA’s Social Compliance Team who possess a deep understanding of factory conditions and needs. The courses and sessions focus on personal development, self-confidence, and independent decision-making, all while promoting self-recognition and appreciation.

Implementation

We launched our pilot projects in 2022 with selected factories across seven countries in Asia and Europe, covering topics like mental wellbeing, workplace social environment, cultural diversity, unconscious bias, and women empowerment. The participants were encouraged to reflect on their role models, learned stress management techniques, and discussed the importance of respectful cooperation. The materials were tailored to fit the cultural contexts and needs of people in our supply chain.

In addition to on-site training, our team introduced remote programmes to foster open discussions, which required sensitivity from the trainers. To reinforce learning, factories received posters summarising key session content and certificates acknowledging their involvement in the programme.

Results and Feedback

Two of the programme’s main challenges were the language barriers and the varying literacy levels of the workers. To overcome them, the ASTRA team shared videos in their local languages and facilitated role-playing activities to boost engagement. In order to collect feedback from all participants, non-literate workers were paired literate peers and the factories’ welfare officers would explain more complex concepts to them. Going forward, the team will also consider adopting digital methods with audio materials as a more effective and inclusive approach.

Despite these challenges, the empowerment programme has resonated with the participants and its success underscores the importance of enhancing the well-being of those who work in our supply chain. In the end, initially reluctant participants also found the topics valuable and enlightening for both their professional and personal lives: They valued the stress-free sessions, which are beyond typical compliance topics and offered fresh perspectives about their personal lives. Many recognised the significance these topics had on their lives for the first time. Through the programme, they’ve learned to discuss them openly and are motivated to make improvements. In turn, the factory management also expressed enthusiasm, leading to a growing demand for additional empowerment courses.

Looking Ahead

Building on the valuable experiences from the past years, the Otto International CR Empowerment Programme will continue to evolve and expand to more factories, further enhancing the value for individuals in our supply chain.

Visit ASTRA’s website or follow the Otto International LinkedIn page and news channel for more business updates.

What is Transparency?

Transparency refers to the openness and accessibility of information regarding the various tiers and processes involved in the supply chain. It means disclosing the entire supply chain, including vendors and all their active production partners. Transparency can help build trust and accountability by revealing the practices, policies, and performance of companies involved in the supply chain.

Key Elements of Transparency:

Disclosure of the whole supply chain: Vendors share detailed information about all active production partners.

Open Communication: Regular updates and open lines of communication between production partners in various tiers.

What is Traceability?

Traceability refers to the ability to follow the journey of a product back through each tier of the supply chain, all the way up to the raw material itself. It can facilitate the identification of sources, processes, and distribution channels at every manufacturing stage. Traceability enables pinpointing the origins of materials and components, ensuring they meet specific standards and regulations.

Key Elements of Traceability:

Disclosure of the product-related supply chain: Vendors identify and share all production partners involved in the manufacturing processes of a specific product

Tracking Systems: Brands and end-customers can use technologies, such as barcodes and RFID, tags to retrace the journey of a product

Transparency and Traceability: Our Approach

Otto International leverages transparency and traceability as key forces to elevate the social and environmental performance of our supply chain. We endeavour to support our customers in realising their vision for a supply chain that exemplifies openness and accountability. This commitment not only aligns with our mission of being the most responsible partner for bespoke, smart, and simple value chain solutions, but also empowers us to drive positive change within our industry and beyond.

Our current approach is to collect as much relevant data as possible on our all active production partners: this means regularly asking our vendors to provide, review, and update the information in our system on the production partners they are working with. We ask for this data for every tier of our products’ manufacturing process and conduct routine reviews and assessments to ensure the quality of the data provided.

We’ve also been actively advancing our supply chain traceability efforts. Our existing transparency data serves as a robust foundation for our traceability endeavours, enabling us to build upon a solid framework of openness and accountability. In collaboration with our supply chain solutions partner TradeBeyond, we are developing a dedicated system to strengthen our traceability capabilities to effectively trace our products’ journey through the supply chain.

Our commitment to traceability data collection aligns with prevailing legislation, such as France’s “anti-waste law for a circular economy” (AGEC) and prepares us for forthcoming EU legislation. Moreover, it exemplifies our dedication to fostering a sustainable supply chain. Looking ahead, we remain committed to expanding the availability of traceability data to all business partners and enhancing our traceability capabilities in the years to come.

Follow us on LinkedIn and check out our news channel to learn more about our sustainability innovations and business updates.

featuring LIMITED, our 3D digital design competence centre, is an integral part of our Digital Product Creation (DPC) process, and AI has revolutionised how featuring LIMITED meets our customers’ needs. Simulation enables the creation of fully digital models in various poses and styles, offering a seamless process for designing and marketing on online platforms.

The integration of AI tools emerges as a pivotal strategy to elevate our service offering. By leveraging digital solutions, we refine customer interactions to reduce the financial burden and alleviate time restraints, while keeping our dedication to sustainability at the forefront of what we do. This is especially true in the realm of e-commerce and digital marketing, where costs can be halved, lead times reduced by weeks, and wasteful physical samples can be eliminated entirely.

Mitigating Time-Cost Constraints

Implementing AI tools into the digital design process has the potential to transform how we complete routine operations. A studio photoshoot, traditionally, involves a wide variety of tasks, such as securing a venue, hiring models and a photographer, as well as arranging for a series of product samples. The DPC process, utilising AI tools, helps us streamline this process onto a single platform, providing one tool that enables the designing, sampling, and capturing of marketing photos for any product created on them. The emergence of tools like Ecoshot by Tronog and Lalaland mark a shift towards a more time and cost-effective approach.

For example, featuring LIMITED was faced with the problem of creating a portfolio for a German catalogue with a set of specifications: the model had to be a 40-year-old European lady with light-mid brown skin and long wavy black-brown hair. The task was given with a two-week deadline, a difficult ask in the old way of working. However, featuring LIMITED employed Ecoshot, in which AI algorithms replicate human features with a high degree of accuracy and efficiency. The outcome was a portfolio of 17 realistic and dynamic poses fitting the customer’s needs in four days.

Otto International, through featuring LIMITED, plans to redefine the way in which e-commerce marketing photos are generated by making the entire process digital. Integrating AI into the DPC process helps reduce costs and alleviate time restraints on companies, freeing up marketing departments’ resources. Traditionally, producing a portfolio with 17 different photographs in various products and poses would take weeks. A significant amount of the timeline hinges on model availability. The time spent searching for a real-life model that meets a customer’s requirements becomes obsolete as a CGI model is always ready at a moment’s notice and at no additional cost. Therefore, the digitisation of this step can lead to a faster turnaround, as 3D images can be produced within minutes.

Additionally, eliminating the necessity for physical photoshoots enables a more flexible design process: the urgency and costs incurred during sample creation, shipping, and the need for physical samples at specific locations are gone. In turn, it opens the door for brands to pursue other marketing endeavours. Consequently, digital tools optimise the design process and open myriad possibilities for remote collaboration, faster iterations, and reduced overhead costs, leading to a more dynamic production cycle.

Our Dedication to Sustainability

Featuring LIMITED’s transition from physical samples to digital tools is about bringing change that extends further than maximising efficiency and quality for brands. As a member of the Otto Group, we conscientiously implement processes and technologies that contribute towards achieving the Group’s climate goals.

Annually, the textile industry produces 92 million tonnes of waste, making up for at least 7% of the total waste in landfills globally, as well as contributing to approximately 8% of global greenhouse gas emissions. It is therefore pertinent to find solutions that mitigate the industry’s impact on the environment.

Digital tools play a pivotal role by enabling e-commerce brands to conduct dry tests, where 3D technology is used to display styles and patterns without producing physical samples. By gathering consumer feedback during these tests, brands can refine and produce the most marketable designs, resulting in fewer physical samples. Photoshoot samples have a relatively short product lifecycle – rarely lasting past the shoot before going to landfills where they decompose and emit greenhouse gases. In their brief lifecycle, they also consume a plethora of resources, from their material sourcing and design to their shipping. By leveraging DPC and its AI interventions, brands can perfect styles digitally, slashing the need for physical samples that contribute to landfills.

Katharina Bobrowski, our featuring LIMITED General Manager, says: “The future of fashion development is undeniably digital. At featuring LIMITED, we are pioneering the integration of 3D technology to revolutionise the product development process. This not only accelerates design and production but also significantly reduces the need for physical samples, cutting down costs and our carbon footprint. By embracing digitalisation, we are not just enhancing efficiency and collaboration across teams but also driving sustainability objectives forward. Our commitment to digital product creation is a testament to our dedication to innovation, cost-effectiveness, and a more sustainable fashion industry.”

AI tools are a means to redefine how we navigate customer relationships and help companies maximise their resources and refine their operations. Integrating digital tools into our processes can fundamentally change how fashion companies and brands navigate the product design process to enhance a consumer’s shopping experience and minimise their environmental impact. Otto International and featuring LIMITED stand at the forefront of this transformation, implementing sourcing solutions for a better future.

Check out our LinkedIn, news channel, and featuring LTD’s website to learn more about our digital innovations and business updates.

It is well-known that conventionally grown cotton demands a substantial quantity of arable land, energy, and water. In addition, the extensive use of chemical fertilisers and pesticides pollute local ecosystems and contribute to climate change. As a result, it has become imperative to seek an approach to cotton farming that is more environmentally sustainable.  

What is Regenerative Cotton Farming? 

Regenerative cotton farming is an approach to cotton cultivation that aims to restore and enhance the health of the soil, and increase biodiversity, therefore capturing carbon from the atmosphere. 

In essence, this kind of farming seeks to make the land healthier, the water cleaner, and reduce the negative impact on the ecosystem. 

What is the Difference Between Organic Cotton and Regeneratively Farmed Cotton? 

Regenerative cotton farming is a more comprehensive approach to sustainable farming than organic cotton. While organic cotton mainly focuses on eliminating the use of synthetic pesticides and fertilisers from the farming process, regenerative cotton farming goes further by aiming to restore soil health, improve biodiversity and reduce cotton cultivation’s environmental impact. 

Principles of Regenerative Cotton Farming 

The principles of regenerative cotton farming include nurturing the soil, enhancing biodiversity, and working towards eliminating chemical inputs.  

Soil health is central to regenerative farming. Healthy soils help increase the efficiency of water, land, and fertiliser use, as well as the amount of carbon stored by the soil. The physical, chemical, and biological properties of healthy soils foster a diverse ecosystem of beneficial organisms, mitigate erosion, absorb and store water, and cycle essential plant nutrients. 

An essential part of regenerative cotton farming is crop rotation, which involves cultivating different crops on the same land in a specific sequence over multiple years, providing an array of benefits. For example, farmers may rotate cotton with corn or soybeans to infuse nitrogen into the soil, which reduces the reliance on synthetic fertilisers. By diversifying the crops, farmers can also foster more diversity in insects and soil organisms. Certain pest-resistant crops can also be used in the rotation, which suppresses the amount of cotton pests present in the cycle. Therefore, crop rotation is also an economical and strategic way to manage pests and diseases. 

Biodiversity is important for ecological balance. A diverse ecosystem includes various plant species, beneficial insects, and soil microorganisms which help to reduce soil degradation and erosion as well as keep the surrounding waterways healthy for future cultivation.

The decreased use of synthetic pesticides is a result of healthier soils and more biodiverse ecosystems. Regenerative farmers often rely on natural and organic alternatives and integrated pest-management practices to enrich the soil. As a result, it also minimises harm to farmworkers and communities near cotton farms 

The Future of Regenerative Cotton  

Because soil health is one of the most primary environmental factors in productive cotton farming, it is expected that regenerative cotton farming practices will become increasingly popular among farmers and textile producers. To keep natural ecosystems in balance, regenerative agriculture is essential for the textile industry transition to a more sustainable future. 

Check out our LinkedIn and news channel to learn more about our sustainability initiatives.

However, the manufacturing of jeans is one of the fashion industry’s biggest carbon footprints. Denim is mainly made from cotton, and a single pair of cotton jeans consumes between 10,000 and 20,000 litres of water along its supply chain. The majority of the water is used to grow the cotton used and all the different garment washing processes are used to finish the final product. Coupled with the high energy consumption and vast chemical usage in various wet processes, denim is one of the least sustainable fabrics, and has arguably been a significant contributor to climate change.

Below, we investigate what options are available to reduce the environmental impact of this supply chain.

What are the more sustainable ways to produce Denim?

Alternative Cotton Use

Since cotton is the primary raw material in denim production, using organic options where no synthetic pesticides or fertilizers are used in the growing process can be a more sustainable way to cultivate it. The farming of organic cotton promotes soil health and biodiversity, and water consumption and chemical usage are minimal. Organic cotton creates 48% less carbon dioxide than conventionally grown cotton and uses around 90% less water. Economically sustainable options, like CmiA, also generally use less chemical pesticides.

Alternative Dyeing Methods

Denim’s traditional dyeing method with indigo dyes is water-intensive and requires a huge amount of sodium hydrosulphite and caustic soda, which are released together with unfixed dyes into water sources.

By using modern dyeing methods, such as pre-reduced indigo, which is water-soluble, the amount of sodium hydrosulphite can be reduced by 60-70%. Newer dyeing methods like Foam Dyeing, where foam is used to transfer indigo dye onto yarns, help to reduce water usage by up to 90% and energy consumption by up to 30%.

Nowadays, natural indigo dyes and fully traceable biosynthetic dyes, which are less toxic for the environment, are available and act as a better alternative to synthetic indigo.

Cationic Denim is a production method where cotton has been chemically modified to be permanently positively charged and can help to reduce water and energy consumption. Due to the positive charge, the cotton absorbs the dye more quickly and results in a reduced dyeing time, chemical usage, and wastewater as a byproduct.

Alternative Finishing Processes

The most energy and water-intensive parts of denim production are the finishing processes, where different types of washes are applied to get special wash-out effects, abrasion level, and hand feel. More sustainable, new technologies are now replacing the traditional ones in these processes.

• Enzymes are used as an alternative to harsh chemicals during bleaching and stone washing. The use of enzymes not only reduces environmental pollution and health hazards but also enhances the quality and texture of fabrics. By using enzymes, only the dye and appearance are changed. The fabric quality, strength and elasticity remain the same.

• Stainless-steel abrasive drums fastened to the washing machine cylinder can reduce water and energy consumption. These drums are specially treated to make them more or less abrasive, depending on the intensity of treatment required. The effect is the same as that of stone-wash and can almost entirely eliminate the carbon footprint of pumice stones.

• Ozone, generated from oxygen, can be used as an alternative bleaching agent to chlorine and potassium permanganate (PP), neither of which are environmentally friendly chemicals. By using ozone for the bleaching process, more than 80% of chemicals and almost 70% of water can be saved compared to the conventional treatment with chlorine bleach.
• Laser engraving technologies are replacing traditional methods like hand-sanding and PP spraying which are unsustainable and may pose hazards to garment workers. By using lasers, less water and chemicals are used and the effects are highly reproducible. Digital design files for laser engraving also make rapid prototyping and adjustment possible.

Even though these new methods still sometimes have to be used in combination with the traditional ones, they help to achieve the same designs and overall look to the denim while saving water, energy, time, and chemicals throughout the process. More advanced technologies and further development of the existing ones are being explored: together they will make denim production even more sustainable.

Follow our LinkedIn page and check out our news channel to learn more about our sustainability initiatives and business updates.

All of our recruitment processes are conducted through the following official channels:

• Our LinkedIn page, Job Postings, or via a connection request from a verified HR representative
• Our Careers Page
• Through local job boards such as bdjobs

In any case, we want to make clear that our company does not charge any fees for job applications, interviews, or as a guarantee for employment, and any demand for money should be considered fraudulent, so please be aware!

Boiler Operational Safety Programme (BOSA)

The Boiler Operational Safety Programme (BOSA) exemplifies ASTRA’s proactive approach to mitigating risks associated with boiler operations. BOSA began as a data collection initiative in 2017 in Bangladesh, focusing on the intricacies of boiler operations within the Oi supply chain. The initiative emerged from the necessity for a comprehensive safety programme, as boiler operators and management identified that many accidents occurred due to negligence.

Now, BOSA has evolved into a global initiative aimed at instilling a culture of safety by supplying workers with the necessary tools and expertise to prevent accidents. With this vision in mind, ASTRA developed a programme that not only draws attention to potential risks but also provides extensive training to enhance the skills and knowledge of those involved in boiler operations.

Over the years, BOSA has been a significant part of improving boiler safety standards across Oi’s global supply chain. Through a proactive approach of listening to feedback and responding to changing circumstances, ASTRA ensures that safety remains a top priority. ASTRA’s commitment to maintain safety protocols exhibits their dedication to operational excellence and continuous improvement, making them a pioneer in their field.

Minimum Fire Safety Assessment (MFSA)

In response to the tragic Rana Plaza incident in 2013, and the universal desire to prevent similar tragedies in the future, ASTRA launched the Minimum Fire Safety Assessment (MFSA) programme. By focusing on the widespread installation of high-quality fire equipment and development of firefighting teams, the programme aims to establish a robust fire safety infrastructure that satisfies international standards. This involved engineers from Hong Kong evaluating buildings in Oi Bangladesh factories. Part of the programme is a color-coded system (red, orange, yellow, green) to indicate how well a factory complies with fire safety rules, providing clear goals for improvement.

ASTRA’s MFSA programme has made great progress in enhancing fire safety across all of Oi’s facilities. The initiative underscores the importance of stringent fire safety regulations and their effective implementation to safeguard lives and ensure the smooth operation of supply chain facilities. The programme’s strides towards minimising workplace fires illustrates a proactive approach to safety and risk management, reinforcing our commitment to protect not only the continuity of business operations but also the welfare of our workforce.

CNG and LPG Cylinder Safety Factsheet

To address the rise in gas-related accidents in Bangladesh, ASTRA introduced the CNG and LPG Cylinder Safety Factsheet. This resource aims to ensure everyone is well-informed about the proper handling and maintenance of gas cylinders and to reinforce the critical importance of following these procedures.

The Factsheet is instrumental in providing clear guidelines and best practices to comply with local, state, and federal safety standards, thus empowering workers within Oi’s supply chain emphasises how responsible handling practices minimise negative impacts on the environmental, aligning with ASTRA’s commitment to corporate social responsibility. By preventing accidents and hazards, ASTRA supports the continued growth of sustainable practices and fosters safe and responsible use of resources.

ASTRA’s distribution of the Safety Factsheet demonstrates their dedication to accident prevention and safety protocols. The global rollout of this resource further underscores our commitment to safeguarding the welfare of workers while upholding our promise to sustainability and operational excellence.

ASTRA’s comprehensive strategy to occupational health and safety is key to how we set the right standard in our supply chain. Through their three-pronged approach, BOSA, MFSA, and the CNG and LPG Cylinder Safety Factsheet, ASTRA addresses a range of safety challenges with precision and fosters a holistic approach to worker safety and well-being. By establishing robust benchmarks and continuously refining its safety strategies, ASTRA not only protects the workers in Oi’s global supply chain but also cultivates a culture of responsibility which it wants to resonate across the industry. As ASTRA continues to lead by example, its commitment to safety excellence remains unwavering, paving the way for a safer and more sustainable future in the textile and garment industry.

Visit ASTRA’s website or follow the Otto International LinkedIn page for more business updates.