Fashion
As natural resources dwindle, luxury fashion must pursue sustainability says Square Management study
Published
January 11, 2026
Long defined by rarity, artisanal excellence, and desirability, the luxury sector now faces an unprecedented equation: how can it continue to create value without further increasing pressure on natural and social resources? This is the question addressed by the report “Business models for sustainable luxury,” published by the consultancy Square Management, which offers an in-depth analysis of the transformation of luxury business models through the lens of planetary boundaries.
The study’s first finding is that luxury occupies a strategic position in the ecological transition. With global sales of 364 billion euros in 2024 and considerable symbolic weight, it wields significant influence across the creative industries as a whole. Yet this influence plays out against a backdrop of multiple pressures: the growing scarcity of raw materials (gold, leather, cashmere); tighter regulation (the CSRD directive, the AGEC law, the Green Deal); the increasing integration of ESG criteria into financial valuation; evolving consumer expectations; and shifting cultural norms around consumption.
A strategy to be implemented globally
In the face of these shifts, the study shows that marginal adjustments are no longer enough and urges the luxury sector to undertake a profound transformation of its business models. To frame this reconfiguration, the report draws on the circular economy’s “9Rs” framework, which ranks sustainability strategies from the least to the most transformative, from recycling to calling into question overproduction.
The study highlights a wide variety of models already in play. The least ambitious strategies focus on waste-to-energy (Recover) or the recycling of raw materials (Recycle), with examples including Guerlain‘s refillable bottles and Prada‘s Re-Nylon line. More structurally significant are upcycling approaches (Repurpose, Remanufacture, Refurbish), which turn unsold items and dormant stock into creations with high symbolic value: Balenciaga, Jean Paul Gaultier, Coach, and Jeanne Friot exemplify this blend of circularity, creativity, and storytelling.
Reducing production and buying less: two key ideas for sustainability
Repair is a crucial lever. By extending product lifespans, it avoids the most emissions-intensive stages of the life cycle. Maisons such as Hermès, Chanel, and Cartier have made it a pillar of their client relationships, while platforms such as Tilli are helping to structure this practice at scale. Re-use and rental are also fast-growing markets, driven by younger generations: 65% of luxury consumers say they are interested in buying second-hand, according to the “True-Luxury Global Consumer Insights” report (BCG-Altagamma, 2023), a figure that is rising steadily.

The most transformative models are those aimed at reducing production itself, namely Reduce, Refuse (superfluous purchases), and Rethink. On-demand manufacturing, pre-orders or limited production, as practised by Gabriela Hearst or MaisonCléo, help limit unsold stock while reinforcing exclusivity. Some houses go further still, committing to regenerative models: Kering invests in regenerative agriculture, while Chloé embeds social and environmental impact at the heart of every product as a mission-driven company. However, the report emphasises that these transformations face major obstacles.
The limits of the “do less harm” philosophy
Internally, many obstacles are cited to the introduction of circular models: complex logistics, high costs, cognitive resistance, and a cultural attachment to ownership. To overcome these, the study’s authors identify several key factors, including enhanced traceability (notably via blockchain), co-opetition between players to pool costs and, above all, the ability to reframe sustainable luxury symbolically, not as a renunciation, but as a new form of prestige.
The study also highlights a strategic shift: luxury can no longer settle for “doing less harm.” It is now expected to create positive, measurable, and shared value that is compatible with planetary boundaries. A transformation that profoundly redefines the very notion of desirability.
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Fashion
Bangladesh commerce minister seeks Chinese investment in jute sector
Fashion
Sri Lanka’s apparel exports down 2.6% in January 2026
Total apparel shipments fell by 2.66 per cent year on year to $425.44 million in January 2026, compared with $437.07 million in the corresponding month of 2025. The performance underscored uneven global demand conditions that continue to influence sourcing patterns and order flows for Sri Lankan manufacturers.
Sri Lanka’s apparel exports declined 2.66 per cent YoY to $425.44 million in January 2026 amid weak global demand.
Shipments to the US and EU softened, while the UK remained stable with slight growth.
Other markets saw sharper contraction.
JAFF highlighted DCTS benefits and tariff changes while suggesting diversification and efficiency to sustain competitiveness.
Exports to the United States, the country’s largest market, decreased by 2.73 per cent to $165.11 million, while shipments to the European Union excluding the United Kingdom, declined by 1.93 per cent to $126.99 million. In contrast, exports to the UK remained broadly stable, rising marginally by 0.23 per cent to $61.71 million. Apparel shipments to other markets dropped more sharply by 6.07 per cent to $71.63 million.
JAAF noted that the UK’s steady performance offers a constructive signal for the sector, particularly as the revised Developing Countries Trading Scheme (DCTS), effective January 1, 2026, is expected to enhance sourcing flexibility and strengthen Sri Lanka’s competitive position in the British market.
The industry body also highlighted the introduction of a uniform 10 per cent temporary tariff in the US market as a relatively supportive development, reducing the impact of previously higher country-specific rates and providing greater short-term pricing predictability for exporters.
Commenting on the January outcome, JAAF said the moderate decline reflects ongoing volatility in global demand. The association emphasised that the industry remains committed to reinforcing resilience through market diversification, product innovation and operational efficiency, while collaborating with stakeholders to sustain Sri Lanka’s standing as a reliable apparel sourcing destination.
Fibre2Fashion News Desk (KUL)
Fashion
Italy’s Moncler FY25 revenue reaches $3.69 bn with resilient margins
Profitability remained robust despite a more challenging trading backdrop. Group EBIT stood at €913.4 million, broadly stable year on year (YoY), translating into a 29.2 per cent margin versus 29.5 per cent in FY24. Net profit reached €626.7 million compared with €639.6 million a year earlier, reflecting higher net financial expenses, while maintaining a 20 per cent margin.
Moncler has reported revenues of €3.13 billion (~$3.69 billion) in FY25, up 3 per cent at constant exchange rates, with net profit of €626.7 million (~$739.5 million).
Asia led regional growth, while DTC channels strengthened across brands.
Q4 revenues rose 7 per cent, driven by robust Moncler and Stone Island performance, as the group prepares for continued investment and leadership transition.
Regionally, the group recorded strong momentum in Asia, where revenues rose 7 per cent at constant exchange rates to €1.42 billion, supported by demand in China and Korea and a recovery in tourist flows. The Americas increased 5 per cent to €391.1 million, whereas Europe, Middle East and Africa (EMEA) declined 3 per cent amid subdued tourism-related traffic, Moncler said in a press release.
Channel performance highlighted the continued shift towards direct engagement. Moncler’s direct-to-consumer (DTC) revenues rose 4 per cent to €2.36 billion, accounting for nearly 87 per cent of brand sales, while wholesale declined 4 per cent as the group continued to enhance distribution quality. Stone Island’s DTC channel expanded 11 per cent to €226.4 million, whereas wholesale decreased 4 per cent.
The group’s financial position strengthened further, with net cash reaching €1.46 billion at year-end after dividend payments of €353.2 million. The board proposed a dividend of €1.4 per share and approved the consolidated sustainability statement.
Remo Ruffini, chairman and CEO of Moncler, said: “Moncler and its board of directors wish to express their most sincere thanks to Gabriele Galateri di Genola for his dedication and the highly valuable contribution he has made throughout his more than ten-year term of office. His significant experience, the vision developed over many years in senior leadership positions at leading industrial and financial organisations, as well as his constant commitment to good governance, have represented a key point of reference for our work. With gratitude, we extend our best wishes to Gabriele Galateri di Genola for the future.”
In the fourth quarter (Q4), the group delivered accelerated momentum, with revenues rising 7 per cent at constant exchange rates to €1.29 billion (~$1.52 billion). Moncler brand revenues reached €1.17 billion, up 6 per cent, while Stone Island posted €123.1 million, surging 16 per cent with double-digit growth across all regions.
Moncler’s DTC channel advanced 7 per cent despite a demanding comparable base in the quarter, supported by Asia and the Americas, while wholesale returned to growth, rising 2 per cent. Stone Island recorded broad-based acceleration, with DTC revenues increasing 16 per cent and wholesale climbing 17 per cent, partly reflecting delivery timing shifts from the previous quarter.
Looking ahead, the group emphasised continued investment in brand development and organisational strengthening, including the appointment of Leo Rongone as group chief executive officer from April 2026, as it seeks to sustain long-term growth and value creation.
Fibre2Fashion News Desk (SG)
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