A wedding gown that can retail for $400 to $1,000 in international markets is being made by workers in Narayanganj, Bangladesh. The production reflects a broader shift in Bangladesh’s apparel industry as manufacturers move into specialized, higher-value products that demand greater craftsmanship.

At Adamjee Export Processing Zone (EPZ), German-invested UBF Bridal Limited has built a niche business around bridal fashion. The company began production in April 2022 with an investment of about $10 million. It now employs 357 people and exported $5.27 million worth of products in fiscal 2025-26. Its target is $8-9 million in the current fiscal year.

The factory produces wedding gowns along with veils, petticoats, suits, jackets, boleros, jewelry and other bridal accessories. Products are shipped to Germany before reaching customers across Europe, the United States, Brazil, South Africa and other international markets.

Unlike basic apparel, bridal wear requires detailed construction and careful fabric handling. A gown can contain separate bodice, corset, skirt and train sections, with lace, floral details and other embellishments added before final assembly.

This creates a different skills requirement. Md. Robiul Haque Siddiqui, Chief Operating Officer, UBF Bridal Limited, said finding experienced workers and managers was difficult when the company started operations in Bangladesh.

The factory has grown from one production line to eight. UBF plans to increase that number to 10-13 lines, with about 23 operators assigned to each line. The company also plans to invest another $6 million in Bangladesh over the next two years.

Its expansion strategy goes beyond increasing production. UBF plans to work with local designers and increase domestic sourcing of embroidery and lace. It is also considering footwear production in Bangladesh.

The growth of UBF Bridal also highlights the changing role of Adamjee EPZ. Established in 2006 on the former Adamjee Jute Mills site in Siddhirganj, Narayanganj, the 292.62-acre zone has become a major export manufacturing hub.

According to the Bangladesh Export Processing Zones Authority (BEPZA), Adamjee EPZ now employs 76,027 people and has attracted $847.03 million in investment. Its factories have generated $11.14 billion in exports. The zone hosts industries ranging from garments and textiles to accessories, electronics, electrical products and other export-oriented manufacturing.

For Bangladesh, the significance of bridal wear extends beyond one factory. Grand View Research estimates the global bridal wear market was worth $82.4 billion in 2024 and could reach $109.9 billion by 2030, supported by demand for luxury and customized wedding clothing.

The opportunity points to a larger direction for Bangladesh’s apparel sector. Competing on volume remains important, but specialized products can create greater value through design, craftsmanship, and technical skills.

UBF Bridal’s operation in Narayanganj shows that the “Made in Bangladesh” label can move into increasingly specialized segments of the global fashion market.

Aman Fashions and Designs Ltd. (AFDL) of Unifill Group has achieved LEED Platinum Certification. The facility scored 100 out of 110 points under the USGBC LEED v4 O+M: Existing Buildings rating system.

The achievement highlights the growing potential of Bangladesh’s industrial sector to reach world‑class sustainability performance.

This success is driven by strong management commitment, technical expertise, continuous monitoring, and disciplined implementation.

As an operational industrial facility, AFDL proved that sustainability can be integrated into a running factory. Measurable gains were achieved in energy and water efficiency, waste management, indoor environmental quality, and building operations.

AFDL achieved a 96.12% Alternative Transportation Rate, indicating very low dependence on conventional single-occupancy transportation. The facility also restored 27% of its on-site habitat, helping improve ecological value.

The factory achieved 100% Heat Island Reduction and implemented exterior lighting measures to reduce light pollution.

Water efficiency was another major area of achievement. AFDL recorded 51.68% indoor potable water savings and requires no permanent irrigation, significantly reducing outdoor potable water consumption.

The facility also achieved maximum performance in cooling tower water use and comprehensive water metering.

In energy performance, AFDL achieved a 61.40% improvement, earning the maximum 20/20 points for Optimize Energy Performance.

The LEED review also recorded exceptional renewable energy performance. Renewable energy generated at the facility was equivalent to 112.73% of applicable annual energy consumption.

The project further achieved Enhanced Refrigerant Management, helping reduce the environmental impact associated with HVAC refrigerants.

AFDL has introduced sustainable purchasing practices covering ongoing consumables, lamps, facility maintenance materials and furniture.

More than 90% of ongoing operational waste streams are diverted from landfill. In addition, 96.04% of facility maintenance and renovation waste has been diverted from landfill.

The facility has also implemented a comprehensive Indoor Air Quality Management Program and Enhanced IAQ Strategies, including entryway systems, filtration and indoor environmental monitoring.

AFDL uses 100% compliant powered green-cleaning equipment, along with sustainable cleaning products and procedures. An APPA Custodial Effectiveness Audit Score of 2.37 demonstrates a high standard of building cleanliness and custodial management.

Other initiatives include an Integrated Pest Management Program and an Occupant Comfort Survey aimed at improving workplace conditions.

The company has adopted long-term sustainability policies covering site management, sustainable purchasing, solid waste management, facility maintenance and renovation, indoor air quality, green cleaning, integrated pest management, environmental management and employee welfare.

A Green Education Program has also been introduced to raise environmental awareness among building occupants.

AFDL earned additional LEED Innovation points through strategies related to Social Equity within Operations & Maintenance Staff and practices addressing Cleaning and Disinfecting for Emerging Pathogens.

Transforming an operating building into a high-performance green facility requires more than sustainable design. It requires accurate measurement, documentation, operational discipline, management commitment and continuous participation from the people operating the facility.

360 Total Solution Limited (360 TSL) served as the Principal LEED Consultant for the project. Its team supported AFDL throughout the certification process, covering assessment, sustainability strategy, performance improvement, energy and water analysis, policy development, commissioning, monitoring, documentation and final LEED certification.

According to 360 TSL, the achievement represents another milestone in its mission to help industries move beyond conventional compliance toward measurable energy efficiency, water efficiency, environmental responsibility, operational excellence and green building performance.

According to 360 TSL, the achievement demonstrates that “green” is not simply a certification, but a continuous process focused on improving people, planet, performance and profitability.

Bangladesh and the Netherlands have signed a memorandum of understanding (MoU) to strengthen cooperation on the circular economy, with a focus on making Bangladesh’s textile and ready-made garment (RMG) sectors more sustainable and competitive.

The agreement will support cooperation across the textile value chain. It will focus on efficient resource use, waste reduction, recyclable production systems and green industrialization, according to the Ministry of Commerce.

Khandakar Abdul Muktadir, Commerce Minister, Government of Bangladesh, signed the MoU on behalf of Bangladesh, while Stientje van Veldhoven, Minister for Climate and Green Growth, Government of the Netherlands, signed on behalf of her country. The two ministers joined the signing ceremony virtually.

Md Ataur Rahman Khan, Secretary, Ministry of Commerce, Bangladesh; Bangladesh Ambassador to the Netherlands Faiyaz Murshid Kazi and Joris van Bommel, Dutch Ambassador to Bangladesh, among others, attended the program.

Muktadir said sustainable production systems and circular approaches have become necessary for the global textile industry.

“Bangladesh’s RMG and textile supply chains are deeply integrated into the global market. So, international cooperation in these sectors needs to be strengthened,” he said.

He said the agreement is an important step toward building a greener, more resilient and future-oriented economy.

According to Muktadir, the circular economy can help Bangladesh improve resource efficiency, attract sustainable investment and create green jobs. It can also strengthen the long-term competitiveness of the country’s export sector.He also highlighted the importance of sustainability as Bangladesh moves toward graduation from the least developed country (LDC) category.

Strengthening industrial sustainability, adopting environmentally friendly production systems and meeting international standards will help Bangladesh remain competitive in future global trade, he said.

Van Veldhoven said expanding the circular economy is now extremely important.

However, she said no country can complete the transition alone. International cooperation, commercial partnerships and coordinated action are needed across the entire supply chain.

Officials from Bangladesh and the Netherlands have already discussed priority areas for cooperation, she said. “These discussions now need to be quickly translated into concrete measures,” she added.

The Dutch minister also expressed interest in expanding cooperation between the two countries through international forums.She hoped the partnership would become more effective and focused on measurable results.

The MoU is expected to create new opportunities for green technologies, innovation and sustainable production systems in Bangladesh’s textile and RMG sectors.It could also support better resource use and help strengthen Bangladesh’s competitiveness in international markets.

Textile wastewater has long been managed around what factories can measure. Chemical residues, heavy metals, pH, and suspended solids are already part of routine testing. The next challenge is harder to track. Fiber fragments released during textile production can be discharged into wastewater, yet consistently measuring them remains difficult.

The problem is not a lack of testing methods. Direct fiber analysis can provide detailed results, but it is difficult to use routinely across a global supply chain. This is creating interest in Total Suspended Solids, or TSS, an established wastewater parameter that could provide a practical signal of fiber pollution. According to The Microfiber Consortium, earlier work with the ZDHC Foundation found a correlation between TSS and fiber fragment concentration and identified TSS as a potentially affordable monitoring approach.

A different wastewater challenge

The textile industry already has a structured approach to hazardous chemical management. According to ZDHC, the Manufacturing Restricted Substances List, or MRSL, controls chemicals intentionally used during textile manufacturing. ZDHC also uses the Globally Harmonized System, or GHS, for chemical hazard classification and communication.

Fiber fragments require a different approach because they are physical particles. Polyester, cotton, and polyamide can release fragments during wet processing. Denim production and industrial laundry can also contribute to fiber release.

TSS measures the total mass of suspended material in wastewater. That material can include fibers, biological solids, minerals, dye residues, and other particles. Its value therefore depends on how consistently it reflects actual fiber fragmentation.

That question is now being tested across 15 textile manufacturing facilities worldwide. Samples from balancing tanks and final effluent discharge points are being compared using TSS and Dynamic Image Analysis, or DIA. The work covers polyester, cotton, polyamide, denim and laundry operations.

Why Bangladesh matters

The issue is already visible in Bangladesh. A 2024 study published in the Journal of Hazardous Materials Advances examined 11 wovens, knit and denim textile facilities and found an average of 615.45 microfiber particles per liter in influent wastewater. Effluent still contained an average of 212.72 particles per liter, while sludge contained 10,545.45 particles per kilogram. The reported removal rate ranged from 23.52% to 82.19%.

These numbers show why wastewater monitoring alone is not enough. Fiber pollution can remain after treatment and can also accumulate in sludge.

For Bangladesh, a reliable TSS proxy could fit into existing wastewater monitoring systems and help factories identify changes in performance.

The overlooked destination

Wastewater treatment can capture fiber fragments without destroying them. Some captured material can move into treatment sludge. The Bangladesh findings make this concern particularly clear, with sludge showing much higher microfiber concentrations than treated effluent.

The real opportunity is therefore bigger than adding another wastewater test. It is about connecting production processes, wastewater performance and the final destination of captured fibers.

If TSS proves reliable enough to serve as an internal process indicator, manufacturers could use existing systems to identify problems and improve control. That would move fiber pollution from a specialist sustainability concern toward a measurable factory performance issue.

More relevant Article:

https://www.textiletoday.com.bd/why-zdhc-is-a-business-necessity-for-textile-apparel-exporters-in-bangladesh

https://www.textiletoday.com.bd/zdhc-reports-progress-in-cutting-toxicity-across-textile-wet-processing

Key insights:

• TK Group is set to launch a 2.2 M-ton refinery in March 2027.
• The project could raise Bangladesh’s local fuel refining capacity from 23% to 57% of demand.
• Bangladesh currently consumes around 6.5 million tons of fuel each year.
• The refinery will add 1.7 million tons of new annual refining capacity.
• The expansion could also help BPC save around $200 million in foreign exchange costs.

Bangladesh could soon refine more than half of its annual fuel demand at home. TK Group of Industries’ Super Petrochemical PLC (Public Limited Company) plans to start production at its expanded refinery in Juldha, Chattogram, in March 2027. More than 80% of the project is already complete.

The expansion will add 1.7M tons of annual refining capacity, taking the company’s total capacity to 2.2M tons, including its existing 500,000-ton capacity. Bangladesh consumes around 6.5M tons of fuel each year, while state-owned refineries can currently process about 1.5M tons, or roughly 23% of national demand. Once the new capacity comes online, Bangladesh could refine around 57% of its total fuel demand locally.

Diesel will lead production

The expanded refinery will focus mainly on diesel. It will also produce around 450,000 tons of furnace oil each year, along with marine fuel and other petroleum products for industrial and shipping users.

Total processing capacity will rise to about 51,700 barrels per day. The new facility will add around 35,000 barrels per day to the existing 16,700 barrels per day capacity. This is significant as diesel is one of Bangladesh’s largest fuel requirements.

Refining and storage will expand together

Super Petrochemical is also expanding its fuel storage capacity. The company currently has 116,650 tons of storage capacity, while another 184,000 tons is under construction.

Once completed, total storage capacity could reach about 300,000 tons. The larger storage base could help the company maintain fuel stocks and manage supply disruptions more effectively, giving Bangladesh greater flexibility in fuel supply management.

The foreign exchange impact could be significant

Bangladesh spends heavily on fuel imports. In fiscal 2024-25, the Bangladesh Petroleum Corporation (BPC) spent Tk50,195 crore on fuel imports. Of this, Tk39,692 crore was spent on refined petroleum products.

Super Petrochemical executives estimate that the expanded refinery could help BPC save around $200 million in foreign exchange costs. More local refining could also reduce exposure to international refined fuel prices and strengthen domestic fuel supply.

Private refineries already play a role

Super Petrochemical is already among the private companies supplying fuel to BPC. It processes imported naphtha and condensate to produce products such as diesel and octane. Its current naphtha processing capacity is 16,700 barrels per day.

Private companies supplied more than 1.4M tons of fuel to BPC in fiscal 2024-25. This included around 767,000 tons of diesel, 258,000 tons of octane and 380,000 tons of petrol.

BPC also received around 700,000 tons of petroleum products from government and private fractionation plants during the year, valued at about Tk8,117 crore.

A major shift could be coming

If the new refinery operates at full capacity, Super Petrochemical could refine around 2.2M tons of fuel a year, equal to nearly 34% of Bangladesh’s annual fuel demand. At the national level, local refining capacity could rise to around 57% of demand.

The key challenge will be keeping the refinery running consistently, securing enough feedstock and supplying fuel to BPC at competitive prices. If these conditions are met, the planned March 2027 startup could mark an important shift in Bangladesh’s fuel market.

Uzbekistan’s textile industry recorded strong growth in the first half of 2026, with both production and export value rising sharply.

According to the National Statistics Committee of Uzbekistan, textile production increased 10.1% year over year from January to June 2026. Large enterprises produced textile products worth approximately UZS 54.4 trillion ($4.57 billion) during the period.

Textile exports also grew at a faster pace. Uzbekistan exported $1.6 billion worth of textile products in the first half of 2026, up 24.1% from the same period in 2025.According to IndexBox, the export mix shows a growing focus on finished textile products. Finished products accounted for 53% of textile exports, followed by yarn at 31%.

Knitted fabrics made up 9% of exports, while woven fabrics accounted for 5%. Hosiery and carpets each represented 1%. The country is moving beyond raw materials and intermediate products toward higher-value textile production. Its large domestic cotton base gives the country an advantage in developing an integrated textile industry, from fiber and yarn to fabrics and finished products.

The latest figures also show that export growth is outpacing production growth. Textile production increased 10.1%, while export value rose 24.1%. This gap may indicate stronger demand for Uzbek textile products and a shift toward higher-value exports.

Indonesia’s textile industry is showing signs of recovery as export demand improves, but the sector is looking beyond higher shipments to rebuild its competitiveness.

The Indonesian Export Financing Institution (LPEI) expects textile exports to grow by 2% to 3.2% in 2026 and by 3.5% to 4% in 2027. The outlook suggests a gradual recovery rather than a rapid rebound.

At the same time, manufacturers are competing with major textile-producing countries such as China, India and Vietnam. Indonesia is looking to improve production efficiency, modernize machinery and increase access to export financing.

Finished fabric already plays a major role in Indonesia’s textile exports, accounting for about 74% of total textile and textile product exports, according to industry data cited in recent reports. This allows Indonesia to build more value within its domestic textile chain.

Investment is also showing stronger momentum in Indonesia. Textile and apparel investment reached $636 million in the first half of 2026, up 11.85% from the same period a year earlier. Investment increased in both textile manufacturing and apparel production.

The government is also pursuing a longer-term strategy to significantly expand textile exports. Earlier this year, Indonesia announced a roadmap aimed at increasing textile exports from about $4 billion to $40 billion over the next decade.

The projected 3.5% to 4% export growth in 2027 is a positive signal, but greater structural improvements will determine whether it becomes a lasting recovery.

Kontoor Brands, Inc. reported a 19% increase in revenue to $584 million in the second quarter of fiscal 2026, according to Kontoor Brands. Strong sales from Wrangler and Helly Hansen drove the growth.

The company also reported a 970-basis-point increase in gross margin. Chairman and Chief Executive Officer Scott Baxter raised the full-year adjusted earnings per share (EPS) forecast to $5.25–$5.35.

Wrangler and Helly Hansen lead growth

Wrangler generated $469 million in global revenue, up 2% from a year earlier. Its direct-to-consumer (DTC) sales rose 9% in the US and 31% internationally. Helly Hansen generated $114 million in global revenue. Sport contributed $70 million, while Workwear generated $37 million. The results show that Kontoor is growing beyond its traditional denim business. Wrangler is gaining from stronger direct sales, while Helly Hansen is adding growth in sports and workwear.

Kontoor’s planned sale of Lee remains on track to close in the fourth quarter of 2026. The company plans to use $400 million of the proceeds to buy back shares.

Full-year outlook raised

Kontoor now expects fiscal 2026 revenue of $2.66 billion–$2.71 billion, up 12%–13% from the previous year. Adjusted gross margin is expected to reach 49.8%–50.0%, while adjusted operating income is forecast at $427 million–$435 million. The company also raised its adjusted earnings per share (EPS) forecast to $5.25–$5.35, up 27%–29%.The stronger outlook reflects growth from Wrangler’s direct sales, Helly Hansen’s expanding business and improved operations.

Bangladesh’s textile and apparel industry has mastered scale. Its next global advantage must be the ability to convert knowledge, technology and collaboration into repeatable commercial value. The urgency is visible in the World Intellectual Property Organization’s Global Innovation Index 2025, Bangladesh ranks 106th among 139 economies, unchanged from 2024. It ranks 115th in innovation inputs but 95th in outputs.

Human capital and research stands at 133rd, business sophistication at 129th, and university–industry research collaboration at 124th. Yet labour-productivity growth ranks 11th. This indicates that Bangladesh can generate results, but it lacks the institutional mechanism to do so consistently.

That weakness matters because the volume model is reaching its limits and time to be considered as over-saturated. Ready-made garment exports earned US$38.7 billion in FY2025–26, while the government has set US$44.5 billion target for FY2026–27. Achieving such growth amid a weaker demand, energy shortages, expensive finance and rising compliance costs cannot only depend on producing more units. Bangladesh must capture more value from every worker-hour, machine-minute, liter of water and kilogram of material.

This requires redesigning the input–processing–output chain. Inputs include human capability, design intelligence, fibers, yarns, chemicals, machinery, energy, water, finance and data. Processing covers production planning, operational flow, machine efficacy, preventive maintenance, automation, quality control, chemical management, energy management, water use, wastewater treatment, sludge management and traceability. Outputs must be judged not only by shipment volume, but by first-pass quality, shorter lead times, higher-value products, lower waste, cleaner water and air, circular material flows, verifiable environmental performance, intellectual property and stronger brands.

No factory can build this system alone. Government must fund mission-oriented research, shared laboratories and pilot facilities; reward verified productivity and environmental gains; strengthen patent support starting with easing the application process; and use tax and procurement policy to accelerate adoption. Factories must establish cross-functional innovation teams, define measurable problems, document baselines, test solutions and scale only what delivers returns.

Machine suppliers and solution providers should link sales to measurable factory outcomes, offering pilots, performance guarantees, open data integration, operator training, local spare parts and reliable after-sales service, while preparing factories for artificial-intelligence-enabled quality control, digital product passports, low-water processing and circular production. Industry associations may use anonymized factory data to identify shared problems, establish process-specific benchmarks and turn them into commercially focused innovation challenges. They may also consider collaborating with platforms like Textile Innovation Exchange to create pooled pilot funds and shared demonstration facilities, particularly for smaller factories, and publish practical replication guides covering costs, payback, implementation and environmental gains once solutions are proven.

Compliance designers and implementers from Bangladesh and abroad should move beyond checklist auditing to co-design practical systems that unite regulatory conformity with productivity. International brands must share demand signals, co-finance pilots, recognize verified improvements in sourcing decisions and provide longer-term commercial commitments. Without such risk-sharing, factories and suppliers may remain reluctant to experiment.

Public research bodies, including the Bangladesh Cotton Development Board, Bangladesh Silk Development Board, Bangladesh Jute Research Institute, and Jute Diversification Promotion Centre, should identify industry-defined research missions and commercialization targets. Their success should be measured through factory adoption, licensing revenue and nationally and internationally protected patents, not reports alone—where Textile Innovation Exchange can help them adopt this globally-tested new approach.

Textile Innovation Exchange is working to serve as the ecosystem orchestrator, creating knowledge, helping factories transform without hampering existing production, and connecting them with international brands, and innovation and research centers like Hong Kong Research Institute of Textiles and Apparel, Taiwan Textile Research Institute, German Institutes of Textile and Fiber Research Denkendorf, French Textile and Clothing Institute, and Research Institutes of Sweden, when and if required. It’s core philosophy is to exchange repeatable innovation systems. Through its Partnership for Implementation of Applied Research Circles, solutions can be researched, developed and piloted, measured and validated before factory-wide deployment, protecting operations while proving commercial viability.

For an innovation ecosystem to functionally work and deliver commercially, organized by Textile Innovation Exchange, the Textile Innovation Expo 2026, scheduled for 12–14 November 2026 at International Convention City Bashundhara in Dhaka, can become the marketplace where every vertical of this industry meets ‘problem finds solution’, ‘research finds industry’, and ‘pilots find capital and buyers’. Bangladesh will not secure durable double-digit growth by shipping yesterday’s products more aggressively. It will do so by installing an innovation system that makes improvement continuous, evidence-based and exchangeable.

As Bangladesh’s RMG industry becomes increasingly concentrated on cotton-based apparel, diversification into non-cotton products, particularly man-made fiber (MMF), has become important for sustaining export growth. Polyester fiber, yarn and fabric are widely used globally because of their durability, versatility, resource efficiency and growing applications in sustainable and functional apparel.

More than 80% of Bangladesh’s export earnings come from the readymade garment (RMG) sector, which directly employs around 4 million people and supports millions more through its extensive linkages. However, the industry is now facing rising production costs, stronger global competition, changing consumer preferences, stricter sustainability requirements and an evolving international trade environment.

One major structural challenge is the changing composition of global apparel consumption. MMF, particularly polyester, has become increasingly important in fashion and sportswear, driven by demand for durability, functionality, circularity and resource efficiency. China dominates the global polyester supply chain, but supply-chain diversification and the “China+1” strategy are encouraging international buyers to explore alternative sourcing destinations.

This creates a significant opportunity for Bangladesh. However, our MMF utilization remains considerably lower than that of many competing countries. As a result, Bangladesh is missing opportunities in higher-value-added apparel while a significant share of MMF-based orders is moving elsewhere.

The most critical gap is the lack of adequate domestic backward linkage for polyester and other MMFs. This is particularly important as Bangladesh approaches LDC graduation. Meeting applicable rules of origin and, where required, double-transformation requirements will increasingly depend on domestic capacity in fiber, yarn and fabric production.

Our neighboring competitors recognized this opportunity earlier and encouraged investment in MMF backward linkages. In Bangladesh, however, high borrowing costs, shorter repayment periods, limited grace periods, energy-related challenges and the overall investment environment have discouraged the scale of investment required.

Modern Syntex Ltd has already taken courageous initiatives to establish a world-class polyester backward-linkage industry in Bangladesh. We are supplying polyester fiber and yarn to the domestic apparel sector—products that were previously imported almost entirely. This investment is helping to save foreign exchange, reduce import dependence, strengthen the domestic supply chain, improve the speed and competitiveness of apparel exports, and create direct and indirect employment opportunities.

These initiatives demonstrate that Bangladesh has the entrepreneurial capability and market potential to develop a strong MMF industry if the right policy and investment environment is created.

What Bangladesh Needs

1. Policy support for existing MMF industries: Existing polyester and MMF backward-linkage industries should receive appropriate policy protection and support against unfair competition and adverse market conditions.
2. Incentives for new investment: Special incentives should encourage local and foreign investment in polyester staple fiber, filament yarn, recycled polyester and other MMF industries.
3. Support for domestically produced MMF: Appropriate export incentives and policy support should be considered for locally produced polyester fiber, filament yarn and fabrics that contribute to export diversification and foreign-exchange earnings.
4. Reliable energy supply: Competitive and uninterrupted electricity and natural gas are essential for attracting long-term investment into capital-intensive polyester and MMF plants.
5. Strengthen rules-of-origin capacity: Bangladesh should urgently develop domestic fiber, yarn and fabric production to meet applicable rules of origin and double-transformation requirements.
6. Strengthen trade diplomacy: Bangladesh should pursue appropriate preferential trade arrangements and partnership agreements with the European Union and other major markets to secure long-term market access after LDC graduation.

The RMG industry is a principal pillar of Bangladesh’s economy, but its future competitiveness will depend on diversification beyond traditional cotton-based apparel. Developing a strong domestic polyester and MMF ecosystem can reduce imports, save foreign exchange, create employment, attract investment and increase export value.

The global apparel industry is already moving in this direction. Bangladesh cannot afford to wait while competitors capture the opportunities emerging today. Strengthening MMF backward linkages is therefore not merely an opportunity—it is a strategic necessity for keeping Bangladesh’s RMG sector competitive in the post-LDC era.

Bangladesh remains a key market in Shree Pushkar Chemicals & Fertilisers Ltd.’s growth plans as the company expands its reactive dye production and strengthens its local presence. After entering the Bangladesh market in 2018-19, the Indian dye manufacturer has increased its reactive dye production capacity from around 450 tons to 800 tons per month. The company is now planning local warehousing in Bangladesh to provide faster stock support to customers.

In an interview with Textile Today, Dr. N. N. Mahapatra, Business Head (Dyes), Shree Pushkar Chemicals & Fertilisers Ltd., discussed the company’s expansion plans, sustainable dyeing solutions, backward integration, changing raw material dynamics, certification requirements and the growing need for stronger R&D collaboration between Bangladesh’s textile industry and universities.

Textile Today: Shree Pushkar has been in the Bangladesh market for the last eight years. What has been your experience?

Dr. Mahapatra: Bangladesh is a very huge market for textile garments, textile fabrics and related industries. We are having a good experience and growing year by year. We also have our next plan, how to grow our business further. All these are in the pipeline.

Textile Today: Over the last two years, you have increased your production of para-VS and reactive dyes. Where do you stand now?

Dr. Nanda Mahapatra: Initially, we were manufacturing reactive dyes at about 450 tons per month. We have now reached around 800 tons of reactive dyes per month.

Textile Today: What are your new plans for increasing your sales volume in Bangladesh?

Dr. Mahapatra: What we observe is that many companies here need local stock and local support for dyes. Suppose they receive an export order and open an LC. If the shipment comes from India, it may take around 20 days. But the customer cannot wait for the shipment to arrive. So, they want local support. For that, we have a plan to start a warehouse, keeping a minimum stock of 50 tons.

At any time, if a customer needs 100 kilos, 200 kilos, or 500 kilos, we can issue the dyes from our warehouse, which will be situated in Dhaka or nearby Dhaka for easy operation.

We have also registered a company in Dhaka. Through this company, we will operate and bring stock from our Indian company to the Bangladesh company.

Textile Today: Please give your insights about the new sustainable dyes you are introducing to the market.

Dr. Mahapatra: Regarding sustainable dyes, nowadays the main problem is water. Water consumption in textiles is very huge, and everybody is thinking that there will be a scarcity of water. So, everybody is interested in using less water in the dyeing process. That is why we have come out with a special range known as Digold Care ESN Series. It can be dyed at 60°C, and soaping can also be done at 60°C. After three washes, the dye liquor becomes clear and the water is clear.

That means you are saving time, saving water and saving steam. Overall, your utility cost will come down. This will be very helpful for the final pricing of your product.

Textile Today: There is stiff competition among dye manufacturers from India, China, Korea and Taiwan. What is your position regarding this competition?   

Dr. Mahapatra: We manufacture sulphuric acid, thionyl chloride, chlorosulphonic acid, H-acid, VS (Vinyl Sulphone) and other raw materials required to manufacture reactive dyes. That is why our product cost is very competitive, and we can give a very good price for our dyes to be used in Bangladesh. The costing is in our hand because we manufacture the raw materials ourselves. We do not buy the raw materials from the market like other manufacturers. We have our own in-house raw material manufacturing and in-house reactive dye manufacturing.

That is our main advantage compared with Korean, Taiwanese or Chinese companies.

Textile Today: What is the speciality of your dyes compared with local Ahmedabad manufacturers?

Dr. Mahapatra: The basic difference is our manufacturing system. There are many small-scale dye and dyeing units, with capacities of 50 tons a day, 50 tons a month or 100 tons a month. Some of these units are also exporting to Bangladesh.

These are small units, and many are basically a one-man show. The owner looks after quality control, raw material purchase and marketing. In that case, obviously, there can be quality consistency problems.

In our case, we have certifications such as bluesign, OEKO-TEX ECO PASSPORT, GOTS and ZDHC. These certifications are very costly. We are one of the few bluesign-certified companies in India. The annual renewal of bluesign itself costs around INR 36 lakh.

All these certifications have annual renewal requirements. The certification process is also very strict. In a bluesign audit, the audit team comes to our factory and checks how we manufacture, how we import raw materials and how the raw materials are tested. Every point is checked before passing the audit. Similar audits are conducted for OEKO-TEX as well.

Textile Today: Do you have any other plans for the Bangladesh market?

Dr. Mahapatra: Bangladesh’s market can basically be divided into three parts: big corporate units, semi-corporate units and small units. We are mainly focusing on medium-scale and big corporate houses where factories give importance to quality and certifications. These are the types of factories we are targeting.

Textile Today: You are a leading textile technocrat with 42 years of experience in the textile and dyes industries, working in India and abroad. What is your advice for the Bangladesh textile industry?

Dr. Mahapatra: What I have observed is that compared with other advanced countries, the Bangladesh textile industry lacks research and development. More focus should be given to R&D.

Companies should devote 2-3% of their profit to CSR activities and research and development activities.

A few years back, I also gave an idea to Bangladesh that the textile industry could be divided into four zones—north, south, east and west—and each zone should have an R&D institute, similar to the institutes in India such as NITRA – Northern India Textile Research Association, SITRA – South India Textile Research Association and ATIRA – Ahmedabad Textile Industry’s Research Association.

Textile Today: You have completed writing 17 books on textile processing, based on your practical experience. What is your next book?

Dr. Mahapatra: Two books are already in the pipeline. One is on Modern Textile Technology, covering the new technologies that have come up in the textile industry. The other is on Sustainable Innovation, covering the sustainable innovations being done in textile industries.

Textile Today: Lastly, where do you think Bangladesh’s textile industries and textile universities are lacking? What advice would you give based on your academic and industrial experience?

Dr. Mahapatra: I was giving a lecture at BUTEX last year. BUTEX is the number one textile university in Bangladesh.

I am very much acquainted with Bangladeshi students because I taught them in China. Many of my students are now in Dhaka. I find them very studious and very learned.

But I always advise the students and professors that universities in Bangladesh should have two types of research. One should be pure science research, and the other should be applied research.

Pure research means something new that has to be developed at laboratory scale and then converted into bulk scale.

Applied research means professors and students should take up one problem from an industry. Industry people do not have enough time for R&D work. They have people working in quality control, production, quality and application service, but they often do not have the time for R&D.

There should therefore be coordination between textile factories and universities, and they should work jointly.

Texworld Apparel Sourcing Paris, a leading European trade fair for textiles, apparel and leather, will take place from 31 August to 1 September 2026 at Paris Le Bourget.

The event will bring together manufacturers, suppliers and professional buyers from across the global fashion and textile industry.

The 59th edition of Texworld Apparel Sourcing Paris will bring together around 1,300 manufacturers from approximately 35 countries, offering international buyers a wide range of fabrics, apparel, accessories, and innovative textile solutions.

The fair will provide Bangladeshi exhibitors with opportunities to showcase their products, connect with international buyers, and explore new business and sourcing partnerships in global markets.

The exhibition will feature key markets including Bangladesh, Pakistan, China, India, Türkiye, Myanmar, South Korea, Japan, and Italy, with Bangladesh further consolidating its position as the world’s second-largest sourcing hub for finished apparel after China.

A total of 17 Bangladeshi companies will participate in the upcoming exhibition, representing Bangladesh’s textile and apparel sector. Hoorain High Tech (HTF), NZ Denim, and NZ Fabric will participate in Texworld, while Nexgen Apparel and H&F Fashion will participate in Apparel Sourcing.

In addition, 12 Bangladeshi companies will participate under the Export Promotion Bureau (EPB) Pavilion, including Comoda Garments, Skylark Knit Composite, Norban Comtex, Warptex, BNM Garments Industry, Fabitex Industries, DK Textile, Fabrica Knit Composite, Ducati Apparels, Corus Fashion, Bengal Glory, and SIM Fabrics.

Bangladesh’s participation at the exhibition reflects the country’s continued engagement with international textile and apparel markets and provides participating companies with a platform to promote their products, build international business connections, and explore new sourcing opportunities.

MIT engineers have developed a recyclable polyethylene-based yarn that could offer a new approach to textile circularity.

The yarn is designed to deliver strength and stretch similar to spandex-based yarns while remaining recyclable. Researchers say garments made from it can be melted down and respun into new fibers or used to make other plastic components.

In laboratory tests, the yarn retained its original strength and flexibility after being melted and respun 10 times. The material can also be produced using industrial-scale fiber processing and woven into lightweight, stretchy textiles.

The yarn uses two polyethylene-based resins. A flexible resin forms the core, while a stiffer resin forms the outer sheath. The materials are heated to about 350 degrees Fahrenheit and extruded through fine openings to create the fibers.

According to the researchers, the technology could provide an alternative to spandex blends commonly used in stretch garments. These blends can be difficult to recycle because different fibers are combined in the same textile.

The research builds on the team’s earlier work on polyethylene-based yarns with moisture-wicking and stain-resistant properties.

The researchers believe the new yarn could support a more circular textile system by allowing used garments to be converted into new fibers instead of becoming waste.

The findings were published in ACS Materials Letters. The study was supported in part by the DEVCOM Soldier Centre through the US Army Research Office, the Office of Naval Research Global, and the MIT Portugal Program.

Spinning mills around the world are increasingly looking for data-driven ways to improve efficiency, productivity and overall performance. To help mills understand how they compare with industry peers, COTTON USA has developed the COTTON USA Mill Performance Index®, a benchmarking tool designed to identify areas for improvement.

The index provides participating mills with a data-driven benchmark across five key areas of mill performance. These include material yield, machine productivity, labor productivity, efficiency management and energy management.

The tool helps mills compare their performance with competitors worldwide and provides a roadmap for improving productivity and yields when using U.S. cotton.

The results are based on more than 706,000 data points and track approximately 1.067 million tons of cotton consumption. All participating mill data is kept 100% confidential and secure.

The benchmarking system uses patented technology from COTTON USA™ to measure the impact of U.S. cotton across the five key cost drivers. By identifying performance gaps, mills can better understand where improvements can be made and take informed decisions to strengthen their operations.

The COTTON USA Mill Performance Index® is complemented by the technical expertise of COTTON USA SOLUTIONS®. Together, the benchmarking insights and technical support help spinning mills turn performance data into practical improvement strategies.

More than 100 mills have already signed up for the COTTON USA Mill Performance Index®. The initiative aims to help more mills understand their current performance, identify opportunities for improvement and achieve greater efficiency and yields.

As the industry faces growing demands for productivity, cost efficiency and sustainability, COTTON USA says better data can help mills make better decisions and drive continuous improvement.