Ashoka Fellow María Almazán Calls For A Conscious Revolution In The Fashion Industry.
The fashion industry is responsible for serious environmental and social problems at a global scale, being the second most contaminating sector in the world, following the oil industry.
The negative impact takes place across most of the value chain: from the seeds being used to grow cotton, to the toxic dyes applied on the garments, without mentioning the transport of clothes from developing countries (where most of the production takes place) to far-away Western consumers.
Polyester, for example, is the most widely used fiber for clothing, and approximately 70 million barrels of oil are used every year to produce it. While the production of cotton is responsible for the use of 24% of the world’s insecticide, and 11% of pesticide, affecting the surrounding earth and water.
The root of the problem is that we have recklessly established an unsustainable production system that must now be urgently changed and re-organized.
As awareness of these acute problems increases, demand for a cleaner and friendlier (and affordable) industry is on the rise. As consumers ask more and more questions, brands are becoming more concerned with their production processes, but still lack the knowledge, resources or motivation to address them.
In this context, Ashoka Fellow María Almazán created 精品国产福利在线视频, a network of sustainable textile production facilities in Spain with a three part mission:
- To be socially responsible across all parts of the value chain - from the materials they use, to the worker conditions and the transport and distribution of the final product
- Connect the network to larger companies and brands, creating a space (and a voice of best practice) in the European market
- Provide clear, replicable best practice to guide potentially thousands of factories to adopt sustainability best practices across the value chain.
In a former life, Maria worked for a large Spanish textile company, where she first noticed the gap between the way clothes are being consumed and the huge social, economic and environmental cost of its production. “
There is a lot of misery [in this industry]”, she explains. “This is why Latitude was created, because there are people behind the clothes, people who must have a voice and enjoy dignified working conditions and a safe workplace”.
In Maria’s journey towards improving the fashion industry, we can clearly see a pattern of empathy, leadership and determination. These qualities have driven Maria in every aspect of her life since she was young. Just another example of her will to fight against injustice was when she mobilized, at just 16 years old, her whole neighborhood against the nearby airport that wasn’t complying with noise and pollution standards. After weeks of citizen activation, signing petitions and protest, she organized what she called it the “Pajamas in Action programme”, convincing neighbours and friends to go to the airport in pajamas and stand up for their rights, attracting unwanted attention for the airport. Her movement led to the improvement of flight schedules, as well new sound proof windows and pollution detectors being installed in the neighborhood.
Starting from within
It’s easy to understand why someone like María, having witnessed the extreme social and environmental cost of the textile industry, would want to do something about it.
The root of the problem seems simple when she describes it: Low-cost retail business is extraordinary, growing more and more each day. Consumers buy more clothes, for a lower price and throw them away after few uses. In Europe for example, Norwegians will spend an average of 1,246 Euros per year, followed by the United Kingdom with 941 Euros, then Sweden, Denmark and Germany. Spaniards, for example, spend 508 Euros a year. 
“We need to understand that there are people behind those clothes,” says Maria. “Just as you would not like your friends to be constantly busy and never see them because they work 20 hours a day knitting, if we followed a more moderate and logical way of consuming, we could all have a more balanced life. We cannot expect half of the countries in the world to be completely dedicated to producing while the other half is only concerned with consuming”.
The turning point for María came occurred when she was visiting textile factories in Asia. At the time, she was working for a large multinational company and her job was to supervise the textile production process in the continent. She therefore visited each factory herself; she wanted to see the process with her own eyes. But what she saw changed her life completely: People working non-stop without the most basic hygiene measures, with burnt faces due to constant exposure to harmful chemicals, in dirty and packed workplaces.
She recalls two events which made her drastically change the direction of her professional career: When visiting a factory in China fully approved and supervised by the country, she noted that the average age of its workers was only sixteen. When seeing these teenagers, she immediately pictured in her mind the hundreds of 16 year olds in shopping centers and malls in Spain, and thought how unfair it is that half of the world’s children must live in such terrible conditions so that the other half can enjoy themselves.
The second most important moment came when visiting Bangladesh. There, she saw rivers completely dyed with the color of that fashion season, due to the lack of water treatment plans. That is when her new journey with Latitude began.
From production to sales
María is creating a network of sustainable production facilities, counting 6 so far across Spain. These workshops address the two major challenges in the textile sector: the environment, (use of organic or recycled raw materials for garment production, energy efficiency, avoiding use of pesticides or herbicides, and even buying organic fair trade coffee for the employees); and labor rights; (ensuring decent wages, well-lit working spaces and regular breaks, informing workers on the source and destination of the products they work with).
To respond to the high demands of multinational brands, and still maintain the sustainable and worker-friendly standards, these workshops work as a network, distributing the workload accordingly. Today, up to 180 people are employed in María’s factories, earning a dignified salary and working in healthy and comfortable conditions, while still providing to large European brands.
“Companies want to work in a different way, but they have to understand how to do it within their processes to avoid creating well-intentioned but isolated projects, and actually build transformational processes within the industry”, she explains.
María is aware that her business will not be the highest earning one in the world, but she firmly defends that it is a profitable one. Her goal is to set a path for other similar businesses to do the same and thus help the fashion industry become more conscious and environmentally friendly, with better conditions for every person involved in the production chain.
Finally, Latitude addresses the last piece of the supply chain puzzle: consumers. Recognizing that significant change in the textile industry can only take place if consumers change their habits, she created the PROUD label, for consumers to identify garments produced under sustainable and clean processes. Any manufacturer or brand certified by Latitude can apply the PROUD tag to give visibility to their social and environmental commitment.
Through a number of high-impact media and public interventions, María is working on offering consumers information on how to recognize products produced locally and sustainably.
Like most social entrepreneurs with a system-changing idea, María’s aim is to scale her methodology beyond her own organization, making it available to any workshop, factory or company who want to improve their social and environmental footprint.
Inspired by also Ashoka Fellow Darell Hammond, founder of KaBOOM!, María is designing an online interactive platform with accessible, easy-to-use tools to replicate the sustainable model she applies in her own workshops. In KaBOOM’s case, for example, this strategy multiplied by 10 the number of safe, innovative playgrounds across the United States. That is, for every playground that KaBOOM! constructs, other organizations creates 10. These are the scaling numbers that Latitude is aiming for.