The effectiveness of the ASEAN Free Trade Agreement (AFTA) is believed to help drive the overall trade volume between the ASEAN countries and their partners.
The Bangkok International Fashion Fair & Bangkok International Leather Fair 2010 (BIFF & BIL 2010) organized by the Department of Export Promotion, Ministry of Commerce of Thailand during 1 - 4 April is expected to encourage the rise of Thai and ASEAN fashion products in the global marketplace, especially in one of the world’s most vibrant fashion markets like Japan.
Riding on the theme, Look East, the BIFF & BIL 2010 will be a vivid showcase of great potential of the ASEAN fashion industry, from upstream to downstream. The mega event will bring together the best fashions and accessories of the ASEAN region, capitalizing on hot new trends, signature styles, textiles and leather products supported by the synergy of local expertise and regional cooperation.
By highlighting the fashions of all 10 ASEAN member countries, BIFF & BIL continues its campaign to bring ASEAN Fashion to, and stay more competitive in the global stage.
“With the ASEAN Free Trade Agreement (AFTA) become effective from January this year, the overall trade volume between the ASEAN countries and their partners is growing at rapid pace,” said Srirat Rastapana, Director General, the Department of Export Promotion (DEP). “The BIFF & BIL 2010 therefore will provide the region’s exhibitors and buyers from Japan, India, China, Korea and Taiwan with a promising platform for trade and cooperation. It is the only fair that offers a complete range of products and services related to the fashion industry supply chain, with greater trade negotiation and sourcing opportunities ever for everyone involved.”
More than 1,000 selected domestic and overseas exhibitors in diverse fields from clothing, textile, leather and fashion accessories to textile equipment & machinery, software & services related to the fashion industry will participate. Potential visitors include importers, manufacturers, traders, distributors, wholesalers, retailers, boutiques, department stores, buying agents, designers, international press and related others.
“The extensive profile of visitors will make the Thai fashion industry more visible, and get broadened access to international fashion markets,” commented Mrs. Srirat.
Speaking at a recent press conference during the BIFF & BIL road show in Tokyo, the DEP Director General also invited manufacturers, buyers and relevant institutes and organizations in the Japanese fashion industry to join BIFF & BIL 2010. The road show was organized in conjunction with JFW International Fashion Fair 2010 (JFW-IFF) in Tokyo, in which 12 Thai textile, apparel and leather products manufacturers, exporters and brand owners participated,
With exports to Japan continuing to increase, Thailand’s textile and apparel industry is expected to see steady growth and development. Relevant organisations led by the Association of Thai Textile Bleaching Dyeing Printing and Finishing Industries (ATDP) has recently cooperated with Japan’s Ministry of Economy, Trade and Industry to develop and manufacture fabrics that meet Japanese standards and market requirements. These textile innovations will be presented to Japanese importers at this year’s BIF & BIL in Thailand.
“The textiles, apparel, and leather exports to Japan are now worth nearly 500 Million US Dollars. Within this, textiles and apparel exports account for more than 420 Million US Dollars and leather goods account for 50 Million US Dollars. Thanks to the Japan-Thailand Economic Partnership Agreement (JTEPA) and the expanding opportunity for Thai exporters in the Japanese medium market as local Japanese manufacturers focus on high-end segment,” said Mrs Srirat.
She added, “Our success at JFW-IFF reflects the high interest of Japanese importers and buyers in Thai fashion products. Japan has expressed its support for Thailand to become ASEAN’s textile and apparel manufacturing base due to its unmatched capacity for integrated production. We are looking forward to see more an increase in number of Japanese visitors to the upcoming event.”
Among highlights at BIFF & BIL 2010 include seminars and conferences, 48 fashion shows, ASEAN Design Congress, Thailand Designer Contest as well as ASEAN Pavilion and Japan Pavilion.
Friday, January 29, 2010
Nike Outlines Global Strategy for Creating a More Sustainable Business
Nike CR Report Released Detailing Progress and Challenges against Goals and Public Targets
NIKE, Inc. (NYSE:NKE) released its fiscal 2007 to 2009 Corporate Responsibility (CR) report today, which outlines the next evolution of its CR strategy from a risk management, philanthropic and compliance model to a long-term strategy focused on innovation, collaboration, transparency and advocacy to prepare the company to thrive in a sustainable economy.
The company’s increased focus on Sustainable Business and Innovation (SB&I) will be more seamlessly integrated across Nike’s business strategies, creating a more sustainable approach aimed at providing greater returns to its business, communities, factory workers, consumers and the planet.
The report also details progress on Nike’s five-year CR goals and provides a comprehensive review of its CR efforts over the past three years.
“Sustainability is key to Nike’s growth and innovation,” said Mark Parker, NIKE, Inc.’s President and CEO. “Making our business more sustainable benefits our consumers who expect products and experiences with low environmental impact, contract factory workers who will gain from more sustainable manufacturing and our employees and shareholders who will be rewarded by a company that is prepared for the future.”
Recognizing the impacts of declining natural resources and the need to move to a low-carbon economy, Nike also uses the report to share its vision of reaching a closed-loop business model where the goal is to achieve zero waste in the supply chain and have products and materials that can be continuously reused – no pre- or post-consumer waste. This vision is designed to drive innovative and sustainable business processes and models.
“The link between sustainability and Nike as a growth company has never been clearer,” said Hannah Jones, Vice President, SB&I. “There are serious potential impacts of social, environmental and economic shifts on labor forces, youth sport, supply chains and products. This gives Nike the opportunity to use our power of innovation and our commitment to transparency and collaboration to tackle these complex issues.”
The report announces progress against Nike’s five-year targets set in 2007. The company has made sound progress on many fronts, such as implementing Lean and Human Resource Management training in contract factories and reducing waste and toxics and increasing its use of environmentally preferred materials throughout Considered Design performance products.
The report also details where progress against other goals remains more challenging, such as managing overtime in contract factories. Nike has also revised or clarified targets in a few instances due to a better understanding of the complexities of the issue or a change in strategy.
The CR report outlines some important initiatives for the company including:
1. Considered Design
Considered Design combines sustainability principles and innovative performance products for athletes by reducing or eliminating toxics and waste and increasing the use of environmentally preferred materials.
2. GreenXchange (GX)
GX is a web-based marketplace designed to share intellectual property which can lead to new sustainability business models and innovation. It is a system for capturing, sharing and licensing patents that, when used by someone else, could lead to unlimited innovation in helping solve current obstacles to sustainability issues. By making private intellectual property visible and usable, the aim is to accelerate the development of green innovation.
3. Lean and Human Resource Management (HRM)
Nike has been working with contract factories to train them in the implementation of specialized Lean manufacturing and HRM. Lean principles put the decision making closer to the worker through skill building, teamwork and understanding quality over quantity. HRM builds the factory’s managerial capacity and helps them value an empowered workforce. While only one aspect of Nike’s work with contract factories, it is an important pillar of Nike’s strategy to build a more lean, green, empowered and equitable supply chain.
4. Sport for Social Change
Nike has furthered its strategy of using sport as a powerful movement for social change. Sport is undervalued for its capacity to build networks of social entrepreneurs and community innovators and for its ability to drive positive social, economic and cultural change. One powerful example of a program Nike partners with is Grassroot Soccer in Africa. It is a community program which is directly addressing a dire social need through raising awareness and education of HIV/AIDS by
enabling young people to make informed decisions, using sport as a catalyst to engage and communicate to boys and girls.
5. Energy and Climate Change Strategy
In 2009, Nike instigated the formation of new coalition of consumer companies called Business for Innovative Climate and Energy Policy (BICEP), which is advocating for strong U.S. climate and energy legislation with the aim of creating a level playing field through a cost on carbon and unlocking innovation that is essential to creating technology and infrastructure solutions. Nike aims to be ahead of the curve of mandatory regulation, energy price increases and volatility and
consumer pressure.
In addition, in 2008, Nike launched a footwear energy efficiency program with five contract manufacturers. Nike’s commitment to collaboration on this project has shown excellent early results: the contract factories’ absolute CO2 footprint was down 6 percent despite a 9 percent increase in production.
Nike’s corporate responsibility report, available online at nikeresponsibility.com, provides greater detail on progress against targets and provides a comprehensive review of the company’s efforts for fiscal years 2007,
2008 and 2009.
About NIKE, Inc.
NIKE, Inc., based near Beaverton, Oregon, is the world’s leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned Nike subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc., which designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro Ltd., a leading United Kingdom-based global football (soccer) brand. For more information, visit www.nikebiz.com.
NIKE, Inc. (NYSE:NKE) released its fiscal 2007 to 2009 Corporate Responsibility (CR) report today, which outlines the next evolution of its CR strategy from a risk management, philanthropic and compliance model to a long-term strategy focused on innovation, collaboration, transparency and advocacy to prepare the company to thrive in a sustainable economy.
The company’s increased focus on Sustainable Business and Innovation (SB&I) will be more seamlessly integrated across Nike’s business strategies, creating a more sustainable approach aimed at providing greater returns to its business, communities, factory workers, consumers and the planet.
The report also details progress on Nike’s five-year CR goals and provides a comprehensive review of its CR efforts over the past three years.
“Sustainability is key to Nike’s growth and innovation,” said Mark Parker, NIKE, Inc.’s President and CEO. “Making our business more sustainable benefits our consumers who expect products and experiences with low environmental impact, contract factory workers who will gain from more sustainable manufacturing and our employees and shareholders who will be rewarded by a company that is prepared for the future.”
Recognizing the impacts of declining natural resources and the need to move to a low-carbon economy, Nike also uses the report to share its vision of reaching a closed-loop business model where the goal is to achieve zero waste in the supply chain and have products and materials that can be continuously reused – no pre- or post-consumer waste. This vision is designed to drive innovative and sustainable business processes and models.
“The link between sustainability and Nike as a growth company has never been clearer,” said Hannah Jones, Vice President, SB&I. “There are serious potential impacts of social, environmental and economic shifts on labor forces, youth sport, supply chains and products. This gives Nike the opportunity to use our power of innovation and our commitment to transparency and collaboration to tackle these complex issues.”
The report announces progress against Nike’s five-year targets set in 2007. The company has made sound progress on many fronts, such as implementing Lean and Human Resource Management training in contract factories and reducing waste and toxics and increasing its use of environmentally preferred materials throughout Considered Design performance products.
The report also details where progress against other goals remains more challenging, such as managing overtime in contract factories. Nike has also revised or clarified targets in a few instances due to a better understanding of the complexities of the issue or a change in strategy.
The CR report outlines some important initiatives for the company including:
1. Considered Design
Considered Design combines sustainability principles and innovative performance products for athletes by reducing or eliminating toxics and waste and increasing the use of environmentally preferred materials.
2. GreenXchange (GX)
GX is a web-based marketplace designed to share intellectual property which can lead to new sustainability business models and innovation. It is a system for capturing, sharing and licensing patents that, when used by someone else, could lead to unlimited innovation in helping solve current obstacles to sustainability issues. By making private intellectual property visible and usable, the aim is to accelerate the development of green innovation.
3. Lean and Human Resource Management (HRM)
Nike has been working with contract factories to train them in the implementation of specialized Lean manufacturing and HRM. Lean principles put the decision making closer to the worker through skill building, teamwork and understanding quality over quantity. HRM builds the factory’s managerial capacity and helps them value an empowered workforce. While only one aspect of Nike’s work with contract factories, it is an important pillar of Nike’s strategy to build a more lean, green, empowered and equitable supply chain.
4. Sport for Social Change
Nike has furthered its strategy of using sport as a powerful movement for social change. Sport is undervalued for its capacity to build networks of social entrepreneurs and community innovators and for its ability to drive positive social, economic and cultural change. One powerful example of a program Nike partners with is Grassroot Soccer in Africa. It is a community program which is directly addressing a dire social need through raising awareness and education of HIV/AIDS by
enabling young people to make informed decisions, using sport as a catalyst to engage and communicate to boys and girls.
5. Energy and Climate Change Strategy
In 2009, Nike instigated the formation of new coalition of consumer companies called Business for Innovative Climate and Energy Policy (BICEP), which is advocating for strong U.S. climate and energy legislation with the aim of creating a level playing field through a cost on carbon and unlocking innovation that is essential to creating technology and infrastructure solutions. Nike aims to be ahead of the curve of mandatory regulation, energy price increases and volatility and
consumer pressure.
In addition, in 2008, Nike launched a footwear energy efficiency program with five contract manufacturers. Nike’s commitment to collaboration on this project has shown excellent early results: the contract factories’ absolute CO2 footprint was down 6 percent despite a 9 percent increase in production.
Nike’s corporate responsibility report, available online at nikeresponsibility.com, provides greater detail on progress against targets and provides a comprehensive review of the company’s efforts for fiscal years 2007,
2008 and 2009.
About NIKE, Inc.
NIKE, Inc., based near Beaverton, Oregon, is the world’s leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned Nike subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc., which designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro Ltd., a leading United Kingdom-based global football (soccer) brand. For more information, visit www.nikebiz.com.
Sunday, January 24, 2010
Land Monster ... Japanese boldness on the wrist
The Japanese watch manufacturer Seiko has unveiled the land-bound counterpart of the popular Monster collection of dive watches –The Land Monster!
With a design that revolves around boldness, these handsome timepieces are a perfect companion of all sports enthusiasts who like to engage in activities on land and in water. The modern design ethos infuses real-world practicality with a functional 360บ compass bezel. Accurate timekeeping is made possible with the use of the Seiko 6R15 automatic movement inside. Its 50-hour power reserve is achieved by the movement of the wearer’s wrist as well as by turning the crown. The mechanical workhorse is visible through the screw-down display caseback which ensures the watch’s integrity against water to the depth of 200 meters.
This Japanese boldness on the wrist is available in three incarnations: silver, gold and black. The models are priced in the range of 19,000 to 21,300 Baht. They are available at Seiko counters and authorized dealers nationwide.
With a design that revolves around boldness, these handsome timepieces are a perfect companion of all sports enthusiasts who like to engage in activities on land and in water. The modern design ethos infuses real-world practicality with a functional 360บ compass bezel. Accurate timekeeping is made possible with the use of the Seiko 6R15 automatic movement inside. Its 50-hour power reserve is achieved by the movement of the wearer’s wrist as well as by turning the crown. The mechanical workhorse is visible through the screw-down display caseback which ensures the watch’s integrity against water to the depth of 200 meters.
This Japanese boldness on the wrist is available in three incarnations: silver, gold and black. The models are priced in the range of 19,000 to 21,300 Baht. They are available at Seiko counters and authorized dealers nationwide.
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