ESG Outlook is Sourcing Journal’s discussion series with industry executives to get their take on their company’s latest environmental, social and governance initiatives and their own personal efforts toward sustainability.
Founded in Hong Kong in 1970, apparel manufacturer Crystal International Group operates a multi-country manufacturing platform with more than 20 production facilities spanning Vietnam, China, Cambodia, Bangladesh and Sri Lanka. Its product portfolio includes lifestyle wear, sportswear and outdoor apparel, denim, intimate, sweater and knitted fabrics. Here, Catherine Chiu, vice president of corporate quality and sustainability, discusses how by unlocking the potential of the female workforce, Crystal fosters the creation of more equitable societies in the regions where it operates.
Name: Catherine Chiu Title: Vice President of Corporate Quality and Sustainability Department Company: Crystal International Group Limited
What do you consider your company’s best ESG-related achievement over the last 5 years?
Launching the “ePACE” program was one of our biggest ESG successes over the last five years. Women make up more than 70 percent of our global workforce across our 26 facilities, yet many face societal barriers that limit their opportunities for growth. As a responsible employer, we saw this gap as an opportunity to help them grow with us; not just for business success, but as a fundamental commitment to our workers.
In 2013, one of our customers launched the Personal Advancement and Career Program (PACE) program to unlock the potential of female employees. We piloted PACE with small successes, but the COVID-19 pandemic pushed us to innovate and scale the program. In response, we created “ePACE”, a digital version that expanded the program’s reach to regions with limited training resources, including subcontractors. Building on the foundation of PACE and integrating other in-house and customer-required programs, we developed our own comprehensive Crystal CARE program (Crystal Advocates Respect Engagement), further extending our commitment to women’s empowerment.
What is your company’s latest ESG-related initiative?
We are taking our commitment to sustainability to the next level with Crystal Sustainability Vision 2030 (CSV2030), a roadmap that focuses on eight impact areas across environmental, social, and community dimensions: reducing our carbon footprint, creating a more circular supply chain, conserving water, protecting biodiversity, and minimizing our environmental impact. On the social side, we’re strengthening our focus on employee wellness and promoting equity to ensure inclusion and opportunities for all. By tackling these priorities, we’re actively shaping a more sustainable and responsible future.
What is the biggest misconception consumers have about sustainability in fashion?
That ethical and sustainable supply chains are few and far between. While we began this work in 2007, every day I take part in more conversations beyond Crystal International, regarding how the industry needs to shift to more transparency across supply chains. With this focus, now is the time for moretransparency in benchmarking ESG goals and leveraging primary data to map out your impact. Once you know where you stand, you can map out how to move forward.
What was your company’s biggest takeaway from the COVID crisis that is still relevant today?
The COVID crisis showed us, as a society, the true impact of supply chain disruptions. It was a moment that shifted the relationship between suppliers and their brand partners, accelerating the push for transparent supply chains that we’ve seen in recent years with various policy adoptions across the world.
As an organization, we valued transparency long before COVID so thankfully, we were prepared for these changes. In 2013, we began prioritizing data-driven impact measurement through the Higg Facility Environmental Module (FEM). This has led to a depth of knowledge about our impact—and an improved relationship with our brand partners—that has enabled us to establish intelligent, data-driven targets.
While our CSV2030 vision benchmarks may seem ambitious, we’re confident in their success, given the insights we’ve gained by collecting and analyzing our performance data. This foundation has enabled us to identify hotspots and course correct as needed.
As consumers become more aware of worker conditions and how clothing is produced, how can the industry best spread the word on progress?
Progress must be communicated across manufacturers, suppliers, brands and the public. It seems that we only hear about supply chain workers when something bad happens, but there is good happening that can be scaled across suppliers. More stories should highlight how supply chain initiatives can impact workers for the better.
For example, a standout success story of the PACE program comes from one of our factories in Sri Lanka, where an employee who completed the program was promoted to Senior Quality Assurance manager, taking this responsibility across six factories in the country. When only about five percent of female factory workers advance to higher-level positions, this is an important story to learn from.
What do you consider to be the apparel industry’s biggest missed opportunity related to securing meaningful change?
The apparel industry often overlooks employee empowerment as a key strategy to future-proof their supply chains and reduce risk. For example, the impact of PACE was profound. As participants developed new skills, they fostered a more positive corporate culture and created a stronger team environment. Beyond culture, the program also contributed to improved operational efficiency, better employee relationships, and greater workplace harmony—all essential to long-term business success. To create lasting change, more manufacturers must deepen their commitments to prioritizing social impacts in their local communities to drive long-term benefits.
What is your personal philosophy on shopping and caring for your clothes?
I am mindful of where I shop, prioritizing quality and knowing where my clothes come from. As I am keenly aware of the fiber composition, I have strong preference in looking for natural fiber, especially purchasing products with recycled materials, e.g. recycled cotton and regenerated fiber. I care about the durability of clothes as well.
How much do you look into a brand’s social or environmental practices before shopping?
It’s important to me. I’ll quickly research the social and environmental practices of a brand that I’m not familiar with and opt for those that prioritize sustainability and ethical production. There have been moments where I pass on products that don’t align with my values.
Anything new you are doing to boost sustainability beyond the fashion industry?
It’s important to remember that the fashion industry is made up of individuals. These individuals are more than just supply chain workers—they are mothers, daughters and friends. We’ve prioritized upskilling our workers because we understand that the skills gained through our programs will go beyond the walls of Crystal International and into the communities our workers are a part of. Boosting sustainability for us is about more than business, it’s about sustaining livelihoods.
