Printeez recently installed two more Kornit Atlas MAX POLY systems.
Printeez Inc., a Quebec-based custom apparel provider, has expanded its digital production capabilities by increasing its Kornit Atlas MAX POLY systems from two to four units. The company serves brands, creators, franchises, non-profits and sports teams across North America, focusing on polyester and blended garments. By shifting production volumes from screen printing to digital, Printeez reports reduced labor needs, fewer manual steps and faster turnaround times.
“Printeez was born out of a passion to disrupt and transform the future of the apparel industry,” said Shawn Sckoropad, founder and CEO at Printeez. “Our mission is to build a true retail-grade print-on-demand solution for individuals and major brands alike.”
Spain-based lining fabric producer Textil A. Ortiz recently commissioned a fourth Monforts Montex tenter from Germany-based A. Monforts Textilmaschinen GmbH & Co. KG. The nine-chamber Montex 8500-9F installation at Textil A. Ortiz’s Santa Perpètua de Mogoda facility features direct gas heating, a Hercules needle chain, Matex finishing padder and two heat exchangers. The equipment is used to finish fabrics with softeners, water repellents and flame retardants.
Altoteks, a specialist in dyeing and finishing fabrics for workwear and uniforms, has installed its third Monforts Thermex continuous dyeing range at its Çorlu, Turkey facility. The company already operates two Thermex units and a Montex finishing range as part of its annual 18-million-meter dyeing and printing operation. The new two-meter-wide line includes three linked Thermex units, gas-powered infrared predryers, and cold pad batch winding. It also features the Econtrol® process for reactive dyes, designed to support faster, simplified continuous dyeing.
With its robotic apparel manufacturing platform and microadhesive technology, startup company CreateMe is pioneering a new approach to apparel production that could help bring manufacturing back to U.S. shores.
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It’s a widely accepted fact at this juncture that reshoring cut-and-sew operations in the United States is going to require some use of automation and robotics in order to overcome a trained labor force shortage, among other issues.
Founded in 2019, Newark, Calif.-based CreateMe is on a mission to combine automation, robotics and advanced adhesive technologies to transform apparel manufacturing. Originally a small innovation lab, the company has grown into a multi-disciplinary technology organization that employs a team of engineers, chemists and designers — all operating with a start-up mindset — to bring sustainable garment production closer to the consumer.
CreateMe recently announced the launch of its robotic apparel manufacturing platform as well as the first commercial grade products made using the technology — women’s intimates. The Modular-engineering Robotic Assembly (MeRA™) paired with a proprietary microadhesive technology named Pixel™ provides “a scalable, high-precision platform that replaces traditional sewing for longevity, shortens production timelines, and enables sustainable, on-demand manufacturing in the U.S.,” according to the company.
CreateMe notes that the apparel industry generates 92 million tons of textile waste and loses more than $180 billion to inefficiencies tied to speculative production.
“CreateMe enables a new business model for the industry — responsive, localized, on-demand manufacturing that replaces forecast-driven production with data-driven precision,” said Cam Myers, CreateMe’s founder and CEO. “Our value lies in transforming how apparel is made and how manufacturing works, making it faster, cleaner, and closer to demand.”
Textile World recently had the chance to speak with CreateMe’s Myers to learn more about this apparel manufacturing platform — with more than 200 prototypes, more than 1,000 process tests and almost 100 issued patents — and its potential to bring manufacturing closer to the consumer.
CreateMe’s Modular-engineering Robotic Assembly (MeRA™) unites robotics, computer vision technologies and the company’s Physical AI software.
TW: What led to the development of MeRA and the Pixel microadhesive technology?
Myers: The development of MeRA and Pixel grew directly from CreateMe’s mission to redefine how apparel is made. Traditional sewing and offshore production had reached their limits — too slow, too labor-intensive, and too resource-heavy to support the future of on-demand, sustainable manufacturing. Rather than improving legacy processes, our team chose to rebuild them entirely.
By uniting robotics, computer vision, and adhesive science, our engineers and materials scientists developed MeRA, a modular robotic assembly platform, and Pixel, a precision microadhesive technology that bonds fabrics without thread. Designed in tandem, they form a single integrated system that enables faster, cleaner, and more flexible production, laying the foundation for truly scalable, on-demand apparel manufacturing.
TW: Automation in soft goods is notoriously difficult, especially when handling soft, drapey fabrics. How does the CreateMe technology handle those issues?
Myers: Soft-goods automation has long been constrained by the nature of fabric; it stretches, drapes, and shifts unpredictably, making precision control extremely difficult. CreateMe tackles this from the ground up through advanced material-handling and assembly algorithms. Our systems use specialized end-of-arm tools and vacuum fixtures to maintain fabric tension and alignment, effectively transforming a deformable textile into a stable, robot-readable surface.
The MeRA platform is designed to assemble as much of each garment as possible in 2D, where accuracy and throughput are highest, before transitioning into controlled 3D operations for forming or joining. Traditional sewing is especially hard to automate because it demands two-sided access, continuous feeding and dynamic thread control. Our Pixel microadhesive bonding process removes those constraints, enabling static, single-sided assembly with precise edge alignment and integration into 3D molds or shaping tools.
Building on this foundation, CreateMe’s Physical AI software extends our machine-learning and computer-vision algorithms into a unified control layer that adapts in real time to different fabrics and garment types. It’s what allows our systems to achieve fine-dexterity manipulation and industrial-grade repeatability across one of manufacturing’s most variable and complex materials.
TW: Can you talk about how the adhesives work and if there are any limitations compared to sewing?
Myers: Unlike traditional sewing, which mechanically stitches fabric together with thread, CreateMe’s process uses precision robotics and Pixel microadhesive technology to bond materials at the fiber level. This approach eliminates puncture holes, reduces bulk, and creates seamless, flexible joins that enhance comfort, durability and design freedom. The adhesives are engineered to be lightweight, washable, and compatible with a broad range of fabrics, and in some cases thermoreversible, allowing garments to be reheated and separated for recycling.
Integrated within CreateMe’s MeRA robotic platform, the process is faster, more consistent, and easily automated, enabling scalable, on-demand production that minimizes waste and inventory risk. While certain niche applications or highly textured materials may still favor traditional stitching, CreateMe’s bonded construction meets or exceeds sewn performance across strength, comfort and sustainability metrics.
TW: How durable and sustainable are the bonded garments? What’s the potential for recycling?
Myers: CreateMe’s bonded garments are engineered for both durability and sustainability. The Pixel microadhesive forms strong, flexible bonds that often exceed sewn seams in tensile strength and wash performance, maintaining integrity through repeated wear and laundering.
On the sustainability side, the process eliminates thread, minimizes material damage from needle punctures, and supports on-demand, localized production — reducing excess inventory, transport and waste. A major advantage of CreateMe’s adhesive platform is its recyclability potential: certain formulations, known as Thermo(re)set™, are thermoreversible, allowing bonds to be safely released under controlled heat so fabrics can be separated and recycled by material type.
This capability creates a pathway toward circular manufacturing — where garments can be disassembled, reclaimed, and reintroduced into production rather than discarded.
CreateMe’s Pixel™ microadhesive technology bonds materials at the fiber level.
TW: Is the technology proprietary and only to be used in CreateMe facilities, or is it something you foresee licensing to other producers?
Myers: Our technology is proprietary by design, forming the foundation for both our own manufacturing operations and select licensing partnerships. Within apparel, we’re already engaging with partners on a license-to-operate model while continuing to scale production within CreateMe-operated facilities. Longer term, the versatility of our underlying platform also opens opportunities in adjacent industries that rely on the assembly of technical textiles, such as automotive, aerospace, home goods and medical, where we expect to extend licensing as well.
TW: What’s the potential for reshoring and nearshoring in the United States?
Myers: The potential for reshoring and nearshoring in the United States is both significant and accelerating. Over the past decade, fragile global sourcing models have buckled under freight disruptions, tariffs, and geopolitical shocks, costing retailers tens of billions and exposing the limits of offshore dependency. What once promised cost efficiency now drives overproduction, poor demand matching and mounting risk.
Over the next five years, we expect a more balanced, matrixed supply chain to emerge. Today, more than 95 percent of apparel manufacturing remains offshore; that mix should evolve toward roughly 70 percent offshore, 15 to 20 percent nearshore, and 10 to 15 percent onshore. The goal isn’t full reshoring; it’s diversification and resilience. By producing closer to demand, brands can reduce lead times, cut waste, and respond dynamically to market shifts.
Technology is the unlock. Digital tools are reshaping design, planning, and product intake to align production with real-time demand, while robotics and Physical AI will enable automated, cost-competitive manufacturing closer to the point of sale. This convergence will give rise to a new generation of responsive supply networks that are faster, leaner
and more transparent.
TW: What are some of the biggest challenges facing wide-scale re/nearshoring especially in cut-and-sew operations?
Myers: In the United States, the challenge extends far beyond labor costs. Decades of offshoring have eroded the physical and technical infrastructure that once supported domestic manufacturing. Mills, dye houses, trim suppliers, and equipment manufacturers have largely disappeared, creating critical gaps in the upstream supply chain. Even with mounting pressure from tariffs, sustainability mandates, and consumer demand for transparency, most brands face a hard truth: there simply isn’t enough local capacity or expertise to bring production back at scale.
True reshoring requires more than intent; it requires rebuilding capability from the ground up. That means new tools, new infrastructure, and new forms of collaboration to reconnect the entire value chain. Without dependable access to raw materials, finishing, and components, even the best-equipped cut-and-sew operations struggle to scale. This is where automation and robotics become essential. By digitizing and linking every stage of production, from design to assembly, technologies like CreateMe’s MeRA and Pixel platforms make onshore manufacturing not just viable, but economically competitive.
The most forward-looking brands are proving the model first, then scaling it. Pilots and automated microfactory programs demonstrate that onshore production can compete on cost, quality, and speed; each success signals confidence that draws in capital and accelerates capacity investment. As those deployments grow, they directly expand domestic cut-and-sew, or bonded-assembly, capacity, rebuilding the foundation of a modern, technology-enabled manufacturing base. These compounding wins form the blueprint for a resilient, regionally balanced supply network that replaces fragile, far-flung chains with intelligent, localized production systems.
TW: Do you think there are things the government could do to further incentivize companies to reshore operations?
Myers: Absolutely. Reshoring depends on creating the right economic and innovation conditions for apparel manufacturing to thrive locally. That means aligning tax incentives, procurement policy, and workforce development to make domestic production both viable and competitive, and the current administration deserves real credit for bringing greater focus to this effort.
In recent years, we’ve seen a policy shift toward rebuilding American manufacturing through legislation such as the CHIPS and Science Act (2022) and, most recently, the One Big Beautiful Bill Act (2025), which provides immediate expensing for qualified manufacturing investments, including machinery, automation and other production equipment. For companies like CreateMe, these measures accelerate ROI on new manufacturing lines, bonded-assembly systems and AI-enabled production technologies, directly improving the economics of onshore production.
The proposed FABRIC Act could be even more transformative for apparel and textiles. It represents the first comprehensive, bipartisan effort to reestablish a competitive U.S. apparel base, pairing strong worker protections with meaningful incentives for domestic production, supply-chain rebuilding and facility investment. If enacted, it would directly support the kind of infrastructure renewal, workforce development and technological advancement required to make U.S. apparel production globally competitive and environmentally sustainable.
Government procurement is another powerful lever. The U.S. remains one of the world’s largest purchasers of apparel — uniforms, workwear and protective gear among them — but smaller, technology-driven manufacturers often face barriers to participation. Stream-lining qualification and contracting processes, or piloting procurement programs that prioritize innovative and automated facilities, would open this channel to next-generation domestic producers.
Finally, workforce development must advance in parallel. Programs modeled on those in semiconductor and advanced-manufacturing sectors, focused on digital design, robotics and systems integration, would ensure reshoring creates future-ready jobs.
TW: How do you position the company as both disruptive and compatible with the current apparel supply chain?
Myers: Our platform, anchored by a deep IP portfolio, operates on a made-for-demand model that transforms the speed and economics of apparel manufacturing. Instead of the 30- to 120-day offshore cycle, brands can design, sell, produce, and ship in 5 to 30 days. That 10-fold acceleration lets companies respond to real-time demand, reduce inventory exposure, and minimize waste. Automation stabilizes costs, reduces labor dependency, and breaks reliance on fragile offshore supply chains; brands gain faster speed to market, and consumers get better products.
The core disruption lies in efficiency and circularity. Traditional offshore models depend on long lead times and overproduction, creating both financial and environmental inefficiency. By eliminating those inefficiencies, CreateMe improves unit economics while setting new sustainability standards. Our fully automated bonded assembly, powered by proprietary thermoreversible adhesives, allows garments to be both assembled and disassembled at scale, making true circular fashion viable. Unlike stitching or permanent adhesives that block recycling, our process allows trims, zippers, and fabric layers to be separated easily for reuse.
At the same time, CreateMe is built for compatibility. The platform integrates directly with existing digital design and production workflows, connecting to standard CAD files and automated cutting systems, to extend today’s CAD/CAM automation into the assembly phase. Where traditional manufacturing hands off to manual sewing, CreateMe continues the digital thread, using bonding and robotics to maintain precision, consistency, and efficiency through final construction. This plug-in compatibility gives brands and manufacturers a practical on-ramp to automation while accelerating the shift toward scalable, onshore production.
And because any technology in apparel must scale to matter, we’ve engineered CreateMe for high-volume categories first, starting with T-shirts and underwear, where throughput, waste, and impact are greatest.
TW: What is your long-term vision for the CreateMe platform?
Myers: CreateMe’s mission is to redefine how all apparel is made. We’re building toward a future where digital bonding, robotics, and Physical AI form the foundation of how clothing is designed, produced, and experienced. Over the next decade, we see a systemic shift in apparel manufacturing that mirrors the transition from internal combustion to electric vehicles, driven by consumer demand for performance, sustainability, and speed. Digital bonding will replace sewing as the dominant method of garment construction, delivering products that are more comfortable, longer lasting, and cleaner to produce.
This transformation begins by uniting digital design and manufacturing, allowing brands to move from static, labor-dependent models to intelligent, data-driven systems that produce exactly what’s needed, when and where it’s needed. By connecting design software, material science, and automated production, CreateMe enables true mass customization at scale, closing the loop between creativity, commerce and circularity.
While apparel is our starting point, the same tools and software that power digital bonding and robotic assembly can extend to footwear, accessories, furniture, automotive interiors, and other consumer products. The convergence of digital design, advanced materials, and intelligent automation will redefine how products are made across industries — faster, cleaner, and closer to demand.
TW: What are the company’s greatest strengths and how do you differentiate from competitors?
Myers: While others are optimizing legacy systems, CreateMe is building the next industrial platform — one that enables cost-competitive, onshore manufacturing at scale and positions brands to thrive in a market defined by speed, sustainability and resilience.
We’ve reimagined how apparel is made from the ground up. CreateMe achieved a world-first with the commercial launch of two integrated technologies that replace sewing and manual handling with robotics, AI, and precision bonding: MeRA and Pixel microadhesive technology. Together, they form a unified platform that delivers a step change in precision, efficiency, and circularity. MeRA is an intelligent robotics and AI platform that automates garment assembly end-to-end, enabling fully digital production lines that remove the need for sewing entirely. At its core, Pixel forms precision-bonded seams less than one millimeter wide, stronger, lighter, and more consistent than traditional stitching. Its Thermo(re)set formulation allows garments to be disassembled cleanly at end of life, unlocking true circularity and large-scale textile recycling. Pixel™ also brings new functionality to apparel, from thermal regulation and moisture management to enhanced comfort and design flexibility.
With nearly 100 patents granted, CreateMe’s technology establishes the foundation for a new model of manufacturing, faster, cleaner, and more adaptable than anything before it. Our first commercial deployment in women’s intimates validated both technical and economic viability, and we’re now expanding into high-volume categories such as T-shirts and everyday apparel. Each MeRA line is designed to produce over one million units per year, delivering garments up to twenty times faster and with double the precision of manual methods.
TW: Why do you do what you do? What motivates you?
Myers: We’re motivated by the ingenuity and grit of the people determined to transform this industry— the engineers, scientists, designers and entrepreneurs who refuse to accept “business as usual.” Every day, we’re inspired by forward-thinking partners who are building new models and proving that apparel can be made better, smarter, and closer to home.
At the same time, we’re driven by the industry’s inertia. Despite years of conversation around sustainability and innovation, real change has been slow. The technology to make apparel more responsibly already exists; it takes conviction to move beyond entrenched, volume-driven systems.
At CreateMe, we’re turning that conviction into action. Our work is about proving that a different future for apparel isn’t theoretical — it’s within reach, and we’re building it.
Youngone’s Rae Eun Sung spoke with Textile World about her role in the family business and the company’s role in the global apparel industry.
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The Youngone Group was founded in South Korea in 1974 by Kihak Sung. The company began life as a producer of down-filled winter jackets and ski suits for customers in Europe. Since its founding, the company has become one of the world’s largest manufacturers of premium outdoor clothing, sportswear, shoes, bags, accessories and materials for many of the world’s leading performance brands. Youngone also produces its own brands for the outdoor industry serving consumers across the globe. In addition, Youngone operates the license business for The North Face brand in South Korea, so it not only manufactures but sells directly to consumers through its extensive retail network across Korea.
Today, the Youngone Group is comprised of Youngone Holdings and Youngone Corp., and both companies are listed on the Korean Stock Exchange.
Textile World recently had the pleasure of speaking with Youngone Group’s Vice Chairman and President Rae Eun Sung. As the daughter of Youngone’s chairman and founder, during her childhood Ms. Sung spent time accompanying her father on business trips, shadowing him and visiting the company’s factories during school holidays. “I was fascinated to visit various factories around the world,” Sung said. “I was always destined to be involved with the family business!
Background
TW: What does your current job entail and how do you approach the role?
Sung: I began working full-time for the company after I finished my undergraduate studies at Stanford University in 2002. My father insisted I learn about all aspects of the business, so I’ve worked in virtually every part of the company over the last 22 years.
My father is still actively involved, and he is passionate about the factory designs, investing in state-of-the-art machinery and the production processes. His vision for our Korean Export Processing Zone (KEPZ) facility in Bangladesh is to create an entire ecosystem, complete with factories, lush green spaces, schools, a technical institute, a medical complex, a botanical garden and eventually a sports arena, to serve not just Youngone employees and their families, but the wider community.
So I tend to focus on the day-to-day operations of the business, as well as the longer term strategic direction. For example, I set up a $65 million corporate venture capital fund in 2022 in Singapore to nurture startups and innovators, especially in the areas of sustainability and circularity. We are now in the process of setting up the second fund to further expand our investment portfolio.
Youngone Group
TW: What is the company’s mission and has the mission changed over time?
Sung: From an early stage I felt it was important to clearly define our company’s vision and mission. So, I developed our vision and mission statements: “Striving for Excellence with Passion.” The company is relentless in its pursuit of excellence and customer satisfaction. Our mission is to be “A trusted and reliable partner, a caring employer and a responsible corporate citizen, focused on sustainability.”
It is now a group of companies with over 90,000 employees with a presence in 17 markets and annual revenues in excess of $3 billion.
TW: Are there any landmark moments in the company’s history?
Sung: There are several highlights worth noting. Becoming the first foreign investor in Bangladesh’s garment industry in 1980 was a key moment. We were also the first company to employ a predominantly female workforce, which challenged cultural norms at the time. Today,Young-one is the largest foreign investor in Bangladesh and the largest private employer with over 65,000 employees. Another important milestone was our acquisition and long term development of the KEPZ in Chittagong, Bangladesh.
We acquired a barren area of 2,492 acres and over a period of eleven years, we have transformed the area into a lush industrial zone by planting over 3 million trees, creating 37 water bodies to harvest more than 600 million gallons of rainwater each year, and cultivating botanical gardens. As a result, the area illustrates the rich bio-diversity that can be achieved by balancing development and one’s commitment to the planet. I am proud to share our export zone is home to over 137 species of birds and wildlife along with 500 species of plants.
In Korea, one of the most significant milestones was when we set up a joint venture company with our partner Goldwin to launch The North Face products domestically.
Youngone is the largest foreign investor in Bangladesh and the largest private employer with more than 65,000 employees.
TW: Can you share a little about the company’s strengths and current capabilities?
Sung: In terms of our overall key strengths and capabilities, I’d say first and foremost we have unrivaled experience, having started more than 50 years ago. In that time, we’ve worked incredibly hard to build a reputation for quality, reliability and innovation, which is why we work with so many of the world’s leading brands. Second, our diversification strategy not only enables us to be closer to our customers, it also gives us greater flexibility and resilience. Finally, our vertical integration strategy is a key competitive advantage as it balances our dependence on suppliers, while giving us greater control over quality and improving consistency.
I believe that establishing a clear corporate culture from the outset has been vital to our success. I created the company’s “Core Values” over a decade ago and we recently conducted a refresh to ensure all of our global colleagues understand and live the Core Values.
Our Core Values are encapsulated in the mnemonic HEART:
Honesty and Integrity — We are true and sincere and adhere to high ethical principles;
Excellence — We take pride in our work and strive for the highest levels of customer and employee satisfaction;
Agility — We navigate changing market conditions quickly;
Responsibility — We value, promote and contribute to communities and society at large and conduct business in a responsible and sustainable manner; and
Together — We must all live the core values and be accountable for our actions. Together we can make a real difference.
Supply Chain & Retail
TW: What advantages does a vertically integrated supply chain provide in terms of speed, quality and innovation?
Sung: We embarked on our vertical integration strategy even before the pandemic. At the height of the pandemic it became clear that we needed to accelerate the expansion of our materials division in order to avoid supply chain disruptions. However, we also saw an opportunity to develop new business models by producing enough material to supply local factories in Bangladesh, so that they too can avoid having to import long lead time materials. Currently, we sell around 50 percent of our Draw-Textured Yarn, 30 percent of our woven and knitted fabrics, and 40 percent of our Ecoloft insulation to local companies.
Aside from avoiding potential supply chain disruptions, we also have complete control over the quality of our own materials, and we can quickly adjust production volumes depending on demand.
TW: The company has a global footprint with manufacturing facilities in Asia as well as Central America. What advantages does this offer?
Sung: We began diversifying our production facilities more than 20 years ago. In addition to our main production base in Bangladesh, which accounts for around 60 percent of our production, we now have factories in Vietnam, El Salvador, Uzbekistan, Ethiopia and India. This strategy is partly designed to be closer to our customers, which reduces and simplifies logistics. It also provides greater flexibility in case of disruptions for our customers, who seek multi-country, multi-category, vertical operations like ours.
TW: How is a changing apparel retail environment impacting Youngone?
Sung: We firmly believe changing consumer behavior is a good thing. Buying fewer, better quality garments that last longer is definitely better for the environment. However, we still see continued growth as we acquire new customers and expand into new and developing markets, such as India. We recently opened our first factories in India because it is well known that consumers there favor products made in India.
TW: Did the advent of “fast fashion” affect Youngone and did you observe any changes with customers.brands in reaction to the movement?
Sung: Youngone is not involved in “fast fashion” as much. The majority of our customers produce specialized performance sports or winter clothing, shoes and bags. The advent of fast fashion has had a challenging impact on the garment industry due to the increase in waste and pollution.
However, we believe consumer awareness and advocacy is helping to address the problem. Conasumers everywhere are becoming more environmentally conscious. They are interested in knowing where their clothes are made and whether they have been produced sustainably and in factories with safe, humane, working conditions. This is a really positive trend we believe will continue.
TW: As supply chains shrink, do you anticipate Youngone moving closer to the customer? How would this affect the company’s relationships with brands and retailers?
Sung: Shrinking the supply chains is not only good for the environment with fewer products being shipped over long distances, it also helps to provide great control over quality, delivery lead times and inventory levels. Youngone began adopting a diverse, vertically integrated business model many years ago and we have been accelerating that process since the pandemic, which demonstrated how vulnerable entire industries can be to supply chain disruptions.
Youngone is committed to sustainability and environmental protection. It has invested in major initiatives across the globe including solar panels.
Production
TW: How does Youngone balance contract manufacturing with developing its own brands and intellectual property?
Sung: We take intellectual property very seriously, which is why we often have specific factories dedicated to our key customers. We also organize our company to create the appropriate firewalls in development and maintain best in class processes to ensure the security of our data and especially our customers’ designs and innovations.
Our retail footprint is in South Korea and focused on The North Face brand which is customized for this specific market. Over the years we have also made targeted investments in performance companies, always taking great care not to compete with our customers and instead finding the appropriate adjacency, or a totally new category.
TW: How does the company maintain consistency in quality, compliance and innovations across its global manufacturing network?
Sung: In terms of quality and consistency, we have rigorous quality training standards for our quality inspectors across all of our factory operations. The training is updated regularly when we introduce new product lines or processes.
TW: Youngone manufactures apparel and other products for some iconic outdoor and athletic brands. What do you think makes these customers choose and stay with Youngone?
Sung: I believe we have been successful in retaining our iconic global customers because we take a very collaborative approach. We work closely with their design teams when developing new materials and processes. This is a fast-paced, highly competitive industry, so above all, these customers demand consistent quality, innovation and reliability.
TW: Do you have any thoughts about how AI and automation may affect production, and are there any tools or technologies Youngone is looking to adopt?
Sung: We believe AI will definitely have a role to play in the future. We have already started running some trials using AI in areas such as logistics, material planning and utilization. We think there could be significant reductions in material wastage for example.
Working closely with our customers, with their own AI assisted design programs and in combination with our own research and development facilities, we are constantly looking at new materials, tools and technologies.
Sustainability/CSR
TW: In the United States, attracting and developing a trained workforce is a challenge. Does Youngone experience workforce issues and does the company have any initiatives to tackle the problem?
Sung: So far we have been fortunate to maintain a very low staff turnover level globally. There are several possible reasons for this. However, we believe the main reason is that we prioritize safe, comfortable working conditions. We embrace diversity and equality, and all employees are protected under our global code of conduct. In addition, we provide subsidized canteen facilities, on-site medical care, childcare facilities and a host of other benefits.
TW: What are some of the ways Youngone supports workforce development and well-being across its production facilities?
Sung: Youngone has a predominantly female workforce — around 80 percent globally. However, at the KSI Garment Factory, women only make up around 20 percent of the supervisors. To address this issue, we have introduced several programs, such as our GEAR program — Gender Equality and Returns — which is designed to train female supervisors. So far, more than 200 women have completed the training in Bangladesh to become supervisors. We have also introduced another program for female supervisors to become managers or technical specialists, called GEAR Advance. While this is a relatively new program, more than 30 women have already progressed to become managers and specialists.
TW: Environmental stewardship is an underlying tenet of Youngone. What are the most impactful sustainability initiatives the company has implemented across its global facilities?
Sung: Sustainability and environmental protection has been at the heart of everything Youngone does since the very beginning. Our major initiatives include our solar panel investments. Our goal is to reach 100 MWp across our global facilities by 2030.
We recently phased out coal-fired boilers in Vietnam and replaced them with biomass boilers. The resulting ash is collected and used to produce fertilizer, which is made available to local farmers.
All of our factories have wastewater treatment plants and effluent processing facilities. We also have rainwater harvesting facilities at many of our operations.
One of the major initiatives underway is to make of use scraps or recycled material, such as our award-winning “Ecoloft” range of products. More than 40 percent of our synthetic down fillers are made from recycled or scrap materials.
At our KEPZ operations in Bangladesh, we have planted more than 3 million trees and created 37 water bodies that are capable of harvesting more than 600 million gallons of rainwater.
Youngone has introduced training programs dedicated to helping female workers become supervisors, managers and specialists.
Looking Forward
TW: Are there any trends in apparel and outdoor performance Youngone is watching?
Sung: The number one trend is focused around sustainability and circularity. That means products made with a high level of recycled content, which can be further upcycled or recycled. We have been investing in startups and innovators in this space through our corporate venture capital group.
TW: Do you see any growth opportunities for the company?
Sung: Much of our production is still outerwear and winter clothing categories for which Youngone is well known. Notably, our “performance and athleisure wear”sector grew significantly during the pandemic, and it continues to grow. The key advantage of this sector is that it is less seasonal. We also see great potential for growth in the footwear sector, as well as premium products such as merino wool.
TW: How is the company positioning itself over the next five to 10 years?
Sung: Our main priority is to continue supporting our new and existing customers with high quality and reliability, especially with so much volatility and the uncertain impact of changing trade landscapes.
In the short to medium term, we will continue to ramp up our sustainability efforts with investments in solar power and recyclable materials. We are continuing to diversify with new factory locations in Africa and Central America. And we are focusing on developing the next generation of designers and innovators with the opening of a Textile Institute in Bangladesh.
TW: If you had to identify one key challenge for Youngone going forward, what would that be and how is the company positioned to meet the challenge?
Sung: We believe the main challenge for Young-one and the garment industry as a whole is sustainability. The combination of regulatory changes in several markets, coupled with growing consumer awareness and shifting buyer practices, means we have to continue innovating and finding more ways to make our business more sustainable.
TW: Please give a quick synopsis of the Youngone’s value proposition. Tell readers what sets the company apart and makes it unique.
Sung: There are several key things that differentiate Youngone from other OEM garment makers. Our 50-year history of continued growth and development clearly demonstrate that our fundamental business model is sound and that we are here for the long term. Second, our diverse global operations gives us greater resilience and flexibility, while being closer to our customers. Our “Core Values” ensure all of our 90,000 employees worldwide understand and embody the principles of honesty, integrity, quality and responsibility. And lastly our vertical integration strategy enables us to guarantee consistent quality and reliability.
bluesign is celebrating 25 years of helping the entire textile and apparel value chain deliver measurable impacts that matters to industry, people and the environment.
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Switzerland-based bluesign technologies recently celebrated its 25th anniversary. Established in 2000 to offer sustainable chemical and environmental management solutions for the textile and fashion industry, bluesign developed a science-based input stream management system with the aim of eliminating harmful substances at the source. The system also helps ensure safer working conditions, reduces environmental impacts and provides safer products for consumers.
Esther Paez
Today, bluesign counts more than 900 global system partners who work towards benchmarks for responsible production using bluesign’s criteria for chemical use, environmental performance and resource efficiency, while delivering measurable reductions in environmental impact.
“We are the only service provider in the textile sector offering a comprehensive eco-system approach that connects chemical management, manufacturing process optimization, and sustainable product stewardship,” said Barbara Oswald, chief commercial officer, bluesign.“Our work goes beyond certification and compliance. We deliver measurable improvement solutions and ongoing support to help our partners make sustainability an integral part of their business.”
“bluesign was born out of a bold idea, that sustainability could be embedded into the DNA of product creation,” said Daniel Rüfenacht, CEO of bluesign technologies.“Twenty-five years later, we’re proud to be a beacon of trust, innovation, and responsibility, and to partner with industry leaders worldwide in building a more sustain-able future together.”
Textile World recently had the opportunity to speak with Oswald as well as Esther Paez, bluesign’s Sustainability product manager, about the company and what lies ahead having achieved this milestone anniversary.
TW: How has bluesign’s mission evolved since the organization was founded 25 years ago, and what role do you see bluesign playing in the next decade as new regulations such as the EU Green Deal and Digital Product Passport take shape?
Barbara Oswald: Over the past 25 years, bluesign has evolved from an industry pioneer focused on safer inputs to a trusted partner driving sustainability transformation across the textile value chain. As regulatory expectations increase, our mission remains the same — to help industry produce the lowest possible impact on the environment and people, backed by primary verified data, transparency and practical solutions. Our system is geared for digital traceability and verified information that initiatives like the EU Green Deal and Digital Product Passport will require. In that sense, bluesign enables companies not only to comply, but to lead.
TW: There are other sustainability frameworks including ZDHC, OEKO-TEX, and GOTS. How does bluesign position itself among these organizations?
Esther Paez: We welcome the work of other frameworks that contribute to the industry’s sustainability goals. What makes bluesign unique is our integrated, end-to-end approach, geared towards sustainability improvement. We work across the entire value chain, connecting chemical suppliers, manufacturers, and brands through a single verified system. bluesign functions as a service partner, combining data-driven insight, on-site verification and continuous improvement support.
Over the years, bluesign has expanded the textile and apparel categories covered by its system to include denim, footwear and leather products.
TW: How does bluesign ensure alignment and accountability among a wide range of mills, suppliers, and brands in the global System Partner network?
Paez: Alignment comes from a shared framework built on trust, transparency, and measurable performance. All bluesign System Partners are part of the same ecosystem, connected through common principles, verifiable criteria and a commitment to continuous improvement.
Each partner’s performance is verified on-site and supported through data analysis. But our approach goes beyond verification: Our experts work closely with partners to interpret results, identify improvement areas and implement solutions. This continuous engagement fosters accountability, builds capability, and strengthens collaboration across the entire network.
TW: What are some of the greatest challenges you see today in managing impact, and how does bluesign help manufacturers and brands address them?
Oswald: Today’s biggest challenge is navigating the complexity of multiple sustainability expectations — balancing impact reduction, costs, due diligence, reporting or compliance across many dimensions (ESG). Many companies struggle to connect these dots across their supply chain and geographies. bluesign helps by providing verified primary data, technical insight, and tailored improvement pathways that make sustainable transformation manageable. Through our collaborative model, we help partners move from reactive compliance to proactive impact reduction.
TW: How does bluesign measure and verify envi-ronmental improvements at partner facilities?
Paez: Our partner assessments go beyond certification to our standards, they are designed to drive measurable improvement. We measure resource efficiency, chemical performance, and emissions to air and water. Following each assessment, we share results and tailored improvement plans with partners, supporting them in setting clear targets and taking practical action. The verified data that results from this process provides a transparent and credible foundation for measuring progress and demonstrating real impact.
TW: How does bluesign maintain credibility in a world where greenwashing and self-reported data are common?
Oswald: Credibility comes from verification and science, not promises. bluesign enables its partners and brands to provide evidence-based sustainability data, helping them communicate honestly and avoid greenwashing. Our ongoing assessments and action plans are based on data review, technical validation and independent on-site evaluation. This gives both brands and consumers’ confidence that bluesign stands for proven, trustworthy performance.
TW: Are there any new innovations in pro-cessing or monitoring that excite you as potential breakthroughs in cleaner textile production?
Paez: Innovation today is happening where chemistry, process efficiency and circularity meet. We’re particularly encouraged by advances in cleaner dyeing technologies, chemical recycling of polyester, and closed-loop systems that reduce waste and extend material life. bluesign’s solutions are flexible to accommodate these welcomed new developments — working with chemical suppliers, manufacturers, and recyclers to ensure that new processes meet our safety and sustainability requirements from the start. These innovations show that true sustainability is not about compromise — it’s about smarter chemistry, efficient production and a system that keeps resources in use.
TW: Certification can be complex and expensive, especially for smaller companies or those in developing regions. How does bluesign work with companies to make its services accessible?
Paez: We recognize that every partner has different starting points and capabilities. bluesign offers scalable implementation pathways, allowing each company to progress step-by-step while receiving hands-on guidance from our experts. Our role is to support, not to police. By offering practical tools, regional engagement, and capacity building, we help companies of all sizes participate in responsible production.
bluesign’s work with textile manufacturers focuses mainly on tier 2 of the textile supply chain.
TW: Tell readers about the bluesign Academy.
Oswald: The bluesign Academy has long been recognized as our knowledge hub for sharing expertise and training across the industry. As we continue to evolve, this work is becoming more closely integrated within bluesign itself, reflecting how deeply knowledge and expertise are embedded in everything we do. Going forward, we may call it something different, but its purpose remains the same — to equip our partners and the broader industry with the under-standing, tools and insights needed to drive measurable improvement and responsible production. At its core, it’s still about the people and the expertise behind bluesign — helping our partners turn knowledge into lasting progress.
TW: Looking ahead, do you see a future where “clean production” is the default and not the exception? What will it take to tip the scales closer to a safer, cleaner textile production environment?
Oswald: That is exactly the future we are building toward. The shift will depend on these things:
Collaboration — a shared responsibility across the entire value chain;
Verification — so progress can be measured and trusted;
Continuous improvement — supported by knowledge, data and partnership;
Innovation and scalabilty — to ensure solutions can grow and deliver impact at every level of the industry; and
Consumer awareness —empowering people to understand, trust, and choose responsibly produced textiles.
When these elements come together, responsible production becomes not an aspiration, but the industry standard.
TW: How is bluesign thinking about the role of consumers in driving sustainability?
Oswald: Looking forward, we are focused on building awareness with end consumers. Ultimately, the demand for sustainable products comes from those who buy them. By evolving our certifications, communication, and transparency, we aim to make it easier for consumers to understand, trust, and choose responsibly produced textiles.
TW: Please give a quick synopsis of your company’s value proposition. What should readers expect from bluesign in the future?
Oswald: bluesign is the only service provider in the textile industry offering a comprehensive eco-system approach, from chemicals to end products, built around delivering improvement solutions and ongoing support. We bring together science, data, and collaboration to help the industry reduce adverse impact and operate responsibly. What truly sets us apart is the long-term trust and collaboration we’ve built with our System Partners over more than two decades. These relation-ships allow us to continuously refine our system and deliver solutions that are both practical and proven. Looking ahead, we’ll continue expanding our system’s digital capabilities and supporting our partners through data-driven insights, collaboration, and innovation, always focused on measurable, real-world results.
TW: Why do you do what you do? What motivates you?
Oswald: Our motivation comes from the belief that sustainability should be achievable for everyone in the textile industry. We are driven by the progress we see when our partners reduce impact, improve operations, and lead the way toward responsible production. For us, it’s about partnership and empowerment, helping the entire value chain deliver measurable impact that matters to industry, people and the environment.
CALHOUN, GA. — December 2, 2025 — Tiger Group today announced plans to auction assets from the 210,000-square-foot Calhoun plant of a major synthetic turf maker and installer.
Bidding in the timed online auction at SoldTiger.com opens on Thursday, December 4, at 10:30 a.m. (ET) and closes on Thursday, December 11, at 10:30 a.m. (ET). The plant-closing sale is an assignment for the benefit of creditors.
Tiger Group’s December 11 online auction includes machinery and equipment, rolling stock, inventory and plant support equipment from ACT Global Americas, Inc’s closed warehouse.
“ACT Global Americas, Inc.’s former warehouse is full of useful machinery and equipment, rolling stock, inventory and plant support equipment,” said John Coelho, Senior Director, Tiger Commercial & Industrial. “It’s a strong opportunity for other artificial turf manufacturers, textile companies or just those who are looking for great bargains on assets such as trucks, tractors, tools and landscaping inventory.”
The company describes itself as one of the world’s largest producers of artificial turf, with products that include capping systems and artificial grass geomembrane liners for landfills and artificial grass for airport ground cover as well as sports such as football, soccer, baseball, rugby, tennis and field hockey.
Highlights of the December 11 auction include:
MANUFACTURING & INSTALL
2008 CMC half-gauge, single-feed tufter with PIV yarn drive and 365 position, two-story creel
2022 Zhejian Tianzhu textile machinery yarn twister (less than 5 hours of use)
Allma/Saurer Technocorder twister
ATI PD96 3D precision laser box grader
(2) Jacobsen Turfco Met-R-Matic XL topdressers
(4) model 920HDE GreensGroomer turf brushes
(2) Hot Melt Technologies Benchmark 315 portable hot melt gluers
RAW & FINISHED INVENTORY Artificial turf manufacturers and landscapers will find more than 250,000 pounds of polyethylene (PE) yarn in assorted colors and deniers (thickness); more than 100,000 linear yards of primary backing, and more than 475,000 square feet of landscape inventory.
ROLLING STOCK & FORKLIFTS
(30) gas and diesel Ford, Chevrolet and Dodge Ram pickups
Open and enclosed trailers, some from as late as 2025
Gooseneck trailers by Texas Bragg and Load Trail
Utility and cargo trailers by Arising, Homesteader, American Hauler and others
(2) Kubota Tractors, L3302HST & L3301D
Forklifts by Linde, Clark and Komatsu ranging in capacity from 5,500 to 8,000 pound, some from as late as 2022
OTHER ASSETS Also available are a walk-behind power broom, spare creel, Lay-Mor 8′ grooming broom, turf sewing machines, portable generators, laser levels, a pedestal drill press, a PVC welder, a bench grinder, paint sprayers and various powered hand tools.
Plant support and office assets include a hydraulic pallet jack, ladders, hand trucks, carts, pedestal fans, a strapping cart, shop vacs, a floor jack, a parts washer, flame-proof storage cabinets, maintenance supplies, office sundries, desks, chairs, a conference table, a breakroom, file cabinets and a reception desk.
Inspections are available by appointment on Wednesday, December 10, at the Calhoun plant. To arrange an inspection or obtain other information, email: auctions@tigergroup.com
For asset photos, descriptions, and other information, visit https://soldtiger.com/sales/
Compliance with FTC regulations is essential to avoid enforcement actions, litigation and penalties.
By Julia Solomon Ensor
For companies in the textile or wool products business, time invested in a compliance check today could save time, money and hassle associated with a regulatory inquiry in the future. After all, the last time the Federal Trade Commission (FTC) publicly investigated companies for allegedly mislabeling textile products, those companies ended up having to pay millions of dollars in penalties.
When it comes to textile and wool labels, the FTC is the primary federal regulator. Pursuant to the Textile Fiber Products Identification Act, 15 U.S.C. § 70 et seq. (Textile Act), and implementing rules, 16 C.F.R. Part 303,1 and the Wool Products Labeling Act, 15 U.S.C. § 68 et seq. (Wool Act), and implementing rules, 16 C.F.R. Part 300,2 the FTC requires every covered product’s label to include three key pieces of information:
fiber content;
country of origin; and
manufacturer identity.
Labels can contain additional, non-required information if it is not misleading, but if a marketer’s label does not address these three categories of information, it is noncompliant.
Fiber Content
Historically, most of the FTC’s textile-related litigation has focused on fiber disclosures, with most cases alleging companies misled consumers by using the wrong generic fiber names. For example, the FTC has repeatedly sued companies selling textiles made from rayon or viscose derived from bamboo pulp for labeling their products as “bamboo” when the labels should have said rayon or viscose.
Most recently, in 2022, the FTC blanketed the marketplace with notices to retailers reminding them that Commission decisions have determined it is an unfair or deceptive act or practice to misidentify a product’s fiber content. The notices included a synopsis of FTC cases reaching this conclusion. When the targeted retailers failed to clean up allegedly deceptive claims within a reasonable amount of time of receiving the letters, the FTC initiated enforcement actions. And, once the FTC initiated the cases on fiber content disclosures, the threshold alleged Textile Act violations opened the door for the FTC to investigate other marketing claims on the retailer sites, ultimately arguing that these retailers further violated the law because they also misled consumers as to the environmental benefits of their bamboo-derived products. So, in those cases, litigation triggered by specific issues with fiber content identification evolved into large-scale matters involving other marketing claims. The FTC ultimately settled the cases for penalties of $2.5 million and $3 million, respectively.
Five Percent Matters
With this frame in mind, textile marketers should always begin compliance reviews with a careful check of fiber content disclosures. First, marketers should determine each constituent fiber in each product that accounts for 5 percent or more of the product by weight. For those fibers, companies should ensure they are using correct generic names listed in either 16 C.F.R. § 303.73 or ISO Standard 2076: 2010(E). Marketers should list the names on the label in descending order of predominance. For fibers other than wool that comprise less than 5 percent of the product by weight, companies can generally disclose them as “other fiber[s].”
Allowances & Tolerances
There are a few allowances in the regulations that make disclosures easier. First, the FTC permits a 3 percent tolerance on claims to account for slight variability across product lines.
Litigation triggered by specific issues with fiber content identification evolved into large-scale matters involving other marketing claims. The FTC ultimately settled the cases for penalties of $2.5 million and$3 million, respectively.
So, as long as companies are doing their best to be accurate, error within that 3 percent range is generally low risk. Second, there is no requirement to disclose fiber content for things like collars and cuffs, trim, linings — unless used for warmth — small amounts of ornamentation, or threads that hold a product together. And, finally, if a product includes using clippings or textile waste materials of indeterminant fiber content, it is generally low risk to disclose those materials as unknown fiber content.
Country Of Origin
Country of origin is next on the compliance checklist. The Textile Act and Wool Act require companies to disclose origin for all products, whether they are imported or made in the United States. For imported products, this is easy. The tag should simply reflect the product’s country of origin as disclosed at time of importation. If the product is not imported, things get a little more complicated. Specifically, when it comes to figuring out whether a textile or wool product that underwent final processing in the United States can be labeled as “Made in USA” or “Made in USA of Imported Materials,” the FTC uses the “one step removed” rule.
One Step Removed
The “one step removed” rule requires companies to look at the origin of the materials one step removed from the product’s final manufacturing process. If those materials are imported, the marketer must disclose that on the label. If those materials are U.S. materials, the marketer can label the product as “Made in USA.”
For example, a company selling a woven shirt should look at where the fabric was made, because that step is one step removed from the final step in shirt production — cut-and-sew. If that step happened in the United States, the marketer could label the shirt as “Made in the USA.” But, if the company imported fabric and then cut and sewed it into a shirt in the United States, the marketer would have to label the shirt as “Made in USA of Imported Fabric.” And, if the product the marketer sells happens to be a flat product like a sheet or a towel, just saying “imported fabric” is insufficient. For those products, companies must identify the county the product came from such as “Made in USA of fabric made in China,” for example.
The ”one step removed” rule requires companies to look at the origin of the materials one step removed from the product’s final manufacturing process. If those materials are imported, the marketer must disclose that on the label.
The FTC has pursued enforcement action against textile manufacturers for incorrect country-of-origin claims on labels. However, those cases have mostly involved egregious conduct. For example, in 2022, the FTC sued a marketer for allegedly ripping tags out of apparel products that appropriately disclosed the products were made in China and replacing them with “Made in USA” claims. That company and its owner settled with the FTC for an injunction and monetary relief of $211,335.
Consumer Versus DoD
Although the “one step removed” analysis is the rule for most textile manufacturers seeking to label their products as “Made in USA” for sale to consumers, it is important to note that there is an additional wrinkle for marketers selling their products to the Department of Defense (DoD). Specifically, companies supplying products to the DoD should be aware that the Berry Amendment, 10 U.S.C. § 4862, and its implementing regulations in most cases prohibit the DoD from acquiring clothing or textile products unless those products are domestically sourced. In general, a covered product will not comply with this requirement unless its entire production process — from raw material sourcing through final assembly — is performed in the United States. In this context, if early-stage inputs to a product are foreign-sourced, evidence of compliance with the “one step removed” standard will be insufficient.
Manufacturer Identity
The final item on the label compliance checklist is the identity of the manufacturer, importer, or other dealer. Marketers must include this information because, when people buy a product, they need to be able to figure out who markets, distributes, or otherwise handles it. To comply, marketers can either print company names directly on labels, or, if saving space and facilitating record keeping are priorities, apply for and include an optional Registered Identification (RN)4 number on the tag.
Don’t Confuse Or Mislead
Compliance begins with ensuring all labels include these three disclosures, every time. Beyond that, to avoid a regulatory action, marketers should ensure labels are securely attached until products are delivered to customers — in the neck, if the products have one. And, as is true in all advertising, marketers should be careful not to include extra information that could confuse or mislead people.
Editor’s Note: Julia Solomon Ensor is counsel in the Entertainment & Media Industry Group at the Washington-based office of Reed Smith where she helps clients navigate complex advertising and consumer protection challenges. She has 15 years of hands-on experience at the FTC where she served as the Made in USA and Green Guides program manager.
DURHAM, N.C.— November 21, 2025 — AATCC honors 2025 award recipients for the AATCC Future Leaders Award, the J. William Weaver Paper of the Year Award, and the AATCC Technical Committee on Research (TCR) Service Award. These awards were presented on November 11, 2025, at the AATCC Fall Committee Meetings. This year, the Fall Committee Meetings were held November 11-13, 2025, at the StateView Hotel in Raleigh, NC, USA.
Future Leaders Award
The AATCC Future Leaders Award recognizes promising young professionals in the fields of textiles, apparel, and related material sciences, provides acknowledgment and recognition to enhance their careers, engages these young professionals in the work of the Association, and brings their insights and needs to the forefront. Award recipients represent the various AATCC Interest Groups.
Award Recipients
Xiuzhu Fei, senior product development engineer at Microban International Inc., leads sustainable antimicrobial product development and has launched two next-generation products. She holds multiple patents, including one that earned a 2025 Silver Edison Innovation Award, and has advanced degrees in textile chemistry and fiber science from NC State. An active AATCC member since 2016, Fei contributes to research committees, conference steering groups, and speaks at industry summits.
Karen Haberland, senior project officer at ECRI Institute, leads investigations on PPE and vaccine administration technologies and has directed grant-funded studies on isolation gown protectiveness. She has developed technical specifications for global procurement programs, published research, and holds a patent for a medical device curvature system. Haberland earned degrees in mechanical engineering from Lehigh and Rowan Universities and studied engineering research at the National University of Ireland Galway. Since joining AATCC in 2021, she has served as secretary of RA75 and chairs a subcommittee on water resistance test methods.
Kaitlin Sigmon is an analytical lab technician at the Manufacturing Solutions Center, specializing in testing apparel, PPE, and upholstery materials since 2018. She actively promotes domestic manufacturing and quality standards and serves on multiple ASTM committees, including textiles and PPE. Sigmon earned her BS in Biology from Western Carolina University and completed the ASTM Emerging Professionals Program in 2025. As an AATCC member since 2022, she serves as secretary for RA23 and RA109 and participates in RA31 Antimicrobial Activity.
Monét Freeman is lead physical testing specialist at Gaston College’s Textile Technology Center, where she oversees lab operations and conducts standardized testing on fibers, yarns, and fabrics. She also provides customer consultations and previously coordinated customized textile training and helped launch the Textile Academy. Freeman brings extensive industry experience from companies like World Elastic Corporation, Kate Spade, and Madewell, and is a member of ASTM and ISO 9001:2015. She earned her BS in Textile Technology: Medical Textiles from NC State in 2014.J.W. Weaver Paper of the Year Award
J.W. Weaver Paper of the Year Award
The AATCC Publications Committee presents the J. William Weaver Paper of the Year Award to the author or authors of the best peer reviewed paper published in the AATCC journal each year. The best paper is selected from among those published in the AATCC Journal of Research during the preceding calendar year. All authors of the winning paper are recognized. The award includes a framed certificate signed by the AATCC president and the Publications Committee chair.
About the Authors
Xiaoxiao Qiu, Shuaitong Liang, Wenqing Cheng, Hongjuan Zhang, Liujun Pei, and Jiping Wang are the recipients of the J. William Weaver Paper of the Year Award for their paper, “The Environmental Impact of Low-Pressure Anhydrous Dyeing Technology for Polyester: Carbon Footprint Quantification and Evaluation” published in the November/December 2024 issue of AATCC Journal of Research.
Xiaoxiao Qiu earned a bachelor’s degree from Zhejiang Sci-Tech University in 2022 and earned a master’s degree from Shanghai University of Engineering Science in 2025. In 2022, Qiu received a Provincial Government Scholarship, and received a Graduate Academic Scholarship in 2022, 2023, and 2024.
Shuaitong Liang is an associate professor and Department Associate Dean for the Shanghai University of Engineering Science, School of Textiles and Fashion. Since 2019, Liang has worked at the Shanghai Engineering Research Center for Clean Production of Textile Chemistry. Liang received a bachelor’s degree from Shaanxi University of Science and Technology (2010), a master’s degree from Shanghai University of Engineering Science (2014), and a doctoral degree from Donghua University (2018). Liang also studied at the University of California, Davis, as a visiting scholar from 2016 to 2017. Liang has several recently published research papers in relevant journals, including AATCC Journal of Research.
Wenqing Cheng works at Zhejiang Green Universe Textile Technology Co. Cheng received a bachelor’s degree from Qingdao University (2012), a Master of Engineering from Beijing Institute of Fashion Technology (2015), and a doctoral degree from Zhejiang Sci-Tech University (2021). In 2023, Cheng served as the Deputy Director of Research and Development in the Research and Development department of Zhejiang Lvyu Textile Technology Co., Ltd. Cheng has papers published in several journals.
Hongjuan Zhang is an associate professor at Shanghai University of Engineering Science. She received a bachelor’s degree from Zhongyuan University of Technology (2012), and a master’s (2015) and a PhD (2019) from Donghua University.
Liujun Pei works as an associate professor at Shanghai University of Engineering Science.
In 2011, Pei received his bachelor’s degree from Zhongyuan University of Technology, and degree (2014) and a doctoral degree (2017) from Zhejiang Sci-Tech University. In 2021, Pei received the Wang Shanyuan’s Outstanding Doctoral Dissertation. Pei has several published works in various journals.
Jiping Wang is a professor at Shanghai University of Engineering Science. Wang earned a bachelor’s degree from Zhejiang Sci-tech University (1982), a master’s degree from Donghua University (1985), and a PhD from the University of Texas at Arlington (1994). Wang joined AATCC in 1995, and is an active member, holding leadership positions and participating in several research committees. Since 2015, he has served as Chair of C7 Publications Committee, on the AATCC Board of Directors, and the AATCC Foundation Board of Directors. Wang has also served as the AATCC Global Membership Representative in China for the past 10 years.
Technical Committee on Research (TCR) Service Award
The Technical Committee on Research Service Award was established in 2008 to recognize those members who have contributed greatly to the AATCC organization in a technical capacity. Individual members of the Association with at least five years of continuous membership in AATCC, who have contributed outstanding technical service to the Association through activity in a research committee, are eligible. The Award consists of a plaque and an honorarium.
Award Recipients
Alan Buttenhoff joined AATCC in 2003. He serves as the chair of RA57 Floor Covering Test Methods research committee and is active in RA50 Lightfastness and Weathering Test Methods research committee. He served as a member of the AATCC Board of Directors from 2010 to 2012. Since joining AATCC, Buttenhoff has established several work groups that improved the stain reference scale manufacturing process, developed a new vinyl for the vinyl staining test method, and improved documentation and detection limits of the TM189-2017e Test Method for Fluorine Content of Carpet Fibers. He is an active member of the Technical Committee on Research and is a voting member of the Materials Interest Group.
Miranda Klaas joined AATCC in 2019. Since 2019, Klaas has served as chair of RA59 Fibrous Test Materials research committee and has served as secretary of RA60 Colorfastness to Washing Test Methods research committee. Klaas has attended several conferences, including the Textile Testing Training Conference, and is a part of various committees. She is a member of the Technical Committee on Research, the Materials Interest Group, and serves as the social media content creator for the Delaware Valley Section.
Posted: December 2, 2025
Source: The American Association of Textile Chemists and Colorists (AATCC)
SALT LAKE CITY, Utah — December 1, 2025 — SINTX Technologies, Inc. (“SINTX” or the “Company”), an advanced ceramics and biomaterials company, today announced that it has signed a supply agreement with Evonik Corporation (“EVONIK”), a global leader in high‑performance polymers, to manufacture the Company’s proprietary silicon nitride–PEEK compound (SiN/PEEK) (U.S. Patent No. 10,806,831) engineered for AI‑assisted additive manufacturing of patient‑specific implants that will be produced using equipment already in place at SINTX’s U.S.-based production facility.
Under the agreement, EVONIK will produce SiN/PEEK compound leveraging its commercial-scale capability to SINTX’s specifications, enabling the Company to immediately begin manufacturing AI‑designed, 3D‑printed, patient‑specific implants. SINTX has already received physician requests to provide humanitarian‑use vertebral body replacement (VBR) implants for orthopedic and neurosurgical oncology patients following tumor resections in the spine. In addition, the Company intends to use the SiN/PEEK compound to support regulatory clearances of patient matched and traditional subtractive manufactured implantable devices.
Eric K. Olson, Chairman, President & CEO of SINTX, said, “This agreement with EVONIK is another pivotal moment for SINTX and for the field of patient‑specific implants. By combining EVONIK’s industrial‑scale PEEK polymer manufacturing expertise with SINTX’s silicon nitride biomaterial manufacturing capabilities, we can deliver next‑generation implants that address critical needs in trauma, spine, oncology, and beyond. We believe SiN/PEEK offers compelling advantages over standard PEEK, including antipathogenic surface characteristics, osteogenic potential, and improved visualization—features that matter in complex, high‑risk procedures.”
Marc Knebel, head of EVONIK’s Medical Devices & Systems market segment, said, “We are excited to support SINTX in bringing a high‑performance SiN/PEEK composite filament to market for additive and subtractive manufacturing of regulated medical devices. This is another example of enabling innovation that EVONIK has delivered to improve medical outcomes. Our collaboration is designed to provide consistent quality, supply reliability, and scalability—foundational elements for our continued broader collaboration and data generation to support future medical device market work.”
Why SiN/PEEK for Patient-Specific Implants
SINTX’s silicon nitride has been studied for its antipathogenic behavior and osteogenic properties, while PEEK composites are valued for radiolucency and mechanical tunability. The SiN/PEEK combination aims to deliver:
Antipathogenic surface behavior to help reduce microbial adherence on implant surfaces.
Osteogenic support to promote bone on-growth and integration.
Improved visualization vs. standard PEEK for intra-operative and post-operative imaging.
Design freedom via AI-assisted, additive manufacturing for patient-specific geometries.
Scalable, consistent filament to support high-mix, low-volume production typical of patient-specific workflows.
With today’s supply agreement, the parties envision making SiN/PEEK compound available to other qualified manufacturers for complex implant indications where silicon nitride’s attributes may add clinical and economic value.
SINTX’s near‑term humanitarian efforts are focused on trauma and oncology indications for post‑tumor resection cases, where surgeons face challenging anatomy and infection risk, and where patient‑specific designs may facilitate better fit, fixation and overall clinical outcomes, stated Dr. Ryan Bock, SINTX Chief Technology Officer. “We’re responding to real‑world surgeon requests in oncology‑related care. Our immediate focus is on humanitarian‑use cases while we build the quality systems, regulatory files, and production capacity to expand into additional indications through appropriate FDA pathways.”
For more information on SINTX Technologies or its materials platform, visit www.sintx.com.
TOKYO — December 2, 2025 — YKK Corporation announced that it will make its debut at CES 2026 (Consumer Electronics Show), the world’s largest technology exhibition, to be held in Las Vegas, Nevada, in January 2026, where it will showcase groundbreaking innovations that connect the future.
AiryString®
Visitors will discover how YKK is redefining everyday functionality through smart, sustainable, and connected fastening technologies.
At this exhibition, under the theme “Fastening the Future: Where Technology Meets Design,” YKK will showcase new possibilities for fastening solutions that fuse technology and design. From its lineup of fastening products available in over 70 countries and regions worldwide—including zippers, snaps, hook-and-loop fasteners, and buckles—YKK will present a range of innovative concept models, including an autonomous zipper. Through these exhibits, visitors will experience YKK’s vision for creating new value and shaping the future of manufacturing.
Comment from Terry Tsukumo, Senior Vice President, Product Strategy Division, Global Sales Headquarters, YKK Corporation:
Autonomous Zipper
“In April 2025, YKK established a new division, the Global Product Innovation Center (GPIC). Headquartered in Silicon Valley, USA, with additional offices in Kurobe and Tokyo, Japan, GPIC collaborates with startups and research institutions through industry-academia partnerships to gain deep customer insights and address latent needs, driving the creation of new value.
“YKK integrates its sales, development, and manufacturing teams to develop innovative products that solve challenges, propose new applications, and deliver compelling solutions—all with the goal of building a better future. Experience YKK’s commitment to innovation firsthand at CES.”
