Opera’s Biggest Fan leaves behind a Sprawling Time Capsule – The CFO’s role in capability building – UNWTO and IATA Collaborate on Destination Tracker to Restore Confidence in Travel

In today’s TextileFuture Newsletter, we intend to offer you again interesting reading and to accomplish three goals. Firstly, we want to offer to you “Opera’s Biggest Fan leaves behind a Sprawling Time Capsule” as an excellent story from New York, wirtten by Corey Kilgannon, a Metro Reporter and member of a tem that won in 2009 the Pulitzer Prize for Breaking News. It will reveal to you some aspects you would not believe to be real, but it is real!

The second goal is to give you a breakdown of “The CFO’s role in capability building”, again from the source of McKinsey, that clearly shows that CFO’s assume a complete new role.

The third goal will give you pertinent information on travel under Covid restrictions and is entitled “UNWTO and IATA Collaborate on Destination Tracker to Restore Confidence in Travel”. It will allow you to download the latest and daily updated information on the changing rules. We all wish or have to travel, but it is rather  difficult to find pertinent daily information. On the other hand we draw your attention to the fact that governments around the globe are eager to get as much data information on travel as they can.

Here starts the first feature:

Opera’s Biggest Fan Leaves Behind a Sprawling Time Capsule

Pavarotti, Domingo, Sills, Fleming and many more: Perhaps 200000 autographs are piled in a vacant East Village apartment.

By guest author Corey Kilgannon. Corey Kilgannon is a Metro reporter covering news and human interest stories. He was also part of the team that won the 2009 Pulitzer Prize for Breaking News.

All captions courtesy by the New York Times

“To Lois.”

For many of opera’s greatest stars since the 1950s, writing that phrase before signing an autograph was both a rite of passage and an honor. After they had finished a long performance at the Metropolitan Opera, singers like Beverly Sills, Luciano Pavarotti, Plácido Domingo and Renée Fleming knew that Lois Kirschenbaum would be waiting at the stage door to greet them. The artists admired her almost as much as vice versa.

Kirschenbaum was a switchboard operator from Flatbush, Brooklyn, who became perhaps New York’s biggest and longest-standing opera buff — and an obsessive autograph collector. For over half a century, she spent about 300 nights a year at the Met and other musical and dance performances. Legally blind since birth, she would usually sit in the uppermost balcony and follow the action with a pair of large binoculars, always hustling back after the curtain call — programs and headshots in hand — to gather signatures.

Until her death last month, at 88, she put her memorabilia in a spare bedroom of her rent-controlled East Village apartment, as it grew into perhaps the largest collection of its kind accumulated by a fan firsthand.

“It’s a musical time capsule of what went on in New York in classical music over 55 years,” said Carl Halperin, a longtime friend. “She didn’t even know what was in there anymore — it was just so much.”

Another friend, Sally Jo Sandelin, was in the apartment on a recent afternoon cleaning and sorting out Kirschenbaum’s belongings. “Lois didn’t throw anything out,” she said. “And since she was at performances every night and working every day, and legally blind, the stuff just piled up.”

The spare bedroom had long ago become a knee-high wading pool of paper, said Sandelin, who several years back began packing it all, still unorganized, into dozens of boxes.

The collection is striking in both its abundance and haphazardness. Each box is itself a seemingly endless trove, covering minor singers and household names alike, their signatures scrawled across magazine articles, reviews and publicity shots. But programs, most of all, and mostly from the Met — the pages listing each performance’s cast covered with autographs. “Plácido Domingo” is regally wrought on a Feb. 22, 1982, “La Bohème” program; “Luciano Pavarotti” on a photograph is a meandering sine wave.

Kirschenbaum reigned as the grande dame of a group of hard-core fans who populated standing room at the opera house and would flock to the stage door for autographs. It was a practice that helped her befriend some of the world’s most famous opera singers, who half-joked that they had truly arrived on the New York scene only after being approached by her after a performance. Her request for an autograph was considered “a special type of approval,” the mezzo-soprano Frederica von Stade said in an interview.

That approval came in large doses, as Kirschenbaum would often ask singers to sign stacks of items pulled from the oversize handbag she hefted, full of programs, photos, magazine clippings and other memorabilia. The soprano Aprile Millo recalled that Kirschenbaum might hand her 20 pieces at a time to sign.

Though a slightly built woman, she became known for charging like a linebacker to the front of the line for an autograph, that formidable handbag serving as a blocking device. Sandelin, herself a stage door fixture, said with a laugh, “We all have bruises from that bag.”

If Kirschenbaum often secured dozens of autographs a night, simple arithmetic indicates she may have amassed more than 200,000 over the decades. Her will, drawn up in 1992, directed her collection to be left to the “Lincoln Center Research Library,” likely a reference to the New York Public Library for the Performing Arts at Lincoln Center, said Elena Villafane, a lawyer representing Kirschenbaum’s estate.

The branch’s estimable opera collection includes the earliest known recordings of Met performances and rehearsals, and scores annotated by many great singers. Its executive director, Jennifer Schantz, said the library was “delighted and honored,” adding, “We look forward to reviewing the collection and learning more.”

Since the library does not accept all such donations, however, Kirschenbaum’s friends still fear the material might wind up discarded. “No one wants paper these days,” Halperin said. “They want everything digitized.”

Kirschenbaum grew up in Brooklyn and became an opera enthusiast after her previous obsession, the Brooklyn Dodgers, decamped for Los Angeles in the late 1950s. Her first love was the radiant soprano Renata Tebaldi, then in her glory. After just a few years of attending performances nightly, Kirschenbaum had amassed thousands of autographs.

One reason she requested multiple signatures from singers was to buy herself time to ask them about their upcoming performances. She carefully compiled this information into detailed, typewritten schedules, making copies to distribute to other buffs hungry for advance word of what the Met and other companies were planning.

Those faded lists were in abundance among the autograph piles, many annotated by hand. Kirschenbaum would also often scrawl her own brief critiques of performances on her programs. After a May 6, 1964, Met performance of “Aida,” she noted that the soprano Birgit Nilsson was “much improved from earlier” in the leading role, and that the mezzo-soprano Rita Gorr was “not in best voice but very exciting” as Amneris.

Halperin reeled off a few treasures he recalled Kirschenbaum procuring that were likely buried somewhere in the boxes: A program signed by James Levine, the Met’s longtime music director, after his 1971 debut conducting “Tosca”; another from Beverly Sills’s Met debut, in 1975; Maria Callas’s autograph, secured after a late-career concert at Carnegie Hall in 1974. When Kirschenbaum turned 75, in 2007, a party was held for her that drew such stars as Fleming, Marilyn Horne and Levine, who gave her a baton and an autographed score of “La Bohème.”

Her friends have speculated that Kirschenbaum’s refusal to spend money on bins is one reason her collection remained so disorganized. She was a notoriously frugal woman who insisted on taking the bus and subway to and from Lincoln Center, even late at night and in snowstorms.

Rather than purchase tickets, she would canvas operagoers at the entrance for extras or ask Met staffers she knew to let her slip in. To avoid the Met’s food prices, she would sneak in peanut butter and jelly sandwiches and a thermos of coffee.

In the end, though, it was clear that money was not a problem for her: Kirschenbaum died with around USD 2.5 million in savings, said Martin Hermann, the executor of her estate. She was an only child who never married or had children, and never spoke of any surviving family members. Her will calls for her money to go to three people and a variety of arts and other non-profits.

But to the Met, the center of her universe for decades, she left nothing.

Halperin wondered if this related to a period, around the time Kirschenbaum created her will in the early 1990s, when she was banned from the Met’s backstage and relegated to the stage door because of her overzealous pursuit of autographs.

“That hurt her deeply,” he said, adding that she pursued the autographs merely as “an icebreaker: a way to gain access to the stars, which was like oxygen for her, to be basking in the glow of Pavarotti or Beverly Sills or Plácido Domingo.”

The signatures “were souvenirs,” Halperin said, “of a wonderful night.”


Here start the second item:

The CFO’s role in capability building

By guest authors Rawi Abdelal, Kevin Carmody, Meagan Hill, and William J. Pearso from McKinsey. Kevin Carmody is a senior partner in McKinsey’s Chicago office; Meagan Hill is a vice president in McKinsey’s Transformation Practice and is based in the Boston office; William J. Pearson is the former CFO, executive vice president, finance, and chief transformation officer of Nestlé Waters North America and a senior adviser at McKinsey; Rawi Abdelal is the Herbert F. Johnson Professor of International Management at Harvard Business School.

This article was edited by Roberta Fusaro, an executive editor in the Waltham, Massachusetts office.

Organisations developing new skills for the next normal must determine exactly how and where to invest in them. The finance leader is uniquely suited to provide the necessary combination of insights.

It’s becoming increasingly clear that one of the most critical responsibilities of CFOs in coming months will be supporting efforts to build new capabilities—the mindsets and behavior an organization needs to reach and sustain its full potential—and raising the bar on talent development.

A focus on capability building is especially relevant now as businesses attempt to rebound from the health and economic effects of COVID-19. Think about it: the pandemic has accelerated the use of automation, artificial intelligence, and other digital technologies to enhance or streamline processes. It has affected the management of supply chains and business partnerships. It has changed the priorities and demands of customers and investors in ways that haven’t totally revealed themselves yet. And all this is happening as the world of work continues to change rapidly. It would be a lot for C-suite leaders—including the CFO—to navigate even in the best of times.

However, capability building is one area in which many CFOs are likely to say that their experience has been underdeveloped and underutilized. Over the past decade, the CFO’s role—and that of the overall finance function—has expanded to affect more parts of the organization directly. More functions now report to CFOs, who now have more oversight of tasks that traditionally hadn’t been part of their mandate. In a 2018 McKinsey survey, four in ten CFOs said they created the most value for their organizations through their strategic leadership and performance management. But less than half of the CFOs surveyed reported having the time to focus on capability building, either within finance or across the organisation.

It’s critical for companies to give CFOs enough space to play this role in capability building. They are uniquely positioned not only to ensure that business units get the resources they need to invest in the infrastructure, technology, talent, and organizational changes required to thrive in the next normal but also to model critical cross-functional behavior and skill sets.

Other denizens of the C-suite are only now catching on to the CFO’s growing and varied responsibilities and emerging profile as financial controller, value manager, and strategic partner. In this article, we look at the primary ways a CFO can help companies build capabilities to prepare for the future—as well as the skills and mindsets finance chiefs may need to ensure that their recommendations are heard.

Capabilities: How the CFO can help the organisation

As organisations shift from responding to the COVID-19 pandemic to recovering from it, many are discovering that the capabilities of the workforce no longer match the needs of the marketplace. Grocers, restaurants, and retailers that quickly shifted to online ordering and sales during the crisis, for example, have had to rethink their systems, processes, and supply chains and, in many cases, to incorporate new technical capabilities and skill sets. But at a time when executives need to double down on capability building, they are finding that their efforts are falling short. In a 2020 McKinsey survey, for instance, just one-third of the respondents reported that capability-building programs often or always achieve their objectives and business impact. To improve the odds of success, companies should leverage the CFO’s expertise in three critical ways: identifying opportunities to invest in capabilities that can create significant value, boosting financial acumen at all levels, and supporting the company’s overall talent-development efforts.

Identify opportunities to invest in value-creating capabilities

Capability building and financial performance are inextricably linked—having the right people with the right skills in the right places can promote operational efficiency, customer satisfaction, and other elements that feed sales, revenues, profits, and many other measures of performance. The good news is that CFOs have most of the required financial and operational data in hand, as well as a cross-functional understanding of the business. They can therefore help companies identify the capabilities that can differentiate them from competitors.

One stumbling block for the CEO and other C-suite leaders, however, is the idea that investments in capability building must show immediate payoffs. In reality, most of the value from human-capital investments accrues over time. As U.S. Bank’s Tim Welsh has noted, “Capability building never ends. It is an ongoing task. So you have to look for markers along the way that make you feel comfortable you’re moving in the right direction.” Those markers of success might include an increase in the number and quality of customer engagements and higher employee satisfaction scores. “The likelihood is that these markers will point to more tangible measures: sales, deposit growth, loan-balance growth,” said Welsh.

One stumbling block for C-suite leaders is the idea that investments in capability building must show immediate payoffs. In reality, most of the value accrues over time.

Indeed, one of the biggest mistakes we’ve seen companies make in capability building is a failure to link learning and other development efforts directly to performance improvements. The CFO must guide other C-suite leaders through the long- and short-term trade-offs associated with investing in capability building and help them define the means and metrics to monitor progress toward stated performance goals. The CFO at one food manufacturer, for instance, has assigned financial analysts to work directly with the operations team to collect and interpret real-time data on consumer preferences. The CFO uses the data and cross-functional relationships to help C-suite leaders track the need (and build the business case) for skills and capabilities in specific areas of the business: as online sales increase, more investments may be required for user-experience designers, supply-chain specialists, or other kinds of experts.

Boost the organisation’s financial acumen

Employees across an organisation often use the same terms to mean different things. Profit, for example, can refer to profit dollars, profit per unit, profit margins, or even gross margin; costs can mean overhead, marketing investments, or even capital. To reduce confusion and increase efficiency in both operations and communications, CFOs must ensure that leaders up and down the organization use a common language to discuss finance. In this way, the CFO can build core functional capabilities for monitoring cash flows, establishing base and momentum cases, and using a range of scenarios in decision making—all critical to understanding how an organization can unlock more value.

At one consumer-goods company, the CFO became concerned enough about the general lack of business acumen outside the finance group to design an internal mini-MBA program and curriculum for high performers. This program aimed to help business-unit leaders better understand their divisions’ roles within the global organization, the function’s value-creating role within the division, the importance of the individual roles of the business-unit leaders, and how key performance indicators were wired into the company’s operating model and strategic plan. The business-unit leaders also learned how the company made resource-reallocation decisions, what trade-offs might be required, and how they themselves could contribute to the company’s success.

After the first sessions ended, the CFO noted instances when teams “really seemed to get it.” Some, for instance, accepted fewer resources in the short term so that resources could be applied to other initiatives, which the business-unit leaders now understood to be more important for the company over the long term—with the benefits ultimately redounding to their own units over time. The CFO also organized frequent town halls and presentations about the organization’s strategy, so all functions could understand how the business model worked and their role in it. In this way, the CFO celebrated wins and reinforced the kind of behavior that drives success.

Now—and, frankly, always—it is critical for the CFO and CEO to work together to empower business-unit leaders and other employees to take ownership of cash-related decisions. Particularly in the wake of COVID-19, cash preservation remains a critical concern for most organizations. How are they managing receivables, payables, and inventory? Are they wringing the most value from the balance sheet? Are operating and capital expenditures under control? To build and reinforce a cash culture, the CFO can help highlight the executives and teams tackling these questions and managing cash well—for instance, rewarding teams that have reduced spending during the COVID-19 crisis without sacrificing product quality or customer satisfaction.

Lean in’ for talent development

CFOs and their executive peers have a critical postpandemic opportunity to develop talent by systematically reviewing the talent profile, identifying the skills needed now and in the future, and working with HR leaders to map skill sets to strategic and operating plans. Retailers that shifted to a digital-ordering model during the COVID-19 pandemic, for instance, may require more data analysts, programmers, or other types of digital talent to maintain or build new online capabilities. If so, the CFO and other senior leaders may want to establish a skills matrix that outlines key roles and responsibilities relevant to the changed business context. Using this tool, which will need to be refreshed continually, managers can have frank conversations (during performance reviews, for instance) about the new skills and mindsets required in various parts of the organization and understand the associated investments.

The CFO can also make the argument for preserving some or all of an organization’s employee-training budgets. According to industry reports, overall training expenditures dropped significantly in 2009 and 2010 (the Great Recession), followed by a surge in 2011 and a drop back to 2008 levels in 2012. Rather than sacrifice long-term efficiency and resilience for short-term gains, organizations might be wise to stick with their existing talent-development investment plans, to the degree possible.

More broadly, CFOs should walk the walk, completing capability programs themselves. Apart from role modeling the desired mindsets and behavior, they can also, better than most, help business-unit and fellow C-suite leaders think about strategic imperatives as a cohesive whole, the skills needed to execute the plans, and the impact of these activities on the financial health of the company.

CFOs should walk the walk, completing capability programmes themselves. Apart from role modeling the desired mindsets and behavior, they can also help C-suite leaders think about strategic imperatives as a cohesive whole.

Capabilities: How CFOs can help themselves

Along with increased responsibilities, CFOs have taken on a broader set of challenges, and many of them may feel less than comfortable. For that reason, CFOs may need to reskill themselves in two key areas before they can help others reskill.

Amplify their voices

Most CFOs likely don’t need to learn new finance skills—they are already well versed in the mechanics of budgeting, forecasting, and planning. But they may need to take a closer look at how they communicate: What are the best ways for them to impart key strategic information or finance concepts to others? If CFOs get this part right, they have an opportunity to amplify their own voice within the performance dialogue.

In one European metals company, for instance, the CFO and finance managers were the first points of contact for transforming the data generated by the advanced-analytics team and data scientists into specific actions the business could take to improve production-volume forecasts, factory usage, and pricing. The CFO was seen as a clear communicator and independent arbiter and so gained the trust of general managers. The suggested changes were implemented, raising the company’s overall profitability. Most important, the CFO led from the front, proactively shaping the corporate agenda in addition to managing the traditional responsibilities, such as closing the books, reconciling actuals to budget, and generating month-end reports.

Step outside the finance silo

The CFO’s worldview—or sense of how macro trends affect micro decisions—is unique, for it includes a comprehensive understanding of where individuals fit within teams, where teams fit within the company, where the company fits within its industry, and where the industry fits within a national and global context. To construct (and reconstruct) that worldview, the CFO must step outside of the finance silo and continually scan company operations, the industry, and the ever-changing global, political, and economic context. The CFO can complement this outside view with a perspective on the company’s organizational dynamics—how teams flourish or founder—its strategic principles, and how it creates returns for shareholders. With this information, the CFO can help other C-suite leaders to create a compelling vision for the future and to share that vision with inspiration and conviction.

One high-growth organisation, for example, faced a range of threats, such as new entrants in the market, rapidly changing costs, and competitive pricing. It responded effectively, in part because the CFO and executive peers had such a clear view of the shifting landscape. They assessed their existing business model against those of the new entrants, identified its strengths and weaknesses, and retooled it to better meet changing demand. The team built an empirical case for change, drawing on data and insights from the company’s analytics efforts. Then it shared a compelling narrative with the rest of the organization, highlighting the opportunities for improvement and gaining buy-in. Over time, the organization operated more efficiently, gained more value from its key assets, and boosted its ROI to all-time highs.

Capability building must be front and center in any company’s plans to prepare for the next normal. CFOs have access to data, a cross-functional perspective, and an expanding role as value manager and strategy partner. They therefore have a critical role to play in ensuring that companies develop the skills, mindsets, and behavior required for long-term success.


Here you can find the latest and updated information on travelling:

UNWTO and IATA Collaborate on Destination Tracker to Restore Confidence in Travel

The World Tourism Organization (UNWTO) and the International Air Transport Association (IATA) announce a Destination Tracker in preparation for the restart of international travel. It is the result of both organizations joining efforts to boost confidence and accelerate recovery of the tourism sector when borders reopen. The UNWTO-IATA Destination Tracker is a new free online tool for governments to provide information on COVID-19 requirements for travel and the measures in place at the destination.
The tool is available through the websites of both organisations and will provide information on:
·        COVID-19 Indicators including infection rates, positivity rates, and vaccination roll out by destination/country.
·        Air Travel Regulations, including test and quarantine requirements, provided by IATA’s Timatic solution.
·        Destination Measures, including general health and safety requirements such as use of masks, transit through a country, curfew, or regulations related to restaurants and attractions, provided by national tourism organizations. 
The Destination Tracker will fulfil a key need by providing clarity on COVID-19 measures affecting tourism. The situation for travellers is complex with UNWTO data showing that one in three destinations remains closed to tourists. Moreover, restrictions and in-country measures are continuously being revised.
We trust this tool is also critical for governments to track existing travel restrictions and support the safe restart of our sector.
Governments can use the Destination Tracker to post COVID-19 travel information so that potential travellers will know what to expect at their destination. When fully populated with updated destination information, travel stakeholders including Destination Management Organizations (DMOs) and travel agencies, will be able to obtain the latest destination information, enabling travellers to make informed decisions when borders reopen and travel resumes. The development of the Tracker framework is now complete. Up-to-date information on COVID-19 indicators and air travel regulations is available and systematically updated. Destination information is being progressively uploaded, expanded and updated with official sources as the COVID-19 situation evolves.
UNWTO Secretary-General Zurab Pololikashvili says: “UNWTO is pleased to reinforce its partnership with IATA, a UNWTO Affiliate Member, to provide this important tool. Travelers and companies will be able to check requirements in place for air travel, as well as what measures will be in place at the visited destination. We trust this tool is also critical for governments to track existing travel restrictions and support the safe restart of our sector.”
“It has been more than a year since the freedom to travel was lost as COVID-19 measures saw borders close. When governments have the confidence to re-open borders people will be eager to travel. And they will need accurate information to guide them. With the support of national tourism organizations, the UNWTO-IATA Destination Tracker will help travelers and travel companies obtain the latest information for travel planning,” said Willie Walsh, IATA’s Director-General.
The UNWTO-IATA Destination Tracker builds on the existing partnership between the two parties. In October 2020, UNWTO and IATA signed a Memorandum of Understanding to work together to restore confidence in international air travel. The agreement will also see the two agencies partner to foster innovation to drive the restart of tourism, promote greater public-private collaboration in the field of aviation and the tourism sector in general, and advance progress already made towards achieving greater sustainability and resilience.

Newsletter of last week

Luxury fashion brands poised to join the NFT party and Net zero or bust – Beating the abatement cost curve for growth https://textile-future.com/archives/67279

The highlights of last week’s NEWS, for your convenience, just click on the feature to read.


Breaking News – Oerlikon is creating a new growth platform by acquiring Italian INglass  https://textile-future.com/archives/67465

EU Commission clears acquisition of Birkenstock by L Catterton https://textile-future.com/archives/67489


Bilbao, Grenoble, Lilienthal, and Mönchengladbach win European sustainable mobility awards https://textile-future.com/archives/67352


Walmart Is Pulling Plug on More Robots https://textile-future.com/archives/67468


U.S. Dealers are selling Cars so fast they don’t Need to Borrow https://textile-future.com/archives/67389


Cloud Business helps IBM’s Revenue edge Higher – Profit falls as company focuses on reviving growth https://textile-future.com/archives/67395

Ad-hoc message: Lenzing raises outlook for current financial year https://textile-future.com/archives/67449

How Swiss Bally is trying to transform after the bust of the China deal https://textile-future.com/archives/67523

John Lewis founder’s great grandson receives GBP 1.54 million golden handshake https://textile-future.com/archives/67590


Biodiversity on Swiss Farmland recorded Nationwide for the First Time https://textile-future.com/archives/67304

Three-quarters of employees in Switzerland record their working hours  https://textile-future.com/archives/67307

February 2021 compared with January 2021 – Production in construction down by 2.1% in Euro Area and by 1.6 % in EU, down by 5.8 % and 5.4 % compared with February 2020 https://textile-future.com/archives/67347

Fourth quarter of 2020 Government debt up to 98.0 % of GDP in Euro Area, up to 90.7 % of GDP in EU https://textile-future.com/archives/67534

The McKinsey week in Charts https://textile-future.com/archives/67554


Picanol moves on towards the full digitisation of its weaving machines https://textile-future.com/archives/67414

Earth Day

Stop saying Happy Earth Day. Please. https://textile-future.com/archives/67458

Emission Certificates

The One-Way Bet on Carbon Credits has Limits https://textile-future.com/archives/67365


MWC 21 is scheuled for Barcelona, Spain https://textile-future.com/archives/67431

High Profile Experts to feature at JEC Composites Connect https://textile-future.com/archives/67473

What Surprises Is Their Self-Expression and Individuality, It’s Very High Level”—Meet the Fashion Finalists of the Festival d’Hyères https://textile-future.com/archives/67567

ITMA Asia 2021 Rieter’s participation:  Ensuring Competitiveness through Technology https://textile-future.com/archives/67594


Burberry Autumn/Winter 2021 Womenswear Presentation FEMININITY https://textile-future.com/archives/67492

Intellectual Property

WIPO – Madrid Information Notice – Change in the Amounts of the Individual Fee: Curaçao and Lao People’s Democratic Republic https://textile-future.com/archives/67313

WIPO Hague Agreement Concerning the International Registration of Industrial Designs https://textile-future.com/archives/67335


Omya and BASF continue partnership for Pilot Coating Centre for Paper & Board https://textile-future.com/archives/67321


One of the World’s Oldest Science Experiments comes up From the Dirt https://textile-future.com/archives/67506

Uniquely sharp X-ray view https://textile-future.com/archives/67547


Simone Biles leaves Nike for Partnership with Athleta https://textile-future.com/archives/67515

Statistical Recovery

European Statistical Recovery Dashboard: April edition https://textile-future.com/archives/67362


Vega: launch of the first world-class supercomputer in the EU https://textile-future.com/archives/67343


Nestlé scientists discover unique low carbon and drought resistant coffee varieties https://textile-future.com/archives/67326

lululemon delivers on its Impact Agenda Commitments with Two New Sustainability Initiatives Launching in May https://textile-future.com/archives/67338

PepsiCo unveils ambitious new agriculture goals https://textile-future.com/archives/67381

Woven tapes made of flax, German Vombaur makes the functional and ecological advantages of natural fibres available for lightweight design https://textile-future.com/archives/67385

Vans Commits to Make Core Materials 100 % Regenerative, Responsibly Sourced, Renewable or Recycled by 2030 https://textile-future.com/archives/67406

Swedish clothier KappAhl launches its Sustainability Report https://textile-future.com/archives/67419

The Lenzing Group publishes its Sustainability Report 2020 https://textile-future.com/archives/67428

Meridian Sustainable Manufacturing, Gorgeous Yarns https://textile-future.com/archives/67486

OECD  – How sustainable will our recovery be? https://textile-future.com/archives/67574

Technology Centre

Swiss Empa Technology transfer centre for medtech certified https://textile-future.com/archives/67374


2021 Model WTO initiative focuses on trade and health https://textile-future.com/archives/67316


The Tragedy of Harry Uzoka https://textile-future.com/archives/67500


Heimtextil 2022: How has the pandemic changed the way we live? https://textile-future.com/archives/67398


Where does EU waste go? https://textile-future.com/archives/67357


Textile Exchange Webinar on launch of Responsible Alpaca Standard  (May 12, 20219) https://textile-future.com/archives/67410


Oban Scotch Whisky welcomes You Home to Its Tiny Coastal Town In New Postcards From Oban Campaign https://textile-future.com/archives/67480


WTO Workshop on Information Technology Agreement to be held in September 2021 https://textile-future.com/archives/67310

Worth Reading

The simple shift by Chris Helder can be downloaded for free https://textile-future.com/archives/67452