We are a national multi-sectoral plarform for collaboration and innovation consisting of people and organizations who work together for ethical and sustainable fashion in Brazil.
Supported by a systemic, collaborative, and experimental methodology, people and companies work together at Sustainable Fashion Collaboration to:
What kind of fashion do we want for 2030 and how can we get there?
The Sustainable Fashion Collaboration seeks to answer this question in its Theory of Change.
Broadly speaking, the Theory of Change is a description of the transformation we want to see in the world and how we intend to achieve it in the short and long term. It is a methodology for businesses and social impact projects to draw strategies and become even more effective in achieving their goals.
We created our Theory of Change in 2018 in a partnership between the entire team of Colabora Sustainable Fashion and Move.Social – which conducted our conversations and helped us define the sustainable and ethical fashion we want to see by 2027. At the end of 2020, the coordination of Colabora Sustainable Fashion, together with the Advisory and Governance Boards, revised, updated, and refined the Theory of Change, expanding its horizon to 2030.
The journey to building the 2030 vision included the following stages:
In 2017, together with 41 fashion leaders, we imagined four possible future scenarios for Brazilian fashion that were relevant, challenging, reasonable, and clear.
We created a systemic mapping in 2018, identifying the transformative axes of the fashion ecosystem.
After defining the Theory of Change and identifying the transformative axes, we started prototyping collaborative solutions (learn about some of the most inspiring initiatives here).
We identified six transformative axes in the Brazilian fashion ecosystem, namely Employment and Equity | Environment | Business Model | Culture and Consumption | Education, Science, and Technology | Public Policies. In other words: these are the points where transformations can generate significant and lasting improvements in the value chain.
Creation of the Sustainable Fashion Lab as a project linked to Reos Partners; establishment of the Convening Alliance (Abit, ABVTEX, ILO, and C&A Institute); constitution of the project’s main team (with 41 leaders) and creation of transformative scenarios for 2035.
Transformation of the Convening Alliance into the Governance Council and definition of the Theory of Change; 6 initiatives co-created by the team.
Entry of DIEESE into the Governance Council and establishment of the Advisory Council. Renewal of the team and 8 other co-created initiatives. First seed-money call for proposals for 3 initiatives prototyped by the Lab members
Undertaking of the program Covida 20, in partnership with Trê; undertaking of the 2020 Sustainable Fashion Lab Call, in partnership with Pipe.Social, with 175 mapped businesses and 3 businesses mentored by major companies; 10 co-created initiatives, 7 of which supported by Seed Money.
Transformation of the Sustainable Fashion Lab, into the Sustainable Fashion Collaboration / Colabora Moda Sustentável, platform for collaboration and innovation to support a sustainable fashion, with about 100 members made up by people and companies from the industry.
Having public commitments, principles, and criteria for participation is essential for Sustainable Fashion Collaboration to unite voices and perspectives in the transformation of Brazilian fashion.
One of the main governance instruments is the Charter of Principles, developed by many hands. By reading it, people, companies, and institutions can verify whether they meet the requirements to join Sustainable Fashion Collaboration and make a commitment to engage in the transition to sustainability in Brazilian fashion. Reading and signing the Charter seals the commitment to our movement and our 2030 Vision.
We are committed to employing transparency mechanisms so that all members (and the public) know what has been built by Sustainable Fashion Collaboration . Concrete actions are one of our strategic guidelines, so listing the advances that already bring us closer to the 2030 Vision (as well as attention points) is essential – as is communicating them to those interested in being part of the network.