Polopiqué and StampDyeing – Tinturaria, Estamparia e Finamentos, located in Guimarães, Santo Tirso, and VilaNova de Famalicão, are announcing the suspension of some of their production units in Portugal.
The Polopiqué group alone, which exports to more than 47 countries around the world, with important markets in Angola, Brazil, the United States, Europe, and the Middle East, is closing two factories that are already insolvent and laying off 280 workers, with two more units undergoing restructuring, which may well increase the number of redundancies. Chinese online platforms such as Shein and Temu are being blamed for the decline of the Portuguese textile industry.
AbrilAbril
According to MaisGuimarães (+G), Têxteis J.F. Almeida S.A, Polopiqué Comércio e Indústria de Confeções, S.A, Polopiqué – Acabamentos Têxteis, S.A, and Stampdyeing, Serviços, Lda have already filed applications for Special Revitalization Processes (PER) with the courts throughout August. The four companies are part of Portuguese textile giants with branches throughout the Ave Valley (Guimarães, Famalicão, and Santo Tirso) that directly employ around two thousand people. In the case of J.F. Almeida, only the credit institutions are affected by a process that aims to reschedule debt in the face of cash flow difficulties, but at Polopiqué there are plans to make almost 300 redundancies.
Also according to +G, Polopiqué Comércio e Indústria de Confeções, with 54.5 million euros in debt, is complaining of difficulties in meeting its commitments. We also remember the turnover of 81.1 million euros in 2024, 19.5% more than in the same period last year, and the net profit of 1.3 million euros, 35.9% more than in 2023.
According to ECO, the group, which has around 800 employees who are expected to be cut in half, has started a restructuring plan that includes revitalization plans and the insolvency of business units.
According to the chairman of the board, Luís Guimarães, the textile group “will maintain the strategic and most profitable activities in its value chain, focusing on areas where it has greater differentiation, control, and operational return. In this way, it will maintain an activity of excellence in the areas of design, logistics and sales, textile finishing, and yarn production,” he told ECO, guaranteeing in a statement that “the restructuring will be conducted with a total sense of social responsibility”.
“The group will move forward with a set of measures aimed at simplifying processes, optimizing the value chain, and strengthening the economic and environmental sustainability of its operations,” it continues, stressing that the “concentration of production capacity in the units with the highest operational performance and flexibility, closing the garment manufacturing and fabric weaving units,” the statement points out.
For its part, StampDyeing, part of the Mabera – Coelima Group, which currently exports around 25% of its production to the US and around 70% to the European market, has not paid salaries for two months to around 100 workers, including vacation pay. Dâmaso Lobo, the administrator of the group that owns the Vimaranense dyeing and printing plant, said that he will meet with the affected employees this Monday, September 1. “With the gas cut off since then, they continue to work 8 hours a day without producing anything,” confirms AbrilAbril.
Also according to the information space, linked to Abril values, which follows national and international news, Dâmaso Lobo had already committed himself, in a meeting with the Textile Union of Minho and Trás-os-Montes (affiliated to the CGTP-IN), to paying off the debts he owes to the affected workers, but so far he has failed to pay the salaries at StampDyeing.
Nevertheless, Coelima’s turnover grew by 15% in 2024, reaching results of 8.5 million euros, with even better expectations for 2025, as Dâmaso Lobo himself confirmed to PortugalTêxtil, which acquired the historic textile company in 2021.
“At Coelima there was talk of profits, but at the expense of StampDyeing. Here we have no wages and no future,” lamented a worker to the newspaper MaisGuimarães, in one of the many protests that took place in August, the month in which a chemical supplier filed for insolvency against the company on the first day, due to lack of payments.
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Bloomingdale’s has appointed Russ Patrick as its new general merchandise manager of home.
Bloomingdale’s names Russ Patrick GMM of home. – Bloomingdale’s
Patrick joins Bloomingdale’s after a 33-year career at Neiman Marcus, where he most recently served as senior vice president, general merchandise manager and head merchant of men’s, gifts, home and children’s. He departed the Dallas-based retailer in 2023, and has since acted as an industry consultant.
“The strength of the team, the clarity of the vision and the opportunity ahead make Bloomingdale’s the destination,” Patrick said. “I’m energized to take on this next chapter as GMM of Home, contributing to the continued evolution of such an iconic company, and to do so in New York — the center of retail energy.”
In his new role, Patrick succeeds Dan Leppo, who transitioned last March to sister company Macy’s as senior vice president and general merchandise manager of men’s and kids’.
Long regarded as a core pillar of corporate strategy, DE&I (diversity, equity and inclusion) is now going through a turbulent period. Under intensifying political, economic and social pressures, it has reached a pivotal moment. The sixth White Paper from the International Association of Department Stores (IADS) examines whether inclusion remains a fundamental priority or risks being pushed into the background.
Inclusion in the United States is under strain amid pressure from the presidential administration – Shutterstock
The 2025 edition looks at DE&I at a time when commitments are being put to the test. The year 2024 saw heightened scrutiny of inclusion programmes. In January 2025, the signing of a controversial US presidential executive order entitled “Ending Radical and Costly Government Diversity, Equity and Inclusion Programs and Preferences” prompted immediate reactions from major North American companies fearing legal reprisals, according to IADS.
The myth that inclusion penalises businesses
The 2025 report draws on a set of concrete observations from an analysis of the practices of leading retailers worldwide. It highlights four dimensions in which DE&I, when embedded in day-to-day operations, serves as a measurable driver of performance. Firstly, organisations with diverse leadership teams report stronger decision-making and greater strategic agility.
Secondly, companies that value inclusion see improved employee retention, thereby reducing turnover costs in a historically volatile sector. Thirdly, inclusion fosters more effective communication within teams, which reduces operational errors and strengthens cohesion.
DE&I is a legacy of civil rights struggles
Finally, retailers note that some of the most relevant ideas come directly from frontline teams who, thanks to their diverse experiences, contribute significantly to innovation and to adapting to varied customer expectations. These findings show that DE&I is not only an ethical value, but also a concrete driver of organisational effectiveness.
Despite conservative rhetoric, inclusion and diversity are an asset for companies, says IADS – Shutterstock
The report also notes that DE&I forms part of a longer legacy, rooted in the civil rights movement and in the historic demands of retail frontline teams for fair treatment and safer working conditions. However, contemporary expectations, often unclear or poorly defined, have given rise to what some stakeholders describe as “DE&I fatigue”, fuelled by doubts about the sincerity of commitments rather than by clear strategic thinking.
Inclusion, between intention and ‘strategic advantage’
The White Paper further points out that DE&I cannot be one-size-fits-all: priorities vary by region — from gender parity, ethnicity and disability to socio-economic background and national integration — and expectations regarding language and transparency differ considerably. For international groups, tailoring local approaches while upholding universal principles of equity is a major operational challenge.
Finally, IADS sets out the conditions that enable inclusion to take root for the long term: listening to employees, setting clear behavioural expectations, fostering collaboration between stores and headquarters, and ensuring fairness in recruitment and development processes. Beyond intention, these capabilities help retailers turn DE&I into a tangible strategic advantage, strengthening resilience, engagement and relevance in a constantly evolving environment.
Founded in 1928, IADS coordinates exchanges between department stores worldwide and publishes an annual White Paper on a key industry issue. Previous publications have focused on the Covid-19 pandemic, digital transformation, sustainability, retail media and the role of middle management.
Lululemon founder Chip Wilson is trying to excise private equity firm Advent from the apparel maker’s board as part of an ongoing proxy fight, Semafor reported on Monday, citing people familiar with the matter.
Lululemon
Wilson had launched a proxy fight in late December by nominating three independent directors to the company’s board.
Wilson is one of Lululemon’s largest independent shareholders, with a 4.27% stake as of December 2025, according to data compiled by LSEG.
While Wilson has said he does not want a board seat, he is making it clear that he will not consider any settlement with Lululemon unless two legacy directors, including chair David Mussafer, resign, Semafor reported.
The yogawear maker founder’s frustrations have been compounded by Advent’s spotty record in the consumer space, according to the Semafor report.
Lululemon also faces activist pressure from Elliott Management, which took a $1 billion stake in the company earlier in December and has been working closely with former Ralph Lauren executive Jane Nielsen for a potential CEO role.
Reuters could not immediately verify the report. Lululemon and Advent did not immediately respond to requests for comment.