By Josep Moré, Vice President of Texfor
For too long, when discussing employment in the textile industry, we've focused on what's lacking: a shortage of skilled workers, a shortage of technicians, a shortage of new talent. Today, I propose turning that perspective around. Not to sugarcoat reality, but to look at the bigger picture: The textile industry is full of career opportunities for a new generationThe challenge is not just finding them; it's getting them to see us, understand us, and want to be part of this industry.
Because textiles It's not a sector "of the past." It's a sector that it is changing —and it's happening fast—: increasingly technological processes, higher environmental standards, traceability, digitalization, circularity, and innovation in materials and production. And all of this, in the real world, is done with people. With teams. With talent.
The good news is this: Anyone entering the textile industry today can build a meaningful, stable, and promising career path.The condition is that we know how to open doors and, above all, that we know how to invite.
There are young people looking for a job, and there are young people looking for a project. The difference is significant. When a company conveys a sense of direction—that it's investing, listening, and improving—talent perceives it. And when it doesn't, they perceive it too.
Therefore, if we want attract new profiles, We must start with the simplest things (and sometimes the most forgotten): create an environment where people want to workThe facilities, the work environment, the respect, the leadership style, and how they integrate new employees. Salary is important, yes. But the atmosphere, the organization, and the sense of future prospects carry a lot of weight.
And there's a key difference between "signing" someone and "adding to the team": when you bring in someone talented, you don't bring them in to do the same old thing. You bring them in to contribute. To question, improve, and propose. If we ask a young person for ideas... and then shut them out, we don't lose a person; We lose the opportunity that came with it.
In this sense, leadership is key. Good leadership isn't just about directing; it's about listening. And listening isn't just a nice gesture; it's a competitive advantage. Because a valuable idea can come from anywhere in the company.
If we talk about the future, there is one area that supports everything: the formationAnd here's a point worth making without hesitation.
Some training programs offer a wide range of options, even abundant ones. But in the area where industry needs it most—production—there's a lack of resources. technicians trained for industrial processesAnd we're not talking about theory: we're talking about factory reality, machinery, skills, safety, quality, and efficiency.
Sometimes the problem can be explained simply with an image: trying to teach an industrial process using resources that bear no resemblance to those used in a real-world company. If we want well-prepared professionals, we need training that reflects the real world.
And here a great opportunity arises: to build real bridges between training centers and companiesAnd also between universities and vocational training. There are underutilized resources and equipment in some areas, while in others there is a lack of tools, infrastructure, and materials. With coordination, much can be gained.
This isn't an abstract educational debate. It's a debate about competitiveness. If the sector wants to grow, innovate, and adapt, it needs a skilled workforce. And if we want a skilled workforce, we have to facilitate access to that training and make it attractive.
Many career decisions are made based on perception, not data. That's why, The “narrative” matters.
For years, textiles have been associated with the past. Even when we talk about heritage—with all its value—we sometimes forget to teach the most important thing: what textiles are todayTechnology, automation, sustainability, new materials, increasingly precise processes, applied innovation. If only yesterday is shown, it's understandable that some young people believe there is no tomorrow.
And yet Tomorrow exists. And it's appealing. It just needs to be explained better: in centers, at fairs, in educational spaces, in the career guidance, on the channels where the young audience is.
Here's a task for the sector: to explain that today's textile industry is not just "fashion." It's industry. It's technology. It's a circular economy. It's skilled employment. And it's a career with multiple entry points.
There is a decisive moment in any journey: the practicesThat's where textiles cease to be an idea and become an experience.
When internships work, two things happen: the person truly learns, and the company identifies potential. And that accelerates generational succession better than any campaign.
Therefore, if there is a practical obstacle—the distance between training centers and factories, or the cost of commuting—we cannot resign ourselves to it. It's not a logistical detail: it's a barrier to entry. Overcoming it is investing in the future.
Young people don't just look at the job title; they look at the project. And the project is reflected in concrete decisions: improvements, technology, organization, safety, internal training, and company culture.
It's true that the economic climate is tight and that, especially for SMEs, accessing aid can be complex. But precisely for that reason, when a company manages to modernize and improve, it generates an effect that is often underestimated: The team feels there is a future.That there's an intention to do things right, that there's a long-term commitment. That perception retains talent. And it also attracts it.
The text isn't about "problems" or nostalgia. It's about responsibility and opportunity.
If we want a strong sector, we must ensure that a new generation sees it for what it is: an industry with a futurewith skilled employment, with opportunities for growth and with a key role in global challenges such as sustainability and productive transformation.
The commitment is shared: companies, administrationeducational centers and sectoral entities. But the objective is one: Open the door and clearly state that textiles is a good career choice..
And that whoever enters today, is not entering a sector "of the past". Enter a sector that is being written now.
It's worth remembering: textiles offer a craft. And every craft is based on passion, learning, and creativity.