As the global textile industry evolve to meet the twin challenges of sustainability and innovation, few companies are better positioned than Lenzing Group, a pioneer in regenerated cellulose fibers. In a significant leadership transition, Mr. Rohit Aggarwal has taken charge as the CEO and Member of the Management Board, bringing with him over three decades of global experience in the textile and chemical industries.
In this exclusive interview with The Textile Magazine, Mr. Aggarwal outlines his vision for the future — a future anchored in circularity, digital transformation, regional engagement, and deep customer-centric innovation. His roadmap signals a renewed commitment to ensuring that sustainability is not just a responsibility, but a driver of value creation for the entire textile ecosystem.
Congratulations on your appointment as the CEO of Lenzing Group. What does this new role mean to you personally and professionally, especially as you step into the leadership of such an iconic name in the sustainable fiber industry?
Thank you — it is truly an honor to lead Lenzing Group at such a pivotal time for the textile industry. Personally, this role represents a full-circle moment for me. I’ve spent over three decades across textile and chemical industries globally, and leading a company that stands for both innovation and environmental responsibility is deeply fulfilling.
Professionally, it’s a call to action — to lead with clarity, courage, and collaboration. Lenzing is not just a fiber company; it is a platform for change in how the world produces, consumes, and thinks about textiles. Our role goes beyond profitability — we are redefining what sustainability means in a global context.
Lenzing has long been recognized for its innovation in environmentally responsible fibers. How do you envision the next chapter of growth for Lenzing’s core business across textiles and nonwovens?
Our next chapter is anchored in three pillars: innovation, circularity, and partnership. We are expanding our capabilities in high-growth areas like lyocell, which is expected to grow over 20% annually, and strengthening our leadership in regenerated cellulosic fibers, which meet the rising demand for biodegradable, traceable, and low-impact materials.
On the nonwoven side, our VEOCEL™ brand is enabling a shift from fossil-based hygiene products to truly sustainable alternatives. Across both segments, our approach is clear — we want to grow not just in volume, but in value: for our customers, our partners, and the planet.
Given your decades of experience across the textile and chemical sectors in Europe, the USA, and Asia, how will your global perspective shape Lenzing’s market strategies going forward?
Having worked and lived across continents, I’ve come to appreciate the diversity of markets — not only in needs, but in mindsets. This perspective allows us to tailor solutions more precisely, whether it’s co-developing sari and kurti applications in India, supporting circular denim in Bangladesh, or advancing climate-positive solutions in Europe.
We’re embracing a “glocal” strategy: scaling global innovation while remaining deeply rooted in local relevance. Our goal is to ensure that Lenzing’s sustainability leadership is not just universal, but adaptable and inclusive.
The last few years have been challenging for many in the fiber and textile value chain. What are your key priorities as you take charge — especially in steering Lenzing toward continued resilience and innovation post-crisis?
My first priority is to stabilize and energize — to ensure we navigate macroeconomic volatility with agility and focus. This means strengthening our supply chain resilience, doubling down on customer-centric innovation, and building flexibility into our operations.
We are also actively engaging with stakeholders and regulators to advocate for predictable, supportive frameworks that don’t unintentionally hinder innovation.
As sustainability becomes a non-negotiable in global fashion and nonwoven sectors, how do you plan to further embed circularity and low-impact solutions into Lenzing’s fiber innovations and manufacturing footprint?
Sustainability is our DNA. Our “Naturally Positive” strategy focuses on three key dimensions: responsible sourcing, circularity, and systemic transformation.
For example, we are scaling innovations like REFIBRA™, which blends wood pulp with post-consumer textile waste, and investing in zero-impact fiber manufacturing. Our VEOCEL™ Lyocell fibers with Dry technology offer a plastic-free, biodegradable option for hygiene brands.
Additionally, our active collaborations with Textile Exchange, Cascale, and the UN Global Compact ensure that our actions resonate across the entire value chain — not just within our factory gates.
Lenzing has developed a strong brand portfolio with TENCEL™, LENZING™ ECOVERO™, and VEOCEL™. What is your vision for expanding these brands globally and driving deeper customer engagement?
Each of our brands plays a unique role in translating sustainability into real-world impact. Our strategy is to evolve from being a fiber supplier to a solution provider.
TENCEL™ now has a refreshed identity centered on co-innovation and transparency. LENZING™ ECOVERO™ is becoming the benchmark for responsible viscose, while VEOCEL™ is pioneering eco-responsible hygiene products.
Through strategic partnerships — like with Exponent Envirotech for waterless dyeing — and localized storytelling, we aim to deepen emotional and functional connections with customers and consumers alike.
You are taking over from Stephan Sielaff, who is credited with guiding Lenzing through a transformative period. What are some aspects of the foundation laid during his tenure that you hope to build upon?
Stephan laid a robust foundation in terms of circularity, digitalization, and financial discipline. I intend to build on these pillars while enhancing our agility and expanding our global partnerships.
His leadership also ensured that Lenzing stayed true to its sustainability ethos even during turbulent times. That values-based consistency is something I greatly admire and will preserve as we accelerate our impact.
In terms of digital transformation and innovation, how do you plan to future-proof Lenzing’s operations, particularly in improving process efficiencies and customer-centric product development?
Digital transformation is not just about automation — it’s about insight, speed, and collaboration. We’re leveraging AI and data analytics to improve forecasting, traceability, and process efficiency. At the same time, we’re enhancing our customer interface — making it easier for brands to access fiber certifications, sustainability data, and co-creation tools.
Future-proofing also means investing in talent and culture — empowering our teams to think digitally and act entrepreneurially. That’s the real engine of transformation.
With increasing focus on regional supply chains and traceability, do you foresee Lenzing strengthening its on-ground presence in key textile markets like India, Southeast Asia, and Latin America?
Absolutely. Regionalization is no longer a trend — it’s the new reality. We are expanding our presence in India, where we’ve been active for over two decades, with localized innovation for traditional wear like sarees and kurtis. In Bangladesh, we recently introduced the Fiber Recycling Initiative by TENCEL™, and we’re exploring further partnerships across Southeast Asia.
Latin America is also on our radar, especially in terms of biomass-based innovation and circular supply chains. Strengthening local ecosystems is critical to delivering traceability, resilience, and speed — all of which our partners increasingly demand.
Looking ahead, what would you define as your long-term vision for Lenzing Group — in terms of growth, impact, and global leadership in sustainable fibers?
Our long-term vision is to lead the transformation of the textile industry from linear to circular. That means scaling low-impact solutions, fostering a regenerative value chain, and ensuring that sustainability is profitable — not just ethical.
We aim to double down on growth in regenerative fibers, deepen digital integration, and remain the most trusted partner for brands seeking verified, high-performance, and planet-positive materials.
Ultimately, we want Lenzing to be more than a company — we want it to be a movement for change in how the world makes and experiences textiles.
With a sharp strategic focus, deep market understanding, and a passion for sustainability, Mr. Rohit Aggarwal is poised to usher Lenzing into a bold new chapter of profitable, purpose-driven growth. From reinforcing global partnerships to championing digital traceability and circular models, Lenzing is set to remain at the forefront of the sustainable fiber movement. As Mr. Aggarwal aptly puts it, “Lenzing is more than a company — we want it to be a movement for change in how the world makes and experiences textiles.”