If you see people wearing their clothes inside-out today, don’t be alarmed. In support of Fashion Revolution Day, tens of thousands of people around the world are taking to social media today, snapping selfies, tagging brands and asking them “#whomademyclothes. In so doing, they’re inviting consumers to question the origins of what they wear and calling on clothing brands to take full responsibility for their supply chains.

“Ninety-five percent of brands don’t know where their materials come from, and 75 percent don’t know where all their clothes are cut and sewn,” said Maxine Bédat, co-founder of slow fashion brand Zady and U.S. co-chair of Fashion Revolution Day. “It’s absolutely a brand’s responsibility to know where their product is sourced. This is about pushing brands to have an answer to what should be a simple question.”

When you hear the words “locally grown,” images of leafy-green-lined farmer’s markets, multi-colored CSA boxes, and interestingly odd-shaped heirloom tomatoes may come to mind – and not necessarily a piece of clothing. Borrowing a cue from the local food movement, The North Face has developed an all-cotton hoodie that was grown, designed, cut and sewn within 150 miles of its corporate headquarters in California. The Backyard Hoodie, as it’s called, is the first in The North Face’s Backyard Collection, a line of products manufactured in the United States using locally sourced materials and resources.

The limited-edition men’s and women’s sweatshirt represents the brand’s commitment to connect with its regional textile supply chain and build products with local roots that have a positive local impact – a significant feat not common within the global apparel industry. In collaboration with the organizations Fibershed, Foxfibre, and the Sustainable Cotton Project, The North Face sourced the cotton used to make the Backyard Hoodie from California farmers who implement biologically-based practices that protect land, air and water resources and result in improved water and air quality, healthier soil, and reduced chemical exposure for farm workers and rural communities.

Beyond the source material, the Backyard Hoodie’s design was also intentional: Motivated to reduce waste, designers accounted for excess fabric in the design process and consequently lowered the hoodie’s waste percentage below the apparel industry average. This type of apparel production gives a new meaning to conscious design. I spoke with Adam Mott, director of sustainability at The North Face, to hear more about the making of the product from seed to sweatshirt, and why a locally grown product like this matters.

When the collapse of the Rana Plaza factory took the lives of more than 1,100 garment workers in Bangladesh last year, the world’s eyes were fixed on what multinational apparel companies would do to ensure that a similar tragedy would not reoccur.

In the wake of the calamity, agreements to improve factory working conditions – such as the Accord on Fire and Building Safety in Bangladesh and the corporate-led initiative the Alliance for Bangladesh Worker Safety – were created, building retrofits and renovations were jump-started, and reparations were made. Notwithstanding the progress that Western companies, labor unions and local government continue to make to secure safe working conditions Bangladesh, several social enterprises are helping to advance the sustainability of the global apparel supply chain beyond safety compliance and toward a considered focus on business ROI and social impact.

The multi-trillion dollar global apparel industry – of which Bangladesh is the second largest garment exporter (after China) – employs about 25 million garment factory workers, 80 percent of which are women. Historically, the conditions at a factory such as Rana Plaza have been less than ideal: Workers endure low wages, long hours and unexpected changes in daily schedules. Even more, in most societies that are home to low-wage garment factories, workers are culturally discouraged to complain when working conditions are trying – especially if you are a woman. Unfortunately, those cultural barriers and lack of communication channels have often been costly for factories. (Evidence suggests that Rana Plaza could have been avoided if factory management had listened to worker concerns.)