Goals and Progress

Goals and Progress

Holding ourselves accountable is fundamental to our approach to sustainability – below are key goals, our progress to date and where we are heading in the future.

New & Current Goals

Factory Working Conditions Completion Target*
100% of Gap Inc. strategic suppliers** of branded apparel have a sustainability rating of green or yellow 2020
100% of strategic suppliers of branded apparel self-report their sustainability performance in Gap Inc.'s global sustainability data system 2018
Partner with Verité and strategic suppliers to measure workers' sense of value and engagement at work, and launch projects aimed at improving 20,000 workers engagement. Publicly report on findings and impact, and share best practices with all Gap Inc. suppliers 2018
Ensure female representation at all leadership levels is meaningfully above external norms Ongoing
Pilot and commit to expand programs that provide advance notice and stable, flexible scheduling to store employees 2017
Provide free job skills training to 300,000 people that improves their opportunities to obtain entry-level positions at Old Navy stores 2016
50% absolute reduction of global GHG emissions in our owned and operated facilities globally 2020
80% diversion of waste from landfill for our U.S. facilities 2020
Work towards zero discharge of hazardous chemicals in our supply chain through membership in ZDHC 2020 Roadmap 2020
Improve the lives of one million women in Gap Inc.’s supply chain and other manufacturing and community settings through the Gap Inc. P.A.C.E. program 2020
Expand P.A.C.E. to a suite of learning programs that provides multiple entry points for addressing the needs of adolescent girls and women leaders 2020
All teams have a Community Leader (CL), and all CLs organize and lead at least 3 volunteer projects per year 2018
All teams form a long-term relationship with one nonprofit partner to maximize volunteering impact 2018
60% of This Way Ahead participants report increased on-the-job skills and confidence as a result of their internships 2018
65% of This Way Ahead interns are hired on as Gap Inc. sales associates upon the completion of their internships 2020
  *end of year

** Strategic suppliers accounted for 84 percent of our sourcing costs for branded apparel in 2015.

Progress Against Existing Goals

Factory Working Conditions Completion
70% or more of factories in ILO Better Work markets participate in Better Work (BW) program 2014 Partial Better Work and Gap Inc. assessed an average of 44% and 56% of factories in BW markets in 2014. BW participation was lower than targeted due to its slower-than-expected expansion in Vietnam and limited staff in Indonesia.
All factories Gap Inc. sources from in Bangladesh complete comprehensive fire and building safety inspections by July 2014, and have begun implementing remediation plans to ensure safety standards are met 2014 Achieved Through the Alliance for Bangladesh Worker Safety, all factories completed inspections and began implementing remediation plans.
Build a team of dedicated supplier capability building experts who are fully trained and deployed 2015 Achieved Developed teams of social and environmental capability building experts located in key sourcing countries.
Complete supply chain water mapping and create a supply chain water strategy 2014 Achieved Mapped water risks in key countries for fabric mills and denim laundries. Developed mill sustainability program and improved Water Quality Program.
Reduce absolute U.S. GHG emissions 20% from 2008 level 2015 Achieved Achieved 33% reduction in U.S. GHG emissions by 2014.
Partner with 20 key fabric mill suppliers to establish social and environmental responsibility standards and improve performance 2015 Achieved Helped 20 strategic mills in China, India, Pakistan and Taiwan conduct environmental self-assessments using the Sustainable Apparel Coalition’s (SAC) Higg Index.
Continue to build a globally effective, more agile organization by increasing the development of global leadership skills, and the enhanced utilization of metrics to manage talent and evaluate HR programs and processes 2014 Achieved Analyzed metrics to evaluate key HR initiatives (e.g., confirmed equal pay for men and women globally and showed minimum wage increase improved retention, productivity and application volume). Continued to implement a talent dashboard for key workforce metrics (e.g., turnover, hiring), which is routinely used by senior leadership.
Become a more globally effective organization by moving to a global brands structure and providing leaders the opportunity to develop and grow through an array of international assignments 2014 Achieved Continued to implement global brands structure, including laying the foundation for Old Navy’s expansion into Mexico. Grew internal hires for international leadership roles by 33%, which provided global experience and development opportunities for leaders in key international markets.
Maintain and assess high levels of employee engagement through a more effective and frequent monitoring process to collect employee feedback 2014 Achieved Eliminated annual performance ratings and launched GPS - Grow.Perform.Succeed., a new monthly system for manager-employee performance discussions. Maintained high employee engagement scores, exceeding external best-in-class benchmarks.
Increase vendor participation in the Gap Inc. P.A.C.E. program by expanding program to 40 key vendors 2015 Achieved 29 suppliers participated in P.A.C.E. by the end of 2014. 11 more committed in 2015 and are in various stages of implementation.
An additional 10,000 female garment workers complete P.A.C.E. program 2015 Achieved 10,691 additional women completed P.A.C.E. during 2013 - 2014.
Expand P.A.C.E. program into community settings by partnering with select NGOs to develop and implement modified P.A.C.E. community program—Target 3 community programs in 2013 and 10 community programs by 2015 2013 / 2015 Achieved Piloted program in 24 villages in India and Cambodia in 2013. Expanded to operating 10 programs in nine countries in 2015.
Increase the impact of employee volunteering by encouraging each employee team to identify a Community Leader, and then form a long-term partnership with one community organization. 1,200 Community Leaders identify long-term community partners 2013 Partial 677 Community Leaders identified long-term community partners by Q4 2013. Efforts have re-focused to identify the most qualified leaders, who will build strategic partnerships with organizations to maximize community impact and enhance long-term employee benefits.
Set a target of creating $16 million in employee-driven value to the community in 2014. This includes employees’ donations of time and money, and Gap Inc.’s financial match of both 2014 Achieved Delivered $17,251,648 worth of employee time and money in 2014, including company match.
Provide 95% of our key youth-serving community partners with support beyond cash grants Ongoing Achieved Provided support beyond cash grants to more than 95% of youth-serving partners in both 2013 and 2014.
Through Gap Foundation’s community partners, serve at least 70,000 underserved youth and young adults per year Ongoing Achieved Supported 90,000 underserved youth and young adults in both 2013 and 2014.