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The Ministry of Education in Cambodia passed an official order to incorporate the P.A.C.E. girls’ curriculum into all primary and secondary schools over the next two years, ultimately reaching 15,000 girls.
We hope to expand into other districts in the future.
In Bangladesh, CARE International has led a P.A.C.E. community program that has reached since 2014.
An evaluation of this program revealed that participants reported having bank accounts (non-participants: 26 percent).
Moreover, participants felt comfortable speaking up about their needs in the workplace after their training (non-participants: 18 percent).
In system that we plan to launch in 2022 to continue digitizing the program with in-person, virtual, and hybrid training sessions.
ESG REPORT https://www.care.org/about-us/strategic-partners/corporate-partnerships/leadership-partners/gap/ https://www.care.org/about-us/strategic-partners/corporate-partnerships/leadership-partners/gap/ Gap Inc., along with BSR (Business for Social Responsibility), HERproject, CARE International, and ILO-IFC Better W...
Leveraging our P.A.C.E. program, Empower@Work harnesses the power of collective action to deploy sustainable, systemic, and scalable programs that empower women workers, embed gender equality in business practice, and catalyze policy and systems change by aligning women’s empowerment training and skill-building efforts...
Since its launch, Empower@Work has published an open-source Worker Training Toolkit that is recognized as a best-practice curriculum for women’s empowerment training in the apparel supply chain.
In Empower@Work focused on creating a robust implementation and impact model that seeks to drive market change and influence the wider ecosystem to make lasting, positive changes for women workers.
to transition our P.A.C.E. in the Workplace program to Empower@Work.
of Athleta and Gap brand factories will participate in Empower@Work 8.
We will measure performance against our Empower@Work target by assessing the percentage of factories with at least 50 percent enrolled female workers.
PROGRAM SPOTLIGHT Critical skills gained through P.A.C.E. gave Florah Magwa the confidence to run for a special position to represent women in her local government council in Tanzania.
Initially, Florah didn’t believe that she had the skills or confidence to stand in front of people and ask for their votes.
But after P.A.C.E., she decided to run against among seven selected to represent women in the Musoma District.
“If it were not for these interventions, I probably would not be where I am today and where I aspire to be in the future,” said Florah. Women in India also used their P.A.C.E. training to pursue election.
In January were elected to the panchayat (regional assembly) in Maharashtra state, with fourteen elected as sarpanch (decisionmakers), who are the focal point of contact between government officers and the village community.
ESG REPORT https://www.empoweratwork.org/the-toolkit Our holistic approach begins with our Human Rights Policy and Code of Vendor Conduct (COVC).
Both are based on internationally accepted labor standards and guidance, including the Universal Declaration of Human Rights (UDHR), UN Guiding Principles on Business and Human Rights, UNGC, Organisation for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises, and the International Lab...
Our policies also account for local labor laws in each country where we do business.
To uphold these policies and improve supply chain working conditions, we focus on two areas: Assessment and Remediation Through transparency and partnership across our supply chain, we can improve workers’ well-being, protect human rights, reduce environmental impacts, and improve business performance.
In partnership with ILO-IFC Better Work, suppliers, NGOs, and others, we have established programs to improve worker representation and leadership involvement.
These cover issues such as workplace cooperation, supervisory skills, and empowering women.
We also support our facilities with environmental capability-building programs, which can be found in the Resource Efficiency and Manufacturing section (p.
We are committed to upholding and progressing human rights and cultivating social dialogue to create a resilient supply chain that respects workers.
Our goal is to design, collaborate on, and implement industry-leading programs that transform outcomes for workers and enterprises across the sector.
We use our Assessment and Remediation Program to evaluate our suppliers and incentivize improvements by directing more business toward the highest-performing facilities.
each facility using a color-coded system: > Green for high-performing facilities with few violations, none of which were critical.
> Red for those that need to address one or more serious issues.
When an issue is reported or found during our assessments, our global field teams develop a tailored remediation process that considers local contextual factors such as workers’ education level, cultural norms, and ways of communication.
For example, we may conduct interviews in workers’ communities to better understand their needs, enabling us to more effectively address violations within our global supply chain.
Critical and severe violations have a greater negative impact on a facility’s rating than noncompliance violations.
Our strict approval process discourages red-rated facilities from entering our sourcing base.
If a red rating occurs, we provide corrective action plans and a realistic time frame to resolve any issues.
Should a facility or vendor fail to address persistent noncompliance, we action a responsible exit plan and continue to monitor the facility to address pending issues during and following deactivation.
As a signatory to the SLCP, we support ways to improve working conditions in global supply chains by encouraging the wider adoption of the SLCP tool, which helps assess the social and labor performance of manufacturing facilities while reducing the duplication of industry efforts.
In in Better Work assessments in Indonesia, Bangladesh, and Vietnam.
We aim to increase this across all Better Work countries, supporting our goal to have all our Tier and Tier 2 strategic mills involved in industrywide efforts by early 2023.
Between 2016 and 2020, we worked toward a goal of sourcing from facilities rated yellow or green; today, only 1 percent of facilities we work with are rated red, compared to 16 percent in 2016.
In performance improvement by setting a goal to source at least 80 percent of business spend from green-rated factories by 2025; we are on track, with 68 percent at the end of 2021.
By the end of issues had been resolved.
We resolve these violations by integrating this work into our sourcing decisions, which drives increased vendor ownership in resolving issues promptly.
Our dedicated Supplier Sustainability team trains global sourcing employees on human rights policies and procedures, building awareness on COVC requirements and ways to manage vendor performance.
We also train and educate key vendors on how to implement measures that prevent COVC issues from arising.
PROGRESS IN 68% of our business spend is allocated to green-rated factories 75% of Tier 1 factories are participating 100% By 2023, 100% of our Tier 1 facilities will participate in industrywide efforts, including SLCP and/or ILO-IFC Better Work, and 100% of Tier 2 strategic mills will participate by 2025.
To provide safe, fair, and healthy working conditions in our supply chain, we partner with our branded-apparel suppliers and key stakeholders through a variety of countryspecific capability-building programs.
These approaches catalyze improvements in workers’ grievance mechanisms, gender equity in leadership, safety, and well-being.
In empowerment goals for 2025 regarding our capability-building programs.
While the ongoing effects of COVID-supply chain partners slowed the start of this work, we have now developed strategies and key performance indicators for each goal (p. 12) and are in the process of collecting baseline data, starting with the last quarter of 2021.
with our peers to enhance industry knowledge and practices.
we have measured worker engagement using Nike’s Engagement and Wellbeing survey since 2019.
ILO-IFC Better Work Academy Gap Inc. is a founding member of the ILO-IFC Better Work program, which is an important partner in our key sourcing markets.
We also helped establish the Better Work Academy, which trains staff in global apparel brands on key issues related to social dialogue.
This enables participating companies to deliver training and consultation to factories beyond Better Work’s scope.
The Academy empowers facilities to make improvements based on participant feedback, with brands serving as advisors and partners.
We have actively supported its expansion by sharing insights and providing training materials that brands can customize for their own programs.
Together with Better Work, we have developed our Workplace Cooperation Program, which facilitates dialogue between workers and management, and our Supervisory Skills Training (SST) program, which improves the skills of supervisors and middle managers and fosters gender parity in supervisory positions.
To support all our capabilitybuilding programs, we use our Workforce Engagement Program mobile tools (see sidebar).
We share best practices with suppliers in Vietnam, Cambodia, China, Indonesia, and Guatemala.
In pilot programs in Bangladesh, China, and Indonesia to test different models for delivering our capability-building programs, including in-person, fully digital, and hybrid models.
We’re also participating in an SLCP pilot to integrate worker voices using similar technologies.
OPPORTUNITY SST is a three-day training program launched in 2018 with Better Work that helps supervisors and middle managers improve communication skills, build good relationships, and supervise workers effectively.
The reach of the program is amplified by facilities delivering the same trainings after completing Training of Trainers.
Some vendors also have their own equivalent programs, which we vet to ensure they meet or exceed Gap Inc.’s SST requirements.
We use production-efficiency data and supervisor and worker surveys to measure the program’s impact.
Together, they help reveal the extent to which participants thought the training was effective, and whether it led to any behavior change or production improvements.
In our strategic facilities, women comprise a minority of supervisor positions, even though they represent the majority of our total supply chain workforce.
We believe that we can support future women leaders through our SST training.
In among our strategic facilities and prioritize training opportunities for women.
We will measure this target by assessing the percentage of factories with genderequitable representation at the supervisor level, with the gender ratio reflecting that of the factory’s total workforce.
(within the same quarter Through elected committees, WCP facilitates dialogue between workers and management on a variety of issues ranging from overtime and well-being to washroom sanitation and canteen food.
This program educates participants on communication and negotiation skills to help them feel more comfortable voicing their grievances to senior management.
After scaling back WCP in ramped up the program again in 2021, using virtual training when appropriate.
WCP has been implemented in facilities across 12 countries since 2016, including 65 percent of our strategic factories.
We now plan to expand the program to our strategic vendors’ owned and authorized subcontracted facilities.
THE BIG PICTURE EMPOWERING WOMEN ENRICHING COMMUNITIES GOVERNANCEENABLING OPPORTUNITY Over the years, our regular facility assessments have revealed violations related to gender-based discrimination and harassment.
We recognize that it’s not enough to rely solely on auditing to detect and address these issues, which is why we developed our GBV Prevention and Response Program with Better Work to help enforce our zero-tolerance policy on physical, psychological, and sexual harassment.
Our GBV Prevention and Response Program focuses on training managers and workers as a key part of our strategy.
In ensuring that all our factories have GBV training, prevention, and response systems in place by 2025.
By we aim to ensure that all workers in factories where our clothes are produced undergo GBV prevention and response training annually.
Looking ahead, we will further assess the extent to which factories have a functioning grievance mechanism for workers to report incidents of GBV, harassment, and abuse.
To have an impact beyond the facilities we work with, we are also exploring partnerships to further accelerate this work across the industry with expert organizations and other major apparel brands.
Digital Wage Payments We work closely with partners and participate in the UN’s Better Than Cash Alliance to address ongoing regulatory and infrastructure constraints on digital wage payments.
Since starting our Digital Wage Program in increased the share of our eligible Tier 1 suppliers that offer digital wage payment systems from 68 to 96 percent (which includes mobile wallets, bank accounts, debit cards, and other digitally accessible methods).
ESG REPORT HELPING KEEP OUR SUPPLY CHAIN SAFE DURING COVID-19 Since the pandemic hit in 2020, we have taken several steps to support our supply chain partners and prioritize the health and safety of people working in our supply chain.
We continue to distribute COVID-suppliers and factories and, when needed, we adapt our social and labor programs, offering virtual options that ensure continuity while keeping everyone safe.
We have also continued to enforce important COVC standards, including the provision of sick leave and other relevant benefits, functioning grievance mechanisms, requirements related to non-discriminatory employment practices and ethical practices around virus-related layoffs and furloughs.
We support vaccine distribution and uptake in key sourcing markets as part of the Business Roundtable’s CEO COVID-Task Force.
This group has mobilized the private sector to urge governments to invest in vaccine funding and get more vaccines into underserved markets.
In addition, we have integrated vaccine education into the P.A.C.E. platform.
We became a founding partner of the fund in a pool of investments from multiple sources to support local woman-led organizations.
We believe that enabling opportunity means ensuring employees have the skills they need to build truly fulfilling careers with us.
Our purpose to be Inclusive, by Design drives our work on programs that ensure diversity is a major feature of our talent pipeline.
OPPORTUNITY “ When you shop at a store, you want to see the store team reflect the community, and This Way ONward helps create a space where customers feel comfortable.
They feel like they are being seen, their needs are being met – it’s someone from their community.
We use the assets and scale of our business to enable access to opportunities for the people and communities we serve.
Our programs and partnerships open doors to underrepresented talent across gender, race, age, and more.
In addition to developing skills, we create a sense of belonging for employees, enabling them to be part of a supportive team where they can fulfill their potential.
We do this by cultivating a workplace culture that meets our employees‘ professional and personal needs.