Gap clothing where is it made

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SST also fills another important gap in management training: It gives women the skills and confidence to take on leadership roles. While this program is open to all genders, we believe it can help factories support gender parity at the supervisor level, and we have set a new goal to help percent of our strategic factories achieve gender parity among supervisors by We are asking factories to prioritize women for SST training opportunities, which can give them the skills and confidence to take on leadership roles.

Currently, in our strategic factories, women currently comprise approximately 48 percent of supervisor positions and 72 percent of our total supply chain workforce. We recognize this is just the first step toward supporting women as leaders.

By setting our gender parity goal, we are committing to working with our strategic factories to cultivate that culture. We will be looking at ways to help our facilities empower women with the confidence, agency, and soft and hard skills to take on supervisory roles.

Since the launch of this program, our team has trained 4, supervisors. In , facilities in eight countries were active in the program. Workplace Cooperation Program. Goal: By , we will reach supplier facilities with our Workplace Cooperation Program. NEW Goal: By , percent of workers employed in our strategic factories will have their voices heard through representative, gender-equitable workplace committees.

Our Workplace Cooperation Program WCP facilitates dialogue between workers and management to address workplace issues, from overtime and worker well-being, to washroom sanitation and better quality of food in the canteen. This training program works with elected bipartite committees comprising both workers and management representatives who collaborate to build good industrial relations. Inherent in this training program is a recognition that workers in many facilities do not feel comfortable voicing their grievances in the presence of upper-level management.

Our approach, designed in partnership with ILO Better Work, seeks to address those relations by developing the skills of committee members and guiding effective meetings. Since , we have reached facilities—including 15 in —in 11 countries. We believe that improving dialogue and relations between workers and management can help prevent labor disputes, resolve problems, give greater voice to workers and improve productivity and competitiveness.

In , we scaled back our capability-building programs due to COVID, and fell just short of our goal to reach facilities. Resuming the WCP later in the year, we implemented a new approach, with a trainer at the factory delivering the course to remote groups of 20—30 people using materials created by Better Work.

We hope to use this hybrid approach more widely as we continue to offer greater flexibility in how facilities access the training. These changes build on adjustments made in recent years to give facilities more flexibility in offering the training.

WCP currently runs for 12 to 15 months, and teams can opt to combine two half-day training modules into one all-day session. Also in , we set a new goal to support gender-equitable representation on workplace committees at our strategic factories. We also continued to use the data assessments we launched in to examine how many grievances have been received and addressed, which channels were used, and how long it took to address the issues. Our analysis shows that once functioning bipartite committees are in place, workers feel more empowered to raise concerns, and that these concerns are more quickly addressed.

In addition, our data show that once these committees have been trained, grievances rise for a period and then diminish in frequency, illustrating the comfort workers feel in voicing complaints and the subsequent actions taken to address their concerns. To understand whether the WCP is indeed impacting productivity, efficiency and quality among our suppliers, we have been collecting data for analysis. We created a quarterly data-collection tool and asked participating facilities to track and share data on business indicators, such as absenteeism, number of grievances and productivity.

In , researchers from York University and Better Work conducted an evaluation of the program , revealing that the training has translated into workplace improvements in three areas: communication and cooperative work relationships, enhanced ability for workers and managers to address workplace concerns, and a better business case for workplace cooperation.

US Markets Loading H M S In the news. Bethany Biron. Gap, the largest specialty retail company in the US, was once one of America's most beloved apparel retailers, known for its laid-back basics and classic denim. The company is now struggling to stay afloat amid a consistent sales decline and recent executive transitions, including the sudden departure of CEO Art Peck earlier this month. Here's the story of the company's rise to mall brand darling and eventual fall from grace.

Visit Business Insider's homepage for more stories. The name is a reference to the concept of the generation gap. The first Gap store primarily sold Levis and records. Gap's popularity exploded. The next year, the Fishers opened a second store in San Jose and then established a company headquarters in Burlingame, California, in The store became synonymous with American classics, like blue jeans and T-shirts.

In , Gap officially went public. As Gap looked to grow the company, it started to eye acquisitions and developing new brands. In , Gap acquired Banana Republic. As part of Gap's growth strategy, it also moved into new apparel categories, including children's clothing, leading to the launch of Gap Kids in In , Gap officially opened its doors overseas, with its first store in London.

To help develop a more upscale identity, Gap brought on Millard "Mickey" Drexler as CEO, who oversaw the company for much of the s.