Like many brands, EILEEN FISHER operates within a complex supply chain while also managing environmental and social impacts at the corporate level. As a New York State Public Benefit Corporation and certified B Corp, the company aims to hold itself accountable through clear goals, consistent measurement, and transparent reporting. To do that, EILEEN FISHER needs:
To support these objectives, EILEEN FISHER uses standardized, industry-aligned measurement tools to evaluate environmental, social, and governance (ESG) performance across its business and supply chain. As a long-standing Cascale member, EILEEN FISHER relies on the Higg Index frameworks, modules, and methodologies – which are stewarded and governed by Cascale and implemented globally through the Worldly technology platform – to support consistent, credible sustainability measurement.
The company publicly discloses verified results from the Higg Brand & Retail Module (Higg BRM) in its annual Benefit Corporation Reports and aligns broader social and environmental oversight with shared industry tools such as the Higg Facility Social & Labor Module (Higg FSLM) and the Higg Facility Environmental Module (Higg FEM). For this case study, EILEEN FISHER provided Higg FSLM and Higg FEM insights.
The Higg BRM provides a structured framework that enables EILEEN FISHER to evaluate governance systems, environmental management, supply chain insight, and social impact using standardized criteria aligned with industry peers. By completing the Higg BRM annually, EILEEN FISHER establishes a recurring benchmark that informs internal decision-making, supports strategic prioritization, and enables public reporting backed by verified data.
According to its 2024 Benefit Corporation Report, EILEEN FISHER reported its verified Higg BRM score increased from 45.2 percent in 2022 to 52.7 percent in 2023 and 56.6 percent in 2024, representing a cumulative 11.4 percent increase year over year. The company attributed this improvement to:
This year-over-year score increase demonstrates how standardized, data-driven frameworks guide measurable performance improvements. By disclosing verified Higg BRM results alongside its B Impact Assessment, EILEEN FISHER reinforces transparency and demonstrates alignment between industry-specific sustainability metrics and broader ESG governance standards.
To complement brand-level governance measurement, EILEEN FISHER uses the Higg Facility Social & Labor Module (Higg FSLM) to evaluate working conditions across its supplier facilities. The company has demonstrated significant progress in adopting and verifying Higg FSLM assessments across its supply chain by rapidly scaling adoption of Higg FSLM self-assessments from 2020-2022.
EILEEN FISHER now maintains an 80-90 percent adoption rate for verified T1 suppliers and 20 percent adoption rate for verified T2 suppliers, with plans to scale further. Their progress includes both the Higg FSLM and Better Work in Vietnam and Indonesia, which aligns with the Higg FSLM via the Social and Labor Convergence Program (SLCP).
Approximately 80 percent of the assessments originate from five key countries – China, the United States, Peru, and Turkey – with China among the highest-adopted sourcing nations, and the apparel, accessories, and footwear sector remains at the forefront of the Higg FSLM adoption within the company’s supply chain.
These results reflect a structured approach to strengthen social and labor performance, expanding verified data across sourcing regions, and deepening supplier engagement over time. By embedding Higg FSLM assessments into supplier engagement, EILEEN FISHER enhances transparency, reduces duplicative audits, and supports measurable improvements in working conditions.
Advancing Environmental Performance Through Higg FEM
EILEEN FISHER also utilizes the Higg Facility Environmental Module (Higg FEM) to track environmental performance at the facility level. The tool plays an important role in informing the company’s Scope 3 inventory and broader decarbonization strategy. As of 2024, 88 percent of product (by volume) is made by Tier 1 facilities completing the Higg FEM and 55.5 percent of product (by volume) is made by Tier 2 facilities completing the Higg FEM.
These facilities provide verified environmental data that informs the company’s carbon footprint calculations and strengthens supplier engagement. By leveraging Higg FEM insights, EILEEN FISHER advances foundational environmental performance, supports science-aligned decarbonization efforts, and enhances data-driven decision-making across its value chain.
Why This Matters
EILEEN FISHER’s approach illustrates how standardized, industry-aligned tools enable sustainability to move from commitment to measurable action. By using the Higg Index:
This reflects Cascale’s mission to deliver credible tools built on strong frameworks and methodologies, as well as aligned standards and strong governance systems that enable collective progress across climate and decent work priorities.
By integrating brand-level and facility-level measurement into corporate oversight and supplier engagement, EILEEN FISHER demonstrates how social and environmental sustainability performance can be embedded into governance — advancing transparency, accountability, and continuous improvement across the value chain.
Harsh Saini, Cascale interim CEO, reflects on 2025 achievements and shortfalls, sets bold agenda for 2026.
When I reflect on the year 2025 and what’s ahead, I see in Cascale a clear mandate to meet moonshot ambitions with a maturing credibility to counter stagnation.
As our rebrand showcased, Cascale’s new era has evolved with renewed focus that centers impact. But as we know too well, we must bear into account today’s operational realities to evolve with strategic purpose.
Cascale aims to meet these rising demands with a decisive action plan.
Today, our membership stands at over 300+ organizations across the value chain and globe. Higg Index adoption surpasses 40,000 – with verifications up year-over-year in line with improving standards on data quality.
Under the public affairs team, Cascale has helped members navigate fast-moving regulations in Europe and the APAC region. Using our convening power to align industry positions, we’ve brought supplier perspectives further into the policy discussion. This includes but is not limited to Cascale’s manufacturer dialogues with International Apparel Federation (IAF), the European Financial Reporting Advisory Group (EFRAG) recognition of Higg FEM In September, and the educational roadshow for the European Commission’s Product Environmental Footprint Category Rules (PEFCR) for apparel and footwear.
At the Annual Meeting 2025 in Hong Kong, we brought together 700+ participants globally, with 120+ speakers, 33 sponsors, and 18 exhibitors across six stages. What mattered most wasn’t the scale alone, but the intent: creating space for senior leaders to engage directly with manufacturers and suppliers, and to work through challenges together rather than in parallel.
This built on the momentum from the Cascale Forum in Ho Chi Minh City earlier in the year and sets a strong foundation as we look ahead to the Cascale Forum in Colombo in March 2026. The value of bringing the industry into the room, face to face, is increasingly clear and remains central to how we drive progress.
Since inception, there have been 85 participating manufacturers in the Manufacturer Climate Action Program, with eight sponsoring brands, and 40 targets validated. Along with roadmapping climate hotspots, our team’s expert contributions to a decarbonization playbook have earned praise and inclusion at the year’s main climate event: COP30.
There are countless other wins and inflection points as we strive to deliver on unique member and stakeholder needs.
Yet even amid this progress, we see the industry is losing sight of the urgency needed to deliver on collective goals – like a 45-percent reduction of greenhouse gas emissions by 2030 and a rallying cry for embedding responsible purchasing into business operations.
Over the past few months, you may have noticed a clear shift in both our pace and focus. That’s intentional. My mandate from the Board has been to help Cascale move from a period of transition into one of sharper execution and delivery.
What’s been visible externally reflects a year of internal work: leadership changes, strategic refinements, and decisions to strengthen Cascale’s foundations. This includes welcoming Better Buying and the Sustainable Furnishings Council into Cascale, and continuing the work to integrate these capabilities in a way that adds real value for our members.
Upon reflection, perhaps Board chair Tamar Hoek said it best: Cascale thrives in times of change, building an even stronger foundation.
Now, we have to move in even closer alignment. As our industry knows, the sustainability journey is sustained by the long-game not the short-term pivots.
When I stepped into the interim CEO role, the Board and I were aligned on a small number of clear priorities. Cascale was at a moment where a reset was needed, and my mandate was to bring greater discipline, clarity, and momentum to how we deliver.
That meant taking an honest look at some of the fundamentals: our finances, how we define and price member value, how we’re organized, how we govern ourselves, and how we manage the dependencies across our ecosystem. We’ve made tangible progress across all of these areas, and we’ll be sharing more detail in the period ahead.
We now have an even stronger foundation than we did six months ago. What this means for you is that by 2026, 2027, 2028, and beyond – Cascale as an organization is set up to deliver more value. What you gain in return is a stronger, more credible, more impactful Cascale that continues to meet evolving expectations – starting with new membership pricing and benefits packages.
Our Cascale community is ready for the next chapter. Stronger tools. Better data. Deeper supply chain reach and nuance. Expanded categories, a more streamlined structure, and the ability to operate at global scale.
This strategy turns this operational reset into a launchpad for industry-level impact.
As the year draws to a close, I want to leave you with one message. One of the industry’s most widely-used impact measurement tools, the Higg Index, was named after the Higgs Boson, a discovery that helped explain how the universe holds together. At its best, the Higg Index plays a similar role for our industry. It provides a shared foundation for understanding impact.
But our ambition goes beyond any single set of tools. Our moonshot is to help unify the industry itself.
That means moving beyond sustainability silos and being more open about both progress and setbacks. It means showing up not just in sustainability reports, but in annual reports, investor conversations, ratings, and indices. In boardrooms and on factory floors, we need to equip ourselves to design the future we’re aiming for.
This is the work ahead of us. Leading with credibility, authority, and a lot of heart.
Warmly,
Harsh
With Cascale’s new CEO search underway, Tamar Hoek, chair of the Board, and senior policy director of sustainable fashion, Solidaridad, celebrates Cascale’s strong foundation.
If there’s anything that this year has shown me, it’s that Cascale thrives even in times of CEO transition and global uncertainty. While taking a moment to celebrate the contributions of outgoing CEO Colin Browne, Cascale shows off its solid foundation and clarity for moving forward in support of the industry’s broader goals. With a sharpened focus on our strategic pillars and generous input from our recent awareness benchmarking survey (see the results here), Cascale is fully aligned for impact.
Reflecting on the Momentum
From the rollout of our impact strategy and focus on delivering member value, to deeper engagement with our global manufacturing partners, to critical work on industry-wide decarbonization – this past year, and first half of 2025, at Cascale was profound. (Read the Annual Report 2024 for more highlights). Cascale showed its steadfast commitment by actively advocating for member needs, while enhancing collaboration with key partner Worldly. As two clear examples of this, the organization advanced use of the Higg Index tools amid uncertain times. And separately, Cascale provided clear leadership guidance for members to stay the sustainability course amid challenging tariff environments. The organizational priorities are clear, the team is aligned, and the work is advancing – and seamlessly at that.
Growing Collectively Stronger
Strong institutions don’t pause when people change; they grow. Cascale’s team has continually excelled in uncertainty, showcasing natural resilience, confidence, and leadership. I have full faith that this transition will be smooth and well-managed under the guard of Harsh as interim CEO. Harsh brings more than three decades of international business leadership experience in this industry, with senior executive roles at The Fung Group and Nike, among others. She also serves on the Boards of Global Fashion Agenda, PUMA, and Worldly, lending deep guidance to industry challenges.
We’re happy to have her.
As for practical next steps, the executive team and Board is working hand-in-hand to guide Cascale through this transition. A global search for the next CEO is underway, and while leadership will evolve, our strategy remains firmly on course.
Let me reiterate Cascale’s mission and vision is stronger than ever. The organization is bigger than any one voice or perspective – it is the embodiment of collective action at scale. Its existence is reflective of many minds, hearts, hands, and voices. With the strategic work already in flight, the organization will seize the opportunity for deepening member value, amplifying accountability, and delivering meaningful impact.
A Course Unchanged
This work takes everyone. We can’t afford to take a break on combatting climate change or supporting decent work for all. This opportunity reinforces the strength of Cascale’s team, the trust of its Board, and the support of its global network of members and stakeholders.
We thank Colin for his incredible contributions over the past 12 months, appreciate Harsh’s current stewardship over Cascale, and look forward to continued next steps under a stronger Cascale.
With gratitude,
Tamar
Cascale welcomes new members in Q1 including GSCS International Ltd, Just Brands, Gokaldas Exports, Minerva Sustainability, Retraced, schuh, among others.
As we reflect on the momentum from the first quarter of 2025, Cascale is proud to welcome a diverse group of new members to our global network.
Spanning manufacturers, brands, retailers, and service providers, these organizations represent the wide range of voices and expertise needed to scale sustainability solutions across the value chain. Their decision to join Cascale reflects a shared commitment to impact — an approach that turns ambition into measurable progress.
Meet the Newest Members of Our Global Network
We’re excited to introduce our Q1 2025 members, who bring a wealth of experience, innovation, and drive to the Cascale community. Each of these organizations is now part of a growing global movement to align on shared standards, leverage powerful tools like the Higg Index, and co-create solutions rooted in lived realities.
These new members strengthen Cascale’s global network and reinforce our belief that no organization can drive industry transformation alone. Through aligned tools, shared goals, and actionable data, we move forward — together.
Many of our new members are already beginning to explore Cascale’s tools, collaborative projects, and peer learning opportunities. While each is at a different point in their sustainability journey, they share a common intent: to make credible, lasting improvements and to contribute to a more responsible consumer goods industry.
GSCS International Ltd, a global certification and verification body operating in over 16 countries, sees Cascale as a strategic partner in elevating the role of service providers.
Cascale has always been instrumental in the growth of fellow service providers, by supporting us in elevating our role in a positive direction. Joining hands with Cascale shall uplift GSCS’s commitment to sustainability and ethical practices.
— Fairooz Shahana, chief sustainability officer, GSCS International Ltd.
For Just Brands, joining Cascale marks a deepening of their environmental and social accountability across the supply chain.
We’re working towards comprehensive monitoring up to Tier 2 and beyond, aiming to reduce greenhouse gas emissions and other key impacts—such as wastewater, production waste, and chemical use. The Higg Index tools are instrumental in tracking our progress and driving credible, data-backed improvements.
– Suzanne Wolfert, corporate responsibility coordinator, Just Brands
Gokaldas Exports, one of India’s largest apparel manufacturers, is beginning to integrate Higg Index tools across its 31 facilities to reinforce its commitment to measurable sustainability.
This membership will enable us to enhance transparency, drive accountability, and collaborate on industry-wide efforts for a more sustainable future.
– Pranjal Goswami, chief sustainability officer, Gokaldas Exports
As a verification and training leader in Turkey, Minerva Sustainability brings regional expertise to the global stage through its membership.
We joined Cascale to support global collaboration and contribute our expertise in verification and training for a more sustainable textile industry. Through the network, we aim to help facilities and brands improve their environmental and social performance with credible assessments and actionable insights.
– Alaaddin Okur, sustainability director, Minerva Sustainability
For Retraced, a traceability platform helping brands bring transparency to their supply chains, membership offers a space to drive digital innovation through industry-wide cooperation.
We joined Cascale because we believe collective action is the key to driving real, scalable change in the fashion industry. We’re excited to connect with and learn from like-minded organizations within the Cascale network, and we look forward to working together to help brands and suppliers accelerate their sustainability efforts and create a positive, lasting impact.
— Lukas Puender, Co-Founder and CEO, Retraced
UK and Ireland-based footwear retailer schuh sees its membership as an opportunity to expand collaboration and strengthen environmental efforts across its operations and supplier base.
We hope that joining Cascale will further our ambition to make schuh a leader in fashion footwear, in its journey working towards a more sustainable and ethical world. It offers us real possibilities for additional collaboration with our many brand partners and the chance to improve the environmental health of our company and that of our suppliers, in the process.
— Colin Temple, president, schuh
These early perspectives show that while each member brings something unique to the community, their values are aligned: credible data, responsible progress, and meaningful collaboration.
Cascale is more than a network — it’s a platform for collective action. We bring together stakeholders across the value chain and provide tools, partnerships, and guidance to help members make real progress on today’s most urgent sustainability challenges.
Whether you’re a manufacturer aiming to reduce audit fatigue or a brand preparing for incoming regulation, Cascale provides the infrastructure, expertise, and global network to support your journey — every step of the way.
Together, we’re building a stronger, more sustainable industry. And this is just the beginning.
Our Q1 2025 new members reflect the growing momentum we’ve seen across the first part of the year while setting the tone for the months ahead. While their paths vary, they share a vision of transparency, improvement, and collaboration that strengthens the entire Cascale community.
We are honored to support their journey and look forward to the impact we’ll achieve together.
At The Economist’s 10th Sustainability Week in London, Cascale CEO Colin Browne elevated the importance of supply chain sustainability in driving climate action.
Cascale CEO Colin Browne at The Economist’s 10th Sustainability Week: “Collaboration is the Only Way Forward”
At The Economist’s 10th Sustainability Week, held in London, Cascale CEO Colin Browne joined a panel discussion on supply chain sustainability and the role of business in driving climate action. The session, moderated by Eddie Milev (Economist Impact), explored how companies can balance geopolitical challenges, regulatory pressures, and sustainability goals while maintaining supply chain resilience.
Browne was joined by Lucy Westgarth, Environmental, Social & Governance Lead at Leidos Europe, who brought insights from the defense and public sector supply chains to the discussion. Together, they examined the shifting role of sustainability as an operational priority rather than an afterthought.
“Sustainability used to be the last item on the boardroom agenda—an afterthought,” Browne stated. “Now, it’s a core business function, touching everything from supply chain resilience to legal and financial accountability. Companies that fail to take it seriously will struggle to stay competitive.”
During the discussion, Eddie Milev set the stage by highlighting how supply chains have moved to the forefront of corporate strategy following global disruptions—from the pandemic to shifting geopolitical tensions.
Browne agreed, emphasizing that supply chains are now a defining factor of business success: “Great companies have great supply chains. Sustainability is no longer just about risk mitigation—it’s a business opportunity. Companies that embrace it will set themselves up for success, while those that ignore it will fall behind.”
Westgarth added that within government procurement and defense contracting, sustainability is increasingly tied to resilience and long-term readiness: “Sustainable procurement is about meeting today’s needs without compromising tomorrow. In our industry, resilience is key, and sustainability plays directly into that.”
A key focus of Browne’s remarks was the need for deep collaboration between brands, manufacturers, and policymakers to accelerate decarbonization. He explained that no single brand or supplier can tackle emissions alone: “Many brands and retailers use the same factories. No individual company—whether a brand or manufacturer—can solve this alone. The only way to drive real change is through collective action.”
Westgarth echoed this, emphasizing that collaboration is equally critical in public sector supply chains. “Many industries, including defense, are now working together on shared sustainability challenges—whether through accreditation systems, carbon reporting platforms, or collaborative risk assessments. The same needs to happen in consumer goods.”
Browne reinforced that brands and manufacturers must move beyond transactional relationships and build long-term partnerships that embed sustainability into core business decisions.
The conversation also touched on reshoring, nearshoring, and geopolitical tensions and how these factors impact sustainability.
Browne cautioned against moving supply chains without considering environmental impact. “If you’re changing suppliers or restructuring your supply chain, consider where you’re moving to. Are you relocating to a country investing in renewables? Can this shift be a double win—both economically and environmentally?”
Westgarth highlighted the complexity of balancing supply chain resilience with sustainability. “For some industries, nearshoring isn’t a simple fix. You might move manufacturing closer, but raw materials still need to be sourced globally. It’s about understanding the full picture.”
Browne reaffirmed Cascale’s commitment to driving industry-wide decarbonization through collective action, transparency, and measurable impact. He emphasized that companies already know what needs to be done. “The question is no longer whether we can decarbonize. We have the technology, we have the solutions. The real question is: do we have the courage, capacity, and commitment to make it happen?”
Through its Industry Decarbonization Roadmap, Cascale continues to work with its members on practical solutions that support manufacturers and brands in achieving meaningful emissions reductions while maintaining business competitiveness.
Browne closed with a call to action. “Legislation will ebb and flow, but sustainability is not going away. Consumers expect it. Markets demand it. And the planet needs it. The companies that take action now will be the ones best positioned for the future.”
CEO Colin Browne reflects on his first seven months at Cascale and what needs to happen next!
As we close the book on 2024, I want to start by celebrating the progress we’ve made together.
This year, Cascale underwent a transformational rebrand that better reflects who we are and what we stand for: collective action at scale. Our Annual Meeting in Munich set a new benchmark for engagement, aligning members around the critical challenges of our time.
We’ve made strides in policy work, collaborating with partners to amplify the industry’s voice on regulations that matter. We’ve enhanced tools like the Higg Index, ensuring they’re fit for purpose and aligned with the evolving needs of our members. We’ve also begun working more strategically with key partners, and we’ve seen incredible commitment from across our community to tackle the twin crises of climate change and social inequality.
There’s so much to be proud of.
But this isn’t one of those end-of-year posts where I pat us on the back and say, “job well done.” Because, let’s be honest: it’s not enough. Not by a long shot.
Earlier this week, I spoke with a colleague in the industry who mentioned that it often takes a year for outsiders to feel comfortable within the nonprofit sector. But if “getting comfortable” means accepting the current state of affairs, then I refuse to do so. In the words of American activist and author Angela Davis, “I am no longer accepting the things I cannot change. I am changing the things I cannot accept.”
The question for me—and for all of us whose work ties back to the consumer goods value chain—is this: What can we no longer accept?
First, the endless cycle of audits. I recently met with a manufacturer whose supply chain endured 723 audits in a single year. This staggering number represents wasted time, money, and resources—resources that could be invested in improving working conditions or reducing environmental impacts.
We’ve talked for years about harmonizing audits, yet duplicative proprietary demands persist. It’s time for brands to step up and commit to meaningful, long-term partnerships with their facilities. Responsible purchasing practices can no longer be optional.
My commitment: In 2025, Cascale will double down on harmonizing frameworks and fostering equitable business practices that enable decent work. And, we hope to have some big news on the horizon.
Second, the patchwork of science-based targets (SBTs). Instead of supporting their supply chains in setting meaningful decarbonization goals, too many brands are pushing this responsibility onto manufacturers, creating conflicting and burdensome requirements.
My commitment: Cascale will leverage its convening power to drive systemic action through the Industry Decarbonization Roadmap (IDR), catalyzing progress on energy transitions, foundational environmental performance, and supply chain decarbonization.
Third, the lack of shared responsibility for critical investments. Brands and manufacturers must work together to fund the solutions we need to build a resilient, sustainable supply chain. Collaboration is a two-way street, and we need you to engage and collaborate with intent.
My commitment: Cascale will continue to lead pre-competitive collaboration, creating the conditions for impactful partnerships that drive measurable progress.
Angela Davis’s words resonate deeply: accepting the status quo is not an option. Regulation is inevitable, but so are the worsening impacts of climate change and inequality. Our industry must lead, not react.
I’m increasingly hearing that some companies are walking back their climate action plans, choosing to focus solely on compliance. They claim they can’t afford to do both. Not only is this staggeringly irresponsible, but it’s also shortsighted. Legislation will soon demand we demonstrate measurable progress—not just promises. And let’s not forget: consumers are watching. They will call out companies that fail to act, and the reputational cost of inaction will far outweigh any short-term savings.
At Cascale, we’re ready to roll up our sleeves and get to work. But this isn’t something we can do alone. Collaboration isn’t just a buzzword—it’s the only way forward. This isn’t about maintaining the status quo. It’s about reimagining what’s possible and aligning our efforts to create the impact our planet and people so desperately need.
So, as you take time to recharge over the holidays, reflect on the progress we’ve made, but also on the work that lies ahead. Come January, let’s dive deeper, push harder, and go further—together.
Thank you for your unwavering commitment and passion. Let’s make 2025 a year of bold action and tangible impact.
CEO Colin Browne shares five takeaways from the McKinsey and BoF State of Fashion 2025 report in his latest blog.
CEO Colin Browne’s latest for Cascale outlines five takeaways from the State of Fashion 2025 report.
The State of Fashion 2025 report from McKinsey and BoF doesn’t mince words: the industry is entering a period of reckoning. Economic uncertainty, evolving consumer behaviors, and regional disparities have turned our familiar landscape into a maze of complex challenges. In this environment, it’s clear that traditional strategies are no longer sufficient. At Cascale, we see this as an opportunity to disrupt the status quo—not just to navigate this “maze,” but to redefine the paths through it.
One key takeaway from the report is the need for transparency and agility across supply chains. As companies shift toward nearshoring and more efficient inventory management, the demand for accurate, accessible data will only intensify. This is where Cascale’s Higg Facility Environmental Module (FEM) comes in. We’re continually refining this tool to give manufacturers and brands the transparency they need to respond rapidly to market demands, drive environmental impact reductions, and empower every player in the supply chain to make data-backed decisions. Our commitment to refining Higg FEM governance, in collaboration with our members, is another step toward ensuring data transparency becomes an industry standard, not an aspirational goal.
The industry’s challenges require inclusivity and adaptability. We restructured Cascale’s membership model as a fundamental shift toward equal share of voice. Efficiency is also a nice plus. Manufacturer insights are crucial, and our new model prioritizes their voices, ensuring their perspectives are not only heard but actively integrated into our decision-making processes. As we bring our community together in Asia next year, our focus will be on deepening these relationships, fostering a sense of shared purpose, and aligning our collective efforts toward sustainability.
The climate crisis is, and must remain, at the top of our agenda. The report underlines the difficulty of balancing long-term sustainability with immediate profitability, especially in turbulent economic times. At Cascale, we’re tackling this challenge head-on through our Industry Decarbonization Roadmap. Our teams are meeting in Hong Kong next week to assess our progress and plan for 2025, setting science-based targets that extend across the entire value chain. We’re not waiting for regulatory mandates; we’re mobilizing our members to embrace decarbonization as a collective responsibility, and as a strategic advantage for a resilient future.
The McKinsey report also stresses the rise of the “silver generation” and the need to think beyond traditional consumer segments. For too long, the industry has viewed change as a response to consumer demands rather than an opportunity for proactive leadership. At Cascale, our commitment to disruptive innovation goes beyond the tools alone. It is, instead, a leadership mandate. Whether it’s supporting manufacturers in developing markets, enhancing data solutions for transparency, or preparing to host our events in Asia, we are building an inclusive future that adapts to changing demographics and values.
Paul Polman, co-founder of the Fashion Pact, captured it beautifully at our Annual Meeting 2024. He recited a famous quote from Wangari Maathai: “In the course of history, there comes a time when humanity is called to shift to a new level of consciousness, to reach a higher moral ground.”
The old playbook is indeed obsolete. As CEO of Cascale, I believe that our role is not merely to adapt but to lead with purpose. This year, let’s set an example by embracing disruption to build a resilient, sustainable, and equitable fashion industry. Let’s rewrite the rules together, with conviction, vision, and the courage to lead.
By embracing initiatives like MCAP, Gap Inc. helps its suppliers set science-aligned targets to significantly reduce GHG emissions and drive meaningful environmental change across the industry.
Gap Inc. has pledged to reduce its environmental footprint through innovative initiatives and collaborative efforts, such as Cascale’s Manufacturer Climate Action Program (MCAP), which accelerates the adoption of science-aligned targets (SATs) and fosters a culture of collaborative sustainability within the consumer goods industry.
Gap Inc.’s 2023 ESG Report highlights significant progress toward its sustainability goals, demonstrating the company’s commitment to reducing its environmental impact. The report outlines two major emissions-related targets:
Additionally, Gap Inc. set a goal for 80 percent of its sourcing to be allocated to green-rated factories by 2025. This goal was surpassed in 2023, with 87 percent of business spending allocated to green-rated factories.
These milestones reflect Gap Inc.’s dedication to sustainability and its proactive approach to environmental stewardship across its operations and supply chain.
Central to Gap Inc.’s sustainability strategy is active engagement with suppliers. Recognizing that meaningful change requires collaborative efforts, Gap Inc. coordinated with three key suppliers — Hansae Co Ltd, Makalot Industrial Co Ltd, and Yakjin Trading Corp — to engage in MCAP. After participating in MCAP, the three suppliers completed setting their SATs, and their targets were validated by either TÜV Rheinland, BV, or SGS. The validated targets have been reviewed and approved by Cascale, and their MCAP status will be publicly disclosed on the MCAP Disclosure Dashboard.
MCAP is a pivotal initiative within Cascale’s Decarbonization Program, uniting manufacturers worldwide to combat climate change in the consumer goods industry. MCAP drives sustainable change through science-aligned targets (SATs), aiming for a 45 percent reduction in greenhouse gas emissions by 2030. This effort is aligned with the goal of limiting global temperature increases to 1.5°C above pre-industrial levels.
Gap Inc.’s engagement with its suppliers, MCAP, and the Higg Index tools underscores its commitment to sustainability and climate action. By working closely with suppliers like Hansae, Markalot, and Yakjin, Gap Inc. has achieved significant environmental improvements. These efforts highlight the spirit of collaboration and dedication within the consumer goods industry, showcasing the impactful results of strategic supplier engagement to combat climate change.
Gap Inc.’s Supplier Sustainability program focuses on social and environmental issues. It uses remediation practices and a compliance rating system to incentivize suppliers to implement proper labor, health, safety, and environmental standards. This approach aims to protect and support workers, improve air and water quality, increase energy efficiency, and minimize violations across the supply chain.
Initially, Gap Inc.’s Supplier Sustainability team focused on Tier 1 of the supply chain but is now expanding efforts to Tier 2 and 3 suppliers. They use industry tools like the Social & Labor Convergence Program (SLCP) Converged Assessment Framework and the Higg Index Facility Environmental Module (FEM) to assess and collaborate with suppliers to develop capacity-building and efficiency programs.
Gap, Inc. continues to lead by example, demonstrating that meaningful change is possible when industry leaders and their partners work together toward common goals. By engaging with MCAP and its strategic suppliers and using the Higg Index tools, Gap Inc. has made significant strides in reducing its environmental footprint and fostering a sustainable supply chain. This proactive approach sets a benchmark for others in the industry, contributing to a more sustainable future for all.
