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.
