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More than the clothes we create, Gap Inc. is defined by its people. Meet some of the talented people who make Gap Inc. great. #WeAreGapInc


What do you do for Gap Inc.?

I work in Store Operations for Old Navy. In a nutshell, my team and I make sure that our stores look good, that they have the data that they need to drive the business, and (probably most importantly) we help make sure that our store employees are getting paid.

What inspires you?

My children inspire me. They inspire me to see life through their eyes as they grow up and experience the world, and that brings magic into my life every day.

Style personality

Casual, comfortable, and simple.

Go-to outfit

I never realized that I had a go-to outfit, until one morning, when my wife asked me which blue button-down shirt I was going to wear…because ALL of my button-downs are blue!  So, if I had to pick a go-to outfit, I would pick a blue button-down, a pair of comfortable jeans, and some sneakers. 

All-time favorite piece of clothing

A green jean jacket that I bought at Gap in the early 90’s. I didn’t have enough money to buy it when I first saw it, but took on odd jobs and worked some extra shifts until I could afford it. I remember calling the store every week for about two months to make sure that they still had it in stock. I wore that jacket for about 10 years…it was totally worth it!

Last purchase

I love building things, both virtually and physically. Having kids gave me an excuse to play with Legos again.  I bought “them” (aka me) yet another Lego set not too long ago.

What you’ve learned from customers

We here at Gap Inc. sometimes get caught up in the big things that we’re working on, but our customers notice the small things that we do, too. Whether it’s how we merchandise our product, how we price our product, what promotions we have going on, or our in-store environment, the details are just as important as the big things. Smiling at someone can make their day.

Favorite Gap Inc. moment

My first day. After working at several retailers, it was immediately clear to me that the culture, the energy and the environment at this company was second to none, and I could feel it as soon as I walked into the building on my very first day here. From that moment, I knew this was the place for me. It’s only gotten better since then.

First job

My first year in high school, I worked at a local dry cleaner. I learned a lot about dry cleaning and clothing that I never thought I’d know!

Epiphany moment

I was in a meeting at a former employer where multiple levels of the organization were represented. There were no introductions, so I wasn’t sure who was who. I remember leaving that meeting trying to figure out where each person was in the organization and was later shocked to learn that my impressions of the people at that meeting were totally different than what level they actually were in the company. You should never have to tell people your title; it should always be apparent through the value you add, the leadership you bring, the questions you ask, and the presence you bring to every interaction. 

Always puts you in a good mood

My family. Dancing with my kids. Sitting on the beach with my wife. Finishing a project. A simple pat on the back. Laughing with my team. Watching cartoons. Cooking. 

Theme song

It is hard to pick just one…I enjoy all kinds of music, and I find a new theme song every week or so based on my mood, events going on in my life, or what radio station I am listening to. If I had to pick just one, it would be “Eye of the Tiger” because I love the energy in classic rock from the 70’s and 80’s. 

Something people don’t know about you

I play guitar, and I’m learning to play the ukulele. I love having “jam” sessions with my kids where I play the guitar, they play their toy instruments, and we make up songs together. 

What makes you most excited to come to work in the morning?

The people excite and inspire me. There are so many smart people at Gap Inc. who challenge me to be my best every day. 

What makes your job unique?

I wear many hats. My tasks can range from influencing a store design to data analytics, or they could range from ordering toilet paper to brainstorming new sustainability initiatives. The diversity of projects I work on is what I love most about my job.

What is the Gap Inc. Environmental Council? 

The Environmental Council is an internal leadership team, with members representing each of the Gap Inc. functional areas that have an impact on the environmental performance of our stores, headquarters, and distribution centers. We have representatives from our brands, Real Estate, Finance and Logistics, and we work together on solutions that will reduce our environmental impact and help fuel business growth. Right now, we’re laser-focused on implementing the initiatives necessary to meet our 2020 climate and waste goals.

Why is being a part of this initiative important to you?

I love spending time outdoors.  I want to leave this world knowing that I did something to make it a better place so my kids and theirs can enjoy it as much as I do. 

Why Gap Inc.?

The people, the culture, the energy, the challenge, the constant push to make the best retail company even better.

6 Ways Gap Inc. is Becoming More Sustainable

ValuesGap Inc. blogsComment

At Gap Inc., we believe that environmental issues are human rights issues. The environment is shared by all of us, and it’s imperative that we each do our part to protect it. That’s why we’re working hard to integrate sustainability more deeply into every aspect of our business, from the materials we source, to the suppliers that we work with, and ultimately the clothes that we all wear.

Here are just some of the important efforts underway at Gap Inc. and our family of brands that are changing the way we do business to help safeguard our planet.

Addressing Global Water Stress: Gap Inc. will conserve a total of 10 billion liters of water by the end of 2020.

Apparel manufacturing uses massive amounts of water, which means we can make a huge impact by changing our processes to conserve water. We’re committed to work with the suppliers that make our products to save 10 billion liters of water by the end of 2020. Those water savings would be the equivalent volume of the daily drinking water needed for 5 billion people. Leveraging the power of product innovation and improved manufacturing practices, we’re bringing our customers products that they not only look great in, but that they can also feel good about. Progress towards our goal is already underway: since 2014, Gap Inc.-led projects have saved more than 2.4 billion liters of water.

Our new manufacturing goal is part of Gap Inc.’s comprehensive water stewardship strategy, which also includes a focus on lessening water impacts at the raw materials and product design level, and perhaps most importantly, helping communities touched by our business improve their access to clean water and sanitation.

Improving Cotton Production Practices: Gap brand will source 100% of its cotton from more sustainable sources by 2021.

Cotton is used to make a significant portion of products across Gap Inc. brands. In 2016, Gap Inc. joined the Better Cotton Initiative (BCI), which strives to make global cotton production better for the people who produce it, better for the environment it grows in, and better for the industry’s future.

And Gap brand is putting in the work to source 100% of its cotton from more sustainable sources (including BCI, organic, recycled and American-grown) by 2021. Gap has sourced more than 52 million pounds of Better Cotton since 2016, and collectively Gap Inc. brands have sourced more than 116 million pounds of better cotton since 2016.

Combatting Climate Change: We’re cutting the carbon footprint of all of Gap Inc.’s globally owned & operated facilities in half by 2020.   

We believe that business has a critical role to play in the fight against climate change. We’ve been working for nearly 15 years to do our part by reducing our carbon footprint in big and small ways. We're currently working toward our goal to cut greenhouse gas emissions of our owned and operated facilities globally 50% by the end of 2020. We’ve also joined the Science-Based Target initiative in 2017, and are developing a goal that will help us reduce the emissions impact of our supply chain.

Reducing Deforestation: Gap Inc. will eliminate all wood-based fibers sourced from ancient & endangered forests by 2020.

By 2020, we’ll eliminate the use of any wood-derived fabrics (like rayon, viscose, lyocell, and modal) made from the pulp from ancient and endangered forests. The policy was developed in partnership with the non-profit organization, Canopy, as part of their sustainable fashion and forestry initiative known as CanopyStyle. By taking these steps to protect these crucial forests, we’re also furthering our climate change efforts, as trees are vital natural resources that help to combat climate change by removing carbon dioxide emissions from the atmosphere.

Converting Plastic Bottles into Performance Fabrics: 80% of Athleta’s fabrics will be made with recycled content by 2020.

Athleta has prioritized the conversion of conventional raw materials to sustainable alternatives. The brand has set a goal that 80% of their fabrications will be made with recycled material, sustainable or organic cotton, Lenzing Modal or TENCEL content by 2020. By upcycling plastics into recycled fabrics, Athleta has diverted over 25 million bottles from landfills since 2015.

Reducing Our Waste Footprint: Gap Inc. will divert 80% of the waste produced by our U.S. facilities by the end of 2020.

We’re currently working to divert 80 percent of the waste produced by our U.S. facilities by the end of 2020. As a company, the biggest waste streams coming from our owned-and-operated facilities are plastic hangers and polyethylene bags. Since many of our facilities are within larger mall complexes, we’re looking for scalable solutions that address the diverse needs of our stores and distribution centers. 

We know that there’s much more work to be done, but we’re proud of the ambitious goals we’ve set, and the work we’ve done to get there so far.

To learn more about the ways we’re giving back to people and our planet, head here.

Gap Launches babyGap BedtimeBox, a New Sleepwear Subscription

CompanySandy Goldberg, Director of Corporate CommunicationsComment

Gap is expanding their subscription offering with the launch of the new BedtimeBox - a box that delivers three comfy sleep sets every three months. This new offering works much like the original babyGap Outfit Box, where parents select their child’s gender and size, anywhere from 6 months to 5T, and the Gap stylists do the rest. Each shipment costs $49 for three sleepwear sets (which amounts to 40% off the retail price). Similar to the babyGap Outfit Box and the Old Navy Superbox, returns are free and there’s no styling fee.

“We’ve been testing the babyGap Outfit Box for nearly a year, and have been seeing high retention rates and low return rates. And we’ve been able to learn a lot about what our customers are looking for when it comes to outfitting their baby or toddler,” said Margaret Yang, Senior Director of Buying, Gap Kids & Baby Online. “The new BedtimeBox is another way for us to move closer to the customer, and fulfill their needs with sleepwear, which is a category we know parents need to restock constantly as their child grows.”

To date, customers have been loving the babyGap Outfit Box and its different styling options that cater to parents’ needs. It’s just one of the ways we’re finding new ways to bring our customer what they need, when they need it, in a way that works for their busy lives. Click here to learn more about babyGap subscription service.

Announcing Our New Paid Parental Leave Policy

CompanyBrent Hyder, Executive Vice President and Chief People Officer for Gap Inc.1 Comment
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Since our founding in 1969, we’ve grown up from a single store to become one of the nation’s top employers. In that time, we’ve given well over 1 million people their first job and for many of us, myself included, Gap Inc. and our family of brands has been a place to grow a great career. To attract and retain the best talent in the business, we’re continually making investments in programs and benefits that will have a positive impact on our employees’ well-being.

Today we announced the expansion of our benefits to include paid parental bonding leave -- 12 weeks of leave that include six weeks of leave at 100% of pay and six additional weeks at 50% of pay. We are proud to support employees with new family members, regardless of how those families are formed. I’m excited that we are extending this benefit to a broad section of our employees in the U.S., including our hourly workers who’ve worked at least 24 hours a week for the past year. This new benefit will go into effect on October 1, 2018.

Our parental bonding leave policy is a strong competitive move that demonstrates our support for working families. It builds on other important steps we’ve taken to invest in our people and positively impact our employees’ well-being and experience at our company. We were the first U.S. retailer to raise the minimum wage to $10 in 2015. We’re also the first Fortune 500 company to have our pay data independently verified to confirm we pay women and men equally for equal work.

We could not succeed as a company without exceptional people who make our company what it is today, and by helping our people succeed, we all succeed.


PeopleGap Inc. blogsComment

More than the clothes we create, Gap Inc. is defined by its people. Meet some of the talented people who make Gap Inc. great. #WeAreGapInc


What do you do for Gap Inc.?

I create bottoms for Athleta with my amazing cross-functional team! I work from sketch all the way through to store, and on everything in between.

What inspires you?

Food, family, and friends. I love cooking, and I love learning new recipes or techniques related to food. I find it so inspiring to see what chefs are creating these days. My recent favorite was an “egg” made from panna cotta and passion fruit sorbet.

Style personality

It totally varies. Some days I look like an NYC transplant (all black everything + sneakers) and other days I look like I just came from the studio (head-to-toe workout gear). And then other days I look like a linen cloud ready for the beach.

Go-to outfit

Black jeans, a tee, and I usually dress it up with cool shoes and a coat.

All-time favorite piece of clothing

My wool plaid reversible coat! I wear it all the time. So easy and fun.

Last purchase (doesn’t haven’t to be clothes)

I just bought a ceramics class package for this Fall. Trying to get creative again!

What you’ve learned from customers

Everyone is different, and it takes a village to get the right products into the right stores for our customers. And one of the biggest things I’ve learned is that you should always trust your customer.

First job

Working with my dad – as a silversmith! I learned a lot about metals, heat, hammering, you name it.

Epiphany moment

Standing on a cliff in Cinque Terre in Italy, I learned that I am a travel ADDICT. I love discovering new places and talking to new people and hearing their stories.

Always puts you in a good mood

FRIENDS. I feed off of other people’s laughter..but I also love a good yoga class.

Something people don’t know about you

I love to sing, but it’s scary to do out loud, so I never do… 

What makes you most excited to come to work in the morning?

The people. Gap Inc. & Athleta have showed me that it’s not just about the work. It’s about the relationships you make, foster, and help to grow. We’re all in this together. I’ve made such good friends here at Gap Inc.

What makes your job unique?

I get to work with pretty much every function in the company! Production touches so many points of the pipeline, and we work with so many teams. It’s one of my favorite parts of my job. 

Meet Rathi: Gap Inc.’s CTO Shares Her Secrets for Career Development

People, TechnologySandy Goldberg, Communications, Customer & Strategy TeamComment
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With over 20 years of experience at some of the world’s most recognizable brands, Rathi Murthy has an expansive career in technology. As the Senior Vice President and Chief Technology Officer here at Gap Inc., she is passionate about inspiring others by sharing the lessons she’s learned throughout her career. We sat down with her to learn more about her career journey, how she got to the top of her game in a field typically dominated by men, and what it’s like to be a woman in tech.

As a female leader in technology, how have you navigated your career to get where you are today?

Luckily, I can say that throughout my career, men have been wonderful allies, and have positively influenced my career growth. While there were times in my career when I was the only woman at the table, I never let that hamper my determination or my ideas. And outside of that, I’ve had men who were wonderful sponsors and champions for me that helped introduce me to new opportunities and experiences. I realize that’s not always the case, and often, it’s on us as women to find those opportunities ourselves, which isn’t always easy, but it’s definitely necessary.

But that’s one of the biggest reasons why I invest time now in mentoring others. I want to be that resource for them. I want to be that person that helps make connections to new opportunities. The advice I would give to women working in categories where they’re the minority today, is to seek out both female and male sponsors who can help you grow and advocate for you. It’s less about gender and more about making as many valuable connections as possible. You never know where a conversation with someone will lead you (or your career).

You’ve been at Gap Inc. for over a year now. What originally drew you to join this organization?

It’s always been important to me to work at companies that not only match my personal career goals, but also reflect my personal values as well. This is absolutely the case with Gap Inc. We have a strong history of commitment to diversity. Our founders, Doris and Don Fisher, started the business as equals, and established a culture of equality that continues today.  We were also the first Fortune 500 Company to announce equal pay. That really resonated with me. We’re industry leaders when it comes to equal pay, and I can’t say enough how important that is.

From a technology standpoint, I also saw that Gap Inc. is an organization that has a lot of opportunity to take on new challenges. Retail is going through such rapid digital transformation right now, and it’s really exciting to have the opportunity to be a part of that, and be at an organization that has the power and scale to influence the future of so many iconic brands that reach so many different people. Honestly, that’s why it’s so important for us to have diverse technology teams who can really understand and empathize with our diverse customers. We’re going to deliver the best experiences for our customers, only if we truly understand them and have teams that represent who our customers are.

You’re a very active leader in diversity technology circles. Why do you feel like it’s important for women to support each other?

Women can be incredibly powerful when we come together and encourage one another, and I’m excited to see so many new resources and programs created for women in our field. If we want to see more diversity in our industry, it’s also important that we inspire the next generation. That’s why we partner with organizations like Girls in Tech to help advance the conversation of women and minorities in technology, and encourage young women to pursue STEM careers. We’ve also set the goal for ourselves that half of our summer student interns will be women, so we’re increasing our pipeline of diverse candidates from the very beginning.

How are you raising your voice or the voices of others to help make a difference in the issues that matter to you?

I try and stay active in the areas that matter to me. For instance, I’ve supported other female voices in the tech field by appearing on Women in Tech podcasts, speaking at our own Gap Inc. Women in Leadership Business Resource Group events, and judging Girls in Tech pitch competitions. I am also looking forward to being a keynote speaker for the Girls in Tech Catalyst Conference in June, which is dedicated to empowering women in STEM.

If you could go back to the first few years of your career give yourself one piece of advice, what would it be?

I would say don’t be afraid to speak up. The best opportunities come when you raise your hand and share your ideas.

Read more about how we’re building a culture of diversity here at Gap Inc.
Check out our latest job openings in technology and follow us on LinkedIn for more updates.

Five Reasons it Rocks to be a Woman at Gap Inc.

ValuesGiuliana Carranza, Gap Inc. bloggerComment
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2017 was definitely a pivotal year in women’s history (herstory in this case). Athleta’s President and CEO, Nancy Green, said it best: “Celebrating women and women's accomplishments is nothing new at Gap Inc. This year, amid louder-than-ever calls for women’s rights and gender equality, I’m incredibly proud of the ways Gap Inc. invests in women at every level.”

From the the founding of our company in 1969, to our day to day activities in the present and looking ahead, we’re inspired and encouraged as women and constantly support and challenge to grow with the company. March marks Women’s History Month, but in the spirit of celebrating women every day at Gap Inc., some of the many superwomen here told us why it rocks to be a woman at Gap Inc.

1.     Don and Doris Fisher started the company as equal partners.

Woman have been on equal footing here since Day One. Literally! When Doris and Don Fisher started Gap, they each invested the same amount of money to launch their dream business, and eventually turned it into a $15 billion retail empire (no big deal). They set out to completely disrupt the retail industry and embarked on a journey that made them more than just partners in marriage. From that moment on, they set the precedent for a company that would value men and women equally in all it does. Not something to be taken lightly back then, or today.

2.     Gap Inc. pays men and women equally.

It’s a little crazy that in a world of self-driving cars, women still make about 20% less than men for equal work... Shouldn’t equal work mean equal pay, especially in 2018? We think so. In fact, in 2014, Gap Inc. was the first Fortune 500 company to confirm that it pays men and women equally for equal work. Work is evaluated on the work, and not on gender. And that’s how it should be.

3.     Be YOU is celebrated (and encouraged).

Gap Inc. values the uniqueness that each person has to offer to make up a greater collective – a family. Kisha Modica, Senior Director of Diversity and Talent Management said, “When you join a new organization, most people will tell you that the safe bet is to fit in before you stand out. I believe you exude confidence and gain credibility when you bring your authentic self to work and allow people to fall in love with who you really are.” And that’s truer here that anywhere I’ve seen in a long time. But it’s not just about “being you.” With business resource groups like our Women in Leadership group, regular “Ask Me Anything” chats with executives, panel discussions, and a whole host of other things, we’re constantly working to open doors for people to share their opinion, speak their mind, and be themselves.

4.     Incredible female leaders

Kellie McElhaney, Director of the new Center for Gender, Equity & Leadership (CGEL) at The University of California, Berkeley’s Haas School of Business has a mantra around female leaders, “You can’t be what you can’t see.” And this [CG1] doesn’t really apply at Gap Inc. There are women in leadership roles going all the way up to the very top of the business. In fact, this month Gap Inc. and its brands were honored by the National Association for Female Executives (NAFE) for the 7th time as a Top Company for Executive Women. When you look at our family of brands, 4 out of our 6 brand presidents are women. There truly is no limit for how high your career can go here, and there are women at all levels of this organization who demonstrate that fact, each and every day. That kind of visibility can not be undervalued when it comes to inspiring the future generation of leaders.  

5.     Our Women in Leadership business resource group is awesome.

Shameless plug aside, it really is! One of the most popular company organizations we have here at Gap Inc. is “GapWIL” or Women in Leadership. WIL was created by and for our employees to help drive diversity and inclusions strategies across the organization. But beyond that, it was created to offer women at Gap Inc. a place to connect, share ideas, learn from each other, and most importantly, build each other up to become incredible leaders here – wherever they take their careers – and in all aspects of their lives. The events are a blast, and always bring with them meaningful exchanges that you can’t find anywhere else.  

All of this to say, it really does rock to be a woman at Gap Inc. (and the list of reasons why goes on).

Want to join an awesome tribe of lady bosses? Check out our open positions here, and come be a part of the Gap Inc. family.


Company, ValuesGap Inc.Comment
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Celebrating its 20th anniversary, Athleta announced today it has earned B Corp Certification from the nonprofit B Lab, becoming one of the largest apparel companies in the world to certify as B Corp.  B Corp Certification requires a holistic review of a business’ social and environmental performance, accountability and transparency, and is based on a vision of creating a community of for-profit companies committed to redefining success in business.

“We believe with Athleta’s growth, comes even greater responsibility to lead as a force for good,” said Athleta CEO and President Nancy Green. ”Athleta has been at the forefront of empowering and celebrating women for two decades; this B Corp Certification accelerates our course forward as a purpose-driven brand, honoring our mission to ignite a community of healthy, confident, active women and girls; and cementing our commitment to environmental sustainability.”

Athleta’s Power of She campaign and brand experience celebrate inclusivity and the power of women and girls uplifting one another. Through the Gap Inc. P.A.C.E. program and Fair Trade U.S.A., the brand supports programs directly impacting the lives of the majority-female workers creating its apparel. Additionally, 40% of Athleta apparel is made of recycled and sustainable materials, tracking to its goal of 80% by 2020. Athleta also offers thousands of free fitness and wellness events each year and in 2017 supported nearly 10,000 hours of employee volunteering in the community.  Click here to learn more about Athleta’s values.

“We are thrilled to welcome Athleta into the global family of Certified B Corporations not just for its commitments to positive impact at the company, but also its dedication to empowering people around the world to use business as a force for good. They’re paving the way for the rest of the apparel industry to follow,” said Andy Fyfe, Senior Growth at B Lab.

As part of its B Corp Certification, Athleta’s corporate charter has been amended to update its purpose to include ‘creating positive social and environmental impact, taken as a whole, through the products we offer, the treatment of our employees, customers, suppliers, and partners, the marketing of our products and brand, and our engagement with the broader community.’

“By Athleta becoming a benefit corporation, it has created a legal commitment to people and the planet. There is a growing impatience with old ways of doing business, and by joining the thousands of benefit corporations formed to date, Athleta is changing the game,” added Fyfe.


Company, ValuesGap Inc.Comment

Gap Inc. today unveiled a new sustainable manufacturing goal to conserve a total of 10 billion liters of water by the end of 2020; those water savings would be the equivalent volume of the daily drinking water need for 5 billion people. Product innovation and efficiency improvements at fabric mills and laundries will be key to achieving these water savings. Progress towards the goal is already underway: since 2014, Gap Inc.-led projects have saved more than 2.4 billion liters of water.

“Water is critical to nearly all aspects of our business, and we recognize the responsibility and the opportunity we have to reduce the amount of water used to create our products. Leveraging the power of product innovation and improved manufacturing practices, we can help ensure that our customers not only look great in their favorite jeans and t-shirts, but also feel good about how their purchases are helping to make a positive impact for communities and helping to tackle global water scarcity,” said Christophe Roussel, Executive Vice President of Global Sourcing at Gap Inc.

In recent years, Gap Inc. has steadily ramped up its efforts to help drive water efficiency improvements at the mill and laundry level. In 2013, the company launched a Mill Sustainability Program to improve social and environmental practices of fabric mills. Additionally, the company encourages its suppliers to conduct environmental footprint assessments, including water use, using the Sustainable Apparel Coalition's (SAC) Higg Index. It also actively monitors and helps improve wastewater quality at denim laundries through its strengthened Water Quality Program, which was first launched in 2004 to help ensure that wastewater from denim laundries is properly treated.

At the product level, Gap brand has pioneered a smart denim wash program called Washwell that reduces water use by 20 percent or more. Since the program began in 2016, Washwell has saved more than 100 million liters of water. 

“We believe that access to clean and safe drinking water is a fundamental human right, so we strive to ensure that the process of making our clothes is safe for people and communities. It’s not only the right thing for people and the planet, it’s also crucial for our business growth,” said David Hayer, Senior Vice President of Global Sustainability and President of Gap Foundation at Gap Inc.

To ensure a broader impact, Gap Inc. is also working with other leading brands to advocate for the implementation of more environmentally responsible manufacturing practices. This includes working to help scale the Natural Resources Defense Council (NRDC)’s Clean by Design program, which is focused on helping mills improve their operational efficiencies to reduce water, energy and chemical use, and serving as a founding member of the SAC’s Apparel Impact Institute. Gap Inc. is also a member of the Zero Discharge of Hazardous Chemicals (ZDHC) Programme. ZDHC members have made a shared commitment to help lead the industry towards elimination of hazardous chemicals in apparel and footwear product lifecycles by 2020. Additionally, Gap Inc. is a signatory to the United Nations Global Compact CEO Water Mandate.

Gap Inc.’s Water Stewardship Strategy

The new manufacturing goal is part of the Gap Inc.’s water stewardship strategy, which includes a focus on lessening the impact at the raw materials and product design level as well as helping communities touched by its business improve access to clean water and sanitation.

Through the Gap Inc. Women and Water program, the company is working to help communities touched by its business improve access to clean water and sanitation. The company has integrated water, sanitation & hygiene (WASH) curriculum into the Gap Inc. P.A.C.E. program, and has partnered with organizations such as WaterAid on a variety of initiatives to support community WASH awareness, education and water access in India. Last year, Gap Inc. and the U.S. Agency for International Development (USAID) launched the Women + Water Alliance in India, a collaboration to improve and sustain the health and well-being of women and communities touched by the apparel industry.

At the community level, Gap Inc. has helped to reach more than 34,000 people with access to hygiene education, sanitation and clean water through a partnership with WaterAid. With a new grant, the two organizations will aim to reach an additional 20,000 people and approximately 4,000 households with access to clean water, sanitation, and hygiene education.

As part of its raw materials strategy, the company is particularly focused on cotton, an especially water-intensive crop. In 2016, Gap Inc. joined the Better Cotton Initiative (BCI), and to date, the company has sourced more than 100 million pounds of BCI cotton. As part of this commitment, Gap brand set an ambitious goal to get 100 percent of its cotton from more sustainable sources by 2021, including BCI, organic, recycled, and American-grown cotton. Gap brand has sourced 52 million pounds of Better Cotton since joining the program in 2016.

More on Gap Inc.’s Sustainability Goals

Gap Inc. is taking action globally to reduce its environmental footprint in its retail operations and across its supply chain. By the end of 2020, Gap Inc. has committed to a 50 percent absolute reduction of greenhouse gas (GHG) emissions in its owned and operated facilities globally from a 2015 baseline, and to divert 80 percent of its waste in the U.S. from landfill.

For more information on Gap Inc.’s sustainability initiatives, please visit:

How to Create a Team That Will Take Retail Into the Future

TechnologyGap Inc.1 Comment

What does “digital transformation” actually mean these days? These phrases tend to be thrown around often, but when the rubber hits the road, and work needs to be done to bring the retail industry into the present and the future, what does that look like? Lucky for us here at Gap Inc, we have Noam Paransky, Senior Vice President of Digital at Gap Inc. who is leading this charge from the inside.

Coming out of his recent talk at Palm Springs’s eTail West, and in anticipation of his upcoming talk at Shoptalk in Las Vegas (March is a busy month for retail conferences!), we sat down with Noam to get the low-down on what the latest buzz is when it comes to digital solutions for retail, and the ever-expanding world of enhancing the customer experience.

Here are his “rules” for building a culture that allows for true digital transformation, and his advice for anyone wanting to build a forward-looking, risk-taking team ready to take on industry change.

  1. Realize that brands matter, and stores aren’t going anywhere: A large majority of our apparel purchases are still made in the store, but customers are researching their purchases online ahead of time. What our industry has to focus on is the connection between physical and digital so they feel like one seamless experience.

  2. Know your customer needs: We’re nothing without our customers, so we have to know what they’re looking for. Sometimes it’s as simple as asking them, other times it’s about using web analytics and clickstream data. And then it’s about identifying those implicit behaviors through consumer insights and predictive models.We pull this information together to create a hypothesis, test that and then validate or adjust.

  3. Establish customer goals & understand their value economics: We know what our customers need, but how do we prioritize? Establish goals. For us it’s about making the experience smooth, eliminating ‘competition’ between our store and online teams around sales and instead think about the lifetime activity of our customers. At Gap Inc., customers who shop cross-channel are 8x more valuable in one year than those who shop just once, and that increases to 10x when they also shop across our brands.

  4. Evolve how you work & create your game plan: Mission Control, our digital operations center, brings together a cross functional team in one space to with team members in production, development, UX, UI, data science and digital commerce to work faster and solve problems in real time. With a direct and clear look at the digital activity across our business, we’re able to pull clear data and insights, move quickly and focus on even more relevant and personalized experiences.

  5. Deliver digital capabilities: To further facilitate that fast movement and help us bring the best capabilities to market, we’ve opened ourselves up for more  partnerships. Not only have we engaged in more to build out our technology stack, we’ve encouraged those partners to work together to make integrations more seamless and enabling more value.

  6. Continue to test and learn: You hear it a lot these days but that’s because it’s important, we must test a lot and fail fast. Just in the last year we’ve piloted a Buy Online Pick Up in Store program in Old Navy, subscription boxes for babyGap and Old Navy Kids and a new loyalty program for Gap Inc. This is only the beginning.

  7. Create the foundation for the future: The takeaway here is that we’ll never be ‘done.’ What we’re doing is building a strong foundation for the future work that will take place. We’re now setup to be nimble, to iterate and to deliver the experiences and connection our customers want.

Interested in being a part of this change at Gap Inc.? Reach out to or head to our Careers Page here.

“Just say yes!” An Old Navy Employee Shares Her Experience on Why One Short-Term Assignment Changed Her Career

PeopleSara Hill, Gap Inc. bloggerComment

Sometimes, relocating for a job involves months of deliberation, endless discussions with your significant other, and an agonizing amount of planning and foresight.

And sometimes… it doesn’t.

When District Manager in Training, Irena Schultz, got the call asking her to move from Pittsburg to San Francisco for a short-term assignment, she didn’t have to think twice. “It was an instant YES!” she says. “I initially forgot to talk to my husband – I was that excited!” Just ten days later, Irena landed in SF for a career-making opportunity: overseeing all top three stores in Old Navy’s East Bay District.

Now an Acting District Manager in Cleveland, OH, Irena is as motivated as ever. On the eve of her three-year anniversary with the brand (March 17!), we talked to her about her experience building a career at Old Navy, and how she’s seized opportunities for growth every step of the way.

What was your short-term assignment like?

During my short-term assignment, I oversaw the top three stores in the East Bay District – San Francisco Premium Outlet, Hacienda Crossings and Willows – as the Acting District Manager, where I reported to the Senior District Manager, Eric Larson. Before that, I was a District Manager in Training (DMIT) in the Central Territory. This was a huge opportunity for me to take my career to the next level.

Did you plan to end up where you are today?

Absolutely! I joined ON for exactly that reason – to end up where I am today. What drove me to join the organization was the opportunity for growth. I was inspired by others’ tenure at the company, the vision for the future, and most importantly the intentional opportunities for growth. Not many places can offer this level of exposure and career-expansion.

How has Old Navy supported your career growth?

I started my career with the brand as the General Manager of Ross Park Mall in Pittsburgh, PA. From day one, Old Navy has supported my growth at every level, in big and small ways. Over the past three years, I’ve had the opportunity to take numerous leadership courses that have not only helped me grow as a leader, but have also impacted me personally and inspired me to do more outside of work. I graduated from ICON (Gap Inc’s high-potential GM program) in June 2017 and shortly after became a DMIT, where I continued to report to Laura Fox, but also had the opportunity to work with Robert Watkins – two incredible (but very different) leaders. With their influence, I was able to establish my leadership style as a future District Manager.

What did you enjoy most about your short-term assignment, professionally and personally?

Being able to work in Old Navy HQ’s backyard was incredible. I had the chance to work with leaders that, prior to my assignment, I only saw at our Store Manager Conference or heard during conference calls. My second week in East Bay, I had the opportunity to host Courtney Hawkins, Steve Stickel, Sonia Syngal, Art Peck and several other executives at two of the stores I was overseeing. That kind of direct exposure to leaders from across the organization is absolutely invaluable, not to mention incredibly exciting!

Beyond that, the opportunity to work with SF’s Senior Distric Manager, Eric Larsen, also impacted my career tremendously. During the busiest time of the year, Q4, Eric made time for my professional development and ensured I had the best experience during my assignment – introducing me to business partners at HQ, inviting me to promo walks, town halls at Old Navy’s headquarters – the list goes on! The hands-on mentoring here is something I appreciate more than I can say. I learned a lot of lessons from Eric – not least of which was his crucial advice to never take the Bay Bridge to HQ at 8am on a Monday morning!

What piece of advice would you give to somebody who’s interested in an assignment like this?

Just say yes! Take the time to explore the opportunities and reach out to leaders in the organization that can help guide you in finding a short-term or long-term assignment that makes sense for you, and where you want to take your career. You’d be amazed at how many opportunities there are out there. And beyond that, there’s more room than you may think to create opportunities where there aren’t any that may be what you’re looking for. Either way, raise your hand, say yes, and lean on your leaders. It will take you to places you never imagined.

What’s the thing you love most about working at Old Navy?

I made some incredible friendships while in East Bay, and I learned a tremendous amount from not only the leaders I worked with, but also the store teams. The desire to learn, and the the enthusiasm our employees have to come to work here at Old Navy (and nowhere else) is truly inspiring and motivates me every day.

Here’s How We’re Making Checkout Faster in Our Stores

TechnologySandy Goldberg, Communications, Customer & Strategy TeamComment

Long lines: a problem that has plagued shoppers for decades. It’s something that the Gap Inc. tech and digital teams have been working to solve through new in-store technology, in the hopes of eventually making waiting in line a relic of the shopping past.

Here’s how we’re speeding up checkout in our stores:  

Price Check at Old Navy: You shouldn’t have to wait in line to find out how much an item costs. Which is why we’ve installed price-check stations at Old Navy stores across the country so you can skip an extra visit to the cash register.

Mobile Point-of-Sale: Speaking of registers, they aren’t always necessary, at least in the way they’ve been used in the past. Over 1,000 stores across the Gap Inc. fleet now have associates ready with point of sale devices literally in the palm of their hands that can go anywhere in the store. This means that our store associates have the ability to check out a customer wherever they are in the store, whenever they’re ready. Not only that, but if you need help checking an item’s availability, price, or placing an order for something not in stock at the store, it’s all possible with the help of those hand-held devices).

Mobile POS
Mobile POS 2

Buy Online, Pick-Up In Store (plus, Reserve in Store): Forget standing in line or searching for the item you came in to buy. With Pick Up Today - a buy online, pick up in store program that is currently being piloted in Old Navy stores in Chicago and the San Francisco Bay Area - customers can purchase their product online and head into the store to pick it up when it works for them. We’ll hold the item for you for seven days. (Customers are already loving this feature so much that we plan to launch it in even more cities this year.) And with our Reserve in Store feature - available at Gap, Banana Republic and Athleta online - customers can shop online at their convenience, have items they want held at their local store, and can head in store to try it on and check it out before they decide to make a purchase.

Contactless Payment
Contactless Payment 2

Contactless Payments: Just before the holiday season, our U.S. stores launched contactless payments with Apple Pay, Samsung Pay and Android Pay giving customers the ability to check out using nothing but their phone. It’s a faster (and more secure) way to pay.

Not only are our teams evolving great in-store technology Gap Inc. pioneered years ago, they’re creating new solutions that merge the physical and the digital and create an overall better customer experience.

Keep an eye out for these initiatives in your stores with many, many more to come and share your feedback on your experience with us!


Company, ValuesGap Inc.1 Comment

In a move to improve the livelihoods of garment workers and help improve supply chain transparency and efficiency, Gap Inc. today announced a bold new goal for all of its tier 1 suppliers – approximately 800 factories in about 30 countries – to make the transition from a cash-based system to digital payments by 2020.

More than 60 percent of Gap Inc.’s supplier factories already provide digital payments methods, such as online transfers to bank accounts or mobile wallets. The new goal will help scale this progress across the company’s global supply chain and positively impact the lives of more than one million garment workers.

“At Gap Inc., we believe that good business practices can help change the world and fuel growth. By having our suppliers pay garment workers digitally, we aim to accelerate the transition towards a more transparent workplace for the women and men who make our clothes. It’s a win-win for garment workers and factories alike,” said David Hayer, Senior Vice President of Global Sustainability at Gap Inc. and President of Gap Foundation.

Women make up about 80 percent of the world’s garment industry workforce but often live in a cash-only environment and lack access to formal financial services. Electronic wage payment methods have the benefit of drawing previously unbanked workers into the formal financial system, allowing women greater control over their finances and a safer way to save, send money, and invest. At the factory level, suppliers benefit from cost savings, due to increased efficiency and speed. All parties also benefit from increased accountability, transparency, and security.

To help achieve this bold new commitment, Gap Inc. also announced today that it has joined the United Nations-based Better Than Cash Alliance, a partnership of governments, companies, and international organizations that accelerates the transition from cash to digital payments in order to reduce poverty and drive inclusive growth.

“We’re pleased to join the Better Than Cash Alliance to help drive this important progress forward. We encourage others across the apparel industry to join us in this effort,” Hayer added.

“The scale, innovation and leadership of the private sector is critical to creating economies where all people benefit from digital financial services”, said Dr. Ruth Goodwin-Groen, Managing Director of the Better Than Cash Alliance. “Gap Inc. is one of the global brands leading the way when it comes to digitizing workers’ payments in the garment sector. Its commitment today will continue the movement across the retail sector to improve lives, increase transparency and drive business benefits through digital payments, and contributing to the Sustainable Development Goals.”

For over 10 years, Gap Inc. has promoted financial literacy and inclusion through its life-skills education and training program for female garment workers, P.A.C.E. (Personal Advancement & Career Enhancement). The program’s holistic curriculum also includes topics such as communication skills; time and stress management; problem solving and decision-making. P.A.C.E.’s evaluation results have demonstrated that the program directly improves the lives of women and their families by developing women’s knowledge, skills and confidence. The program also has a strong track record for reducing garment worker turnover and absenteeism, a key return on investment measure for suppliers that participate in P.A.C.E. across 16 countries. 

The company’s focus on promoting an inclusive digital payment ecosystem is the latest move by Gap Inc. to partner with suppliers to improve the livelihoods of the garment workers who make its clothing. The company’s Supplier Sustainability team continues to move beyond an “assess and remediate” model to a more innovative approach – with more cooperative, productive, and positive working environments as the end goal. This includes: developing and delivering trainings around topics like communication in the workplace, problem solving, grievance handling and effective negotiations for workers and managers; measuring and improving workers’ sense of value and sense of engagement at work by helping factories make well-being investments in their workforce; consolidating and publishing its tier 1 supplier base to focus on partners that share the  company’s values and sustainability goals; and updating its Code of Vendor Conduct to better align with environmental and human rights policies.


PeopleGap Inc. blogs1 Comment

More than the clothes we create, Gap Inc. is defined by its people. Meet some of the talented people who make Gap Inc. great. #WeAreGapInc

ShawnCurran_article .jpg


I am fortunate to lead an incredible team of supply chain professionals all around the globe. As the product engine for our brands, we play a critical role in making amazing product and delivering it to customers – from sourcing fabrics and materials, to collaborating with factories, to fulfilling orders in our distribution centers before they are transported to stores or customer homes.


I was working in Dallas as a manufacturing engineer for Texas Instruments, but industrial engineering was piquing my interest. Around the same time, I visited a Banana Republic store and loved the bomber jackets, khakis and overall brand experience. I spotted an open position in the newspaper for an industrial engineer in their newly-built distribution center in Erlanger, Kentucky. The rest is history. The time has flown – last month, I celebrated my 30th anniversary with Gap Inc.!


I came to Gap Inc. at a time of incredible growth and quickly learned to appreciate how critical supply chain operations are to a company’s success. What intrigued me was the fast paced, ever-changing nature of the global supply chain and having the opportunity to work with extremely talented individuals across our entire footprint.


I never dreamed I would stay with one company for 30 years, and I almost left for other opportunities. What keeps me here is the people, the culture and the opportunity to grow and be challenged, every single day. Gap Inc. is a special place that is steadfastly focused on winning, remaining committed to our values, and always striving to be better – it’s the same now as it was then.


We tend to underestimate our potential and the potential of those around us.  The only limiter to unlocking that potential is you. Strive every day to learn, grow and unleash your and your team’s full potential. 


Leadership. Overcoming gigantic, insurmountable problems that can only be solved by uniquely leveraging the capabilities of a team.


Classic, clean cut, on-brand, American style.


Gap Cone Denim, BR tee with a Camden Fit, a BR shirt, and Cole Haan shoes.


A Coravin Wine Preservation Opener. I love technology and wine – so why not?  I bought the Coravin for my wife…but I’m sure she will share. 


The customer counts on you to consistently deliver great product and a great experience every day. When you do, they are incredibly loyal. But disappoint them once and you’re done.  You must be maniacally focused on the details, and in delighting the customer in every way.


The memory that stands out the most was seeing how the Gap Inc. family came together in the wake of the devastating fire at our Fishkill distribution center in 2016.  From the moment it happened, we received overwhelming support from senior leadership, colleagues and partners from around the world. That was the spirit of Gap Inc. at its best, coming together for each other to overcome an incredible challenge. Words cannot express the pride I have in this company and our team members.


Being in Supply Chain, you have a 360-degree view of our product operating model and the unique ability to leverage our scale and capabilities across the portfolio. It means that we can help our brands change and adapt to give our customers what they need at any point in the journey.   


I have an incredible wife, Amy, and three amazing children: Sarah (28), Ryan (26) and Matthew (22).


I love coming to work every day because I feel like I can make a difference – both with the people I am so lucky to work with, and in driving the business forward to achieve the audacious goals we have in front of us.


2018 is another big year for supply chain, as we continue to transform the way we bring quality product to our customers. We’ve also made some really exciting technical investments in our supply chain that will elevate our omni-channel operations. Stay tuned for more!



ValuesGap Inc.Comment
Fearless Girl

Old Navy is paying homage to New York City’s female historical statues with “flower empower” installations to celebrate International Women’s Day. Out of the nearly 150 public historical statues in New York City, only five depict historical female leaders: Eleanor Roosevelt, Gertrude Stein, Golda Meir, Harriet Tubman and Joan of Arc. Old Navy will adorn these five powerful pioneers as well as the Fearless Girl statue – a modern-day symbol of female empowerment – with beautiful floral installations to honor the social, economic, cultural and political achievements of these and all women around the world.

Composed of 65% female leadership team (vice presidents and above), Old Navy is no stranger to the power of women.  Gap Inc. is the only U.S. retailer to make the 2018 Bloomberg Gender-Equality Index and was the first Fortune 500 company to report equal pay for equal work in 2014.

“We are proud that Old Navy has been at the forefront of supporting and elevating women in the workplace and want to honor the women in history who helped pave that path for us,” said Sonia Syngal, President & CEO of Old Navy. “Inspiring future female leaders is something that we can all commit to, and this activation was our way of celebrating them in a uniquely Old Navy way.”

Old Navy’s “Flower Empower” installations, inspired by the colors and patterns of the brand’s floral spring dresses, will be on display and open to the public for everyone to enjoy on Thursday, March 8th at the following locations:

  • Eleanor Roosevelt – 72nd Street and Riverside Drive
  • Fearless Girl (with a floral nod from her counterpart the Charging Bull) – 8 Broadway (at Trinity Plaza)
  • Gertrude Stein – Bryant Park (south east side of the park)
  • Golda Meir – 1411 Broadway (corner of 39th Street and Broadway)
  • Harriet Tubman – 122nd Street and Frederick Douglass Blvd.
  • Joan of Arc – 93rd Street and Riverside Drive

The brand invites everyone to pay tribute to these powerful women, share photos and spread awareness with @OldNavy and #hipowered.

As an ongoing celebration of sheroes, Old Navy is supporting Monumental Women, a movement dedicated to public representations of important women, with a $25,000 donation to the Elizabeth Cady Stanton and Susan B. Anthony Statue Fund. The fund is committed to creating a monument to women suffragists in New York City's Central Park, where all 23 historical statues currently honor male figures.


Rockstar Women of Old Navy Share Advice on Careers + Beyond

People, ValuesCarlee Gomes, Gap Inc. bloggerComment

Every day is International Women’s Day at Old Navy. We spoke with some of our rockstar female leaders to hear their career advice, their challenges, and why being a woman at Old Navy rocks.

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Interview with Suzette Morris the Director, Strategy & Product Operations, U.S. 

How long have you been with Old Navy? 3 years

What do you love most about working for ON? The Energy!

What sets Old Navy apart from other companies (or retailers?) you’ve worked for?  It’s an intersection for people with so many different skills and talents. It doesn’t take a single type of person. The magic is in bringing diverse people together.

What is the one item you think everyone should have in their wardrobe?  Leopard print heels. They amp up any all black outfit.

What is one of the most important learnings you’ve experienced in your career?  Don’t assume that good work will be rewarded. Advocate for yourself, your work and your accomplishments.

What is an accomplishment you’re proud of?  All my accomplishments are a reflection of my mother. Her courage to come to America from Jamaica and make a better life for herself and for me is amazing. I hope that all my accomplishments have made her proud.

Who inspires you? And why? I met a young woman this week in an interview who was so energetic and enthusiastic about taking on new challenges. The endless possibilities in front of her and the promise of so much more to come was inspiring.

What do you feel has made you successful as a leader?  My ability to connect with people and build relationships based on mutual respect.


Interview with Kimiko Murota the Senior Manager of Strategic Projects for Store Operations, U.S. 

How long have you been with Old Navy? 16 Years (2002 was a good vintage)

What do you love most about working for ON? Talk about heat experiences! The leaders I’ve worked with at Old Navy have believed in me, saw potential in me, and pushed me into new challenges.  

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? People Development: we nurture personal growth and careers happen along the way.                        

When all else fails _______ is my go to outfit/style. Casual conservative meets why-so-serious? (Like a 10 year-old trying to be a grown-up sometimes.)

How do you motivate yourself / stay motivated? I was adopted by Old Navy as a part-time Crew Member (what we used to call our Brand Associates), so I know those jobs. I know those people. In my role now, every day I push myself to make her job easier. Every project I work on, I try to make things as simple as possible for a Brand Associate and that helps me focus on what’s important. I geek out every day knowing that I get to work with talented cross functional business partners on solutions that make her job easier so she can have fun at work and be successful.

What is one of the most important learnings you’ve experienced in your career? Questions move things forward more than the right answer.

Who inspires you? And why? My mom because she identified the super powers in me and my 3 siblings and encouraged us to explore our talents and interests. She raised us with curiosity and loves a challenge – her first instinct when she experiences something great is: “How can I can make that, and better!” It’s a big part of who I am and to this day she lives her life with the same curiosity.

How do you encourage creative thinking within your organization? Location, location, location! A change of environment can make all the difference in problem solving and I believe in moving conversations from Mission Bay to our stores, whether we’re walking through the salesfloor or Back of House, talking to Brand Associates, or watching customer interactions. It can transcend us from meeting to collaborating.


Interview with Michelle Zeichner the Senior Ops Manager, Mexico

How long have you been with Old Navy? 1.8 years

What do you love most about working for ON? What Old Navy stands for and The Old Navy culture.

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? The inclusion and fun.

What is your favorite Old Navy product? Rockstar Jeans

How do you motivate yourself / stay motivated? Difficult situations in my life motivate me. I believe in being present and enjoy every second of life.

What is one of the most important learnings you’ve experienced in your career? Defects can become virtues if you learn to manage them. Also, in every weakness there is an opportunity of growth.

Have you had any mentors? If so, how have they influenced your life? In life, I’ve had many mentors including my parents. But talking about my work life, the mentor that most influenced me taught me (among other important things) that sometimes bad handwriting can mean that the brain thinks faster than the hand can write (intelligence).

Who inspires you? And why? My Mom – she is an example of assertiveness, patience, positivity, and courage. 


Interview with Yuridia Estrada Esquivel the Market Planning Manager, Mexico

How long have you been with Old Navy? It will be 6 Years on April 1st.

What do you love most about working for ON? I love the people and the way that everyone makes you feel welcome. 

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? Everyone is super motivated about moving the brand into a positive growth direction.

What is the one item you think everyone should have in their wardrobe? Jeans! I am a total Jeans girl, and will wear denim most of the year. I especially love our Rockstar jean!

What is an accomplishment you’re proud of? My college education. 15 years ago I did not know if going to college would even be possible, and today I am thankful for the opportunity and for the scholarship I was given. Hard work and dedication has helped me along the way.

Have you had any mentors? If so, how have they influenced your life? Whenever important decisions have crossed my path it’s always been great to have someone to share ideas or thoughts, especially people who have walked the path. I’m grateful for each and every person who has provided me with a few minutes of their day to give advice and support.

As a leader, how do you become a better leader? Constant feedback. It’s important to stay humble and open to listening.

What do you do to ensure you continue to grow and develop as a leader? Be open to all sorts of opportunities and don’t be afraid to take risk. Roll your sleeves up. Dig in.


Interview with Amanda Fulginiti the Field Talent Acquisition Manager for Old Navy, Canada

How long have you been with Old Navy? 2 years

What do you love most about working for ON? Our family values. Our teams are an extension of our families. Our customer is part of the family. I love that we just stand for an inclusive community.

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? We are not afraid of failure. We learn from our mistakes. We dust the dirt off, get up and take new steps to do better and make the work more fun in the future. We are risk takers, and being able to survive in this current landscape means being open to taking chances, making mistakes and getting messy!

Do you have any style icons? If so, who + why? Diane von Furstenberg. She herself just exudes the type of influential and confident leader I aspire to be. But beyond that, I find that her clothing, especially her iconic wrap dress, reminds me that an outfit can affect how you move + engage with the world.

Describe one of your biggest failures. What lessons did you learn, and how did it contribute to a greater success? Failing to get over the idea of failure was the failure in the beginning of my professional career – does that make sense? For many it is their biggest fear, but what does the word in and of itself even mean? By definition it just means “lack of success”, but isn’t that so subjective? I believe we all spend way too much time defining who we are and our career success based on other people’s expectations or society’s. I spent the first half of my career too preoccupied with getting things “right” in appearance. For the longest time, I was gunning to be a curator of a reputable museum because I was passionate about history and loved art. I found myself taking a different route. When things didn’t work out, it took me years to just move on and realize I hadn’t actually failed – I just needed something more to feel truly alive.

I now have this conversation with myself (and others) in different ways whenever I can. “How do you get in the way of you?” For me, it wasn’t so much that I failed, but I failed to realize that there is no destination, and as cliché is it sounds, life is a journey. I believe it is about finding places and people that fuel not just your passions, but who you are as an individual. Long story short, I learned that becoming self-aware about how you can ultimately be your greatest road black in allowing yourself to be successful and no one else. It’s your life so own it. The good, bad and ugly :)

Who inspires you? And why? My mother. She is seriously a #girlboss. She and my grandparents came to Canada from Italy with nothing. She worked her way up at work with just a high school education. She is wickedly brilliant. Growing up, I watched her as she put on her makeup and carefully put together her outfits. She has always inspired me to take care of myself and do things with style! She takes pride in everything she does and I know family has always been her driving force. Like DVF, I never knew the woman I wanted to become, but the woman I want to be is definitely inspired by the best loving example I ever had growing up.

What do you feel has made you successful as a leader? My curiosity. I am the perpetual student. I love to learn and I am truly curious about people and their lives, projects and perspectives. Never being afraid to approach someone and ask questions has always opened doors for me, but more importantly, has always allowed me to really build genuine relationships which is the thing that will always lead you to new and exciting places.


Interview with Vicky Van Bell theOmni Commercial Strategy Manager, Canada

How long have you been with Old Navy? March 21st will be 2 years at Old Navy, but I also worked in Gap Stores from 1999-2005.

What do you love most about working for ON? Definitely the people. All of the amazing talent we have here constantly piques my curiosity and pushes me to better myself. I also love our company culture and how we foster career development.  

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? At Old Navy, failures aren’t fatal and we don’t dwell on mistakes. Instead, we see opportunities within our shortcomings. We learn and we improve how we operate.

What is your favorite Old Navy product? Flip Flops! They’re a staple in my everyday life, and what I slip on first thing each morning to walk my dog.

How do you motivate yourself / stay motivated? Gratitude is a driving force in my life. Among the countless things I have to be thankful for, I consider myself incredibly lucky to have a job that I love, that challenges me daily, plus I’m working for a company I love. (Side note: I met my husband when we were both working in Gap stores in college, so I’ve always had a sentimental attachment to Gap Inc.)   

If you had to start your career over from scratch, knowing what you do now, what would you do differently? I would waste less time being afraid of the unknown. Time is our most valuable resource, and it goes by too quickly to squander it. There’s also a quote by Mark Mason that I love: “Life is about not knowing and then doing something anyway.”

What do you feel has made you successful as a leader? Being positive and solution-oriented. I also try my best to lead by example, and make sure I walk the talk, too.

What do you do to ensure you continue to grow and develop as a leader? One of my favorite books taught me “nothing is for certain until it already happened – and even then, it’s still debatable.” My takeaway from this is to embrace uncertainty, imperfections, and limitations. I believe this is essential for any meaningful growth to happen.


Interview with Jean Yuan the District Manager, China

How long have you been with Old Navy? 4 years and 3 months!

What do you love most about working for ON? Introducing ON to the China Market. Letting more and more Chinese shoppers know and love our brand, then leading our ON China team to grow together.

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? We’re not just selling clothes. For me, ON is not only a job, it’s more like a big family. My colleagues are more like my family, customers are like friends who come to visit me.

What is your favorite Old Navy product? Rockstar Jeans

How do you motivate yourself / stay motivated? Always keep a growth mindset to improve yourself and learn from your leaders and peers.

What is one of the most important learnings you’ve experienced in your career? Do the right thing, not the easy thing, which will always help you grow and improve.

Describe one of your biggest failures. What lessons did you learn, and how did it contribute to a greater success? When I was a GM, in order to ensure my store always performed well, I liked to do many things myself. Then I realized that’s totally wrong! Learning how to delegate could help me better manage my time. Also, it could help my team grow faster. Developing our team and trusting our team is also my job.

What is an accomplishment you’re proud of? It’s my great honor to be Fisher Finalist in 2016, which does not only honor me, but also gives me a mission to bring Don Fisher’s spirit to China.

As a leader, how do you become a better leader? As a new mom, I ask myself, “What kind of person do you want your child to be?” Let yourself lead by example first. I think the idea of educating children and leading the team is the same. Leaders lead, motivate and empower, lead by example and look for ways they can help and encourage those around them.


Interview with Monika Bonspiel the Director of Field Visual, China

How long have you been with Old Navy? 3 years (24 with Gap Inc.)

What do you love most about working for ON? The commitment to people. It really is a family. We’re held accountable, but also supported when we need it.

What sets Old Navy apart from other companies (or retailers?) you’ve worked for? Its complexity. There are many layers that require different approaches that allow one to use many different skills. But we’re always about fun, and our focus is really all about the customer.

What is your favorite Old Navy product? The sandals I bought about 12 years ago. They are still in amazing shape, still relevant and insanely comfortable.

If you had to start your career over from scratch, knowing what you do now, what would you do differently? Being courageous from the start. Not being scared to share my POV because of fear that it would be wrong or judged.

What is an accomplishment you’re proud of? Moving to Shanghai, sight unseen. New country, new brand and a whole lot of learning. It’s been amazing both personally and professionally. It has strengthened my patience, my resourcefulness and my communication. It really is true that most communication is nonverbal.

Who inspires you? And why? Those who aren’t afraid to be different and to show it and stand for it. It can be as simple as someone who looks at a situation from a different perspective.

How do you encourage creative thinking within your organization? Allowing and encouraging out-of-the-box thinking and giving it space and time. The end result may be the same, but the HOW is where the creativity can come in.

What do you feel has made you successful as a leader? Honesty. Being honest first with myself and then with the people that I work with in my words and actions.

International Women's Day

People, ValuesGap Inc.Comment


Women drive this company forward, and have from the very beginning. Which means that International Women’s Day isn’t just a day on the calendar for us. It’s how we do business every day, investing in women at every level of our organization—from customers to garment workers.

It’s through the partnership between the men and women across this company that we are able to make positive change to advance the lives of women all over the globe. But real change comes from speaking up and empowering others to raise their voices. So this year we’re asking how you raise your voice to help make a difference for the women in your life.

Click through the images below to see how some of our employees are raising their voice.

Celebrating International Women’s Day at Gap Inc.

ValuesNancy Green, President and CEO of Athleta Comment

The following is excerpted from a message sent by Athleta’s President and CEO, Nancy Green, to all Gap Inc. employees worldwide.  

March 8 is International Women's Day. Each year, we come together to celebrate this important moment, but for us, it’s more than a day on the calendar. Celebrating women and women's accomplishments is nothing new at Gap Inc. This year, amid louder-than-ever calls for women’s rights and gender equality, I’m incredibly proud of the ways Gap Inc. invests in women at every level.

Women make up the majority of our employees and customers, and the majority of the world’s garment workers are women. Women are driving this company forward. It’s how we do business and it’s how we collaborate to make our company and planet a better place. From the Board, to Art’s leadership team, to our store leadership teams, women are a strong and equal voice in this company.

Change comes from speaking up and empowering others to raise their voices, too. With this in mind, this week we are previewing a new, cross-brand campaign that will launch this summer honoring the women who have participated in P.A.C.E. -- our decade-long training and empowerment program for the women who make our clothes. Raise Every Voice shows us how inspirational every woman’s voice can be in creating a ripple effect for generations.

And, if you haven't already, check out how our employees are celebrating International Women’s Day. Also, my fellow colleague, Old Navy CEO Sonia Syngal, posted a must-read on LinkedIn. Read about how Old Navy is living their manifesto this week.

I am proud to be part of a company that has always stood for equality, inclusivity and empowerment.


This week, Gap Inc. and its brands were honored by the National Association for Female Executives (NAFE), a division of Working Mother Media, for the 7th time as a Top Company for Executive Women, which rates workplace cultures that promote leadership development, mentoring and sponsorship for female employees.

Two Brands and Five Cities Later: Meet Steve Peters, SVP of Stores

PeopleGap Inc.Comment

Steve Peters, Banana Republic’s Senior Vice President of Stores and Operations, has made a lot of moves over the years as he’s risen through the ranks at Gap Inc. Steve shared his thoughts about moving around the country, moving up in the company and moving to a new brand.

Gap Inc. Reports Fourth Quarter And Fiscal Year 2017 Results

CompanyGap Inc.Comment
  • Delivers Fifth Consecutive Quarter of Positive Comparable Sales Growth, with Positive Five Percent.
  • Delivers Fiscal Year 2017 Gross Margin Expansion of 200 Basis Points.
  • Distributed $676 Million in Fiscal Year 2017 to Shareholders Through Share Repurchases and Dividends.

SAN FRANCISCO – March 1, 2018 – Gap Inc. (NYSE: GPS) today reported fourth quarter and fiscal year 2017 results and provided guidance for fiscal year 2018.

“Our strong positive comp and margin expansion during the critical holiday quarter affirms our balanced growth strategy,” said Art Peck, president and chief executive officer, Gap Inc.  “Our outlook for 2018 demonstrates confidence in our strategy and a meaningful step up in earnings capacity for the company.”

“We are positioning the company for long term growth,” said Teri List-Stoll, executive vice president and chief financial officer, Gap Inc. “In addition to leveraging productivity initiatives to fund investments in the business, recent tax reform changes provide a meaningful increase in future earnings.”

On a reported basis, the company’s diluted earnings per share were $0.52 for the fourth quarter of fiscal year 2017 and $2.14 for fiscal year 2017, which includes $34 million of provisional net tax impacts related to tax reform as a result of the enactment of the U.S. Tax Cuts and Jobs Act of 2017 (“TCJA”).

Excluding the net provisional impacts related to tax reform and the second quarter benefit from insurance proceeds related to the Fishkill fire of $64 million, the company’s adjusted diluted earnings per share were $0.61 for the fourth quarter of fiscal year 2017 and $2.13 for fiscal year 2017, inclusive of the 53rd week, compared with fourth quarter and fiscal year 2016 adjusted diluted earnings per share of $0.51 and $2.02, respectively.

The company noted that foreign currency fluctuations negatively impacted adjusted earnings per share for fiscal year 2017 by an estimated $0.08, or about 4 percentage points of earnings per share growth on an adjusted basis.[1] Please see the reconciliations of adjusted diluted earnings per share, a non-GAAP financial measure, in the tables at the end of this press release.

Comparable Sales Results

The company’s fourth quarter fiscal year 2017 comparable sales were up 5 percent compared with an increase of 2 percent last year. Comparable sales by global brand for the fourth quarter of fiscal year 2017 were as follows:

  • Old Navy Global: positive 9 percent versus positive 5 percent last year
  • Gap Global: flat versus flat last year
  • Banana Republic Global: positive 1 percent versus negative 3 percent last year

For fiscal year 2017, the company’s comparable sales were up 3 percent compared with a decline of 2 percent last year. Comparable sales by global brand for fiscal year 2017 were as follows:

  • Old Navy Global: positive 6 percent versus positive 1 percent last year
  • Gap Global: negative 1 percent versus negative 3 percent last year
  • Banana Republic Global: negative 2 percent versus negative 7 percent last year

Net Sales Results

Fourth quarter fiscal year 2017 net sales increased 8 percent to $4.8 billion and fiscal year 2017 net sales were $15.9 billion. Fourth quarter and fiscal year 2017 net sales details appear in the tables at the end of this press release.

The company noted that fiscal year 2017 had 53 weeks versus 52 weeks in fiscal year 2016.  As a result, the company’s results for the fourth quarter of fiscal year 2017 and for the fiscal year 2017 include the additional week, while comparable sales calculations exclude the 53rd week. 

Additional Fourth Quarter and Fiscal Year 2017 Results  

Operating Margin: The company’s operating margin for fiscal year 2017 was 9.3 percent compared with 7.7 percent last year.

The company’s adjusted operating margin for fiscal year 2017 was 8.9 percent compared with adjusted operating margin of 8.9 percent last year. Please see the reconciliation of adjusted operating margin, a non-GAAP financial measure, in the tables at the end of this press release.

Operating Expenses: Fourth quarter fiscal year 2017 operating expenses were $1.36 billion compared with $1.20 billion last year. Excluding $26 million in restructuring charges, a $71 million goodwill impairment charge related to Intermix, and a $73 million gain from insurance proceeds related to the fire that occurred on the company’s Fishkill, New York distribution center campus recorded in the fourth quarter of fiscal year 2016, operating expenses were up about $187 million, on an adjusted basis.  Please see the reconciliation of adjusted operating expenses, a non-GAAP financial measure, in the tables at the end of this press release.

Total operating expenses for fiscal year 2017 were $4.6 billion. Excluding the $64 million gain from insurance proceeds related to the Fishkill fire recorded in the second quarter of fiscal year 2017 and restructuring costs of $197 million recorded in fiscal year 2016 and other fourth quarter fiscal 2016 items mentioned above, fiscal year 2017 operating expenses were up about $397 million when compared with last year, on an adjusted basis. The company noted that adjusted operating expenses were impacted by an increase in variable expenses as a result of higher sales and the addition of the 53rd week. Please see the reconciliation of adjusted operating expenses, a non-GAAP financial measure, in the tables at the end of this press release.

Effective Tax Rate: The effective tax rate was 46.5 percent for the fourth quarter of fiscal year 2017. The fourth quarter tax rate reflects $34 million of net provisional impacts related to the enactment of the U.S. TCJA. This net provisional impact is primarily related to the one-time transition tax on foreign earnings not previously subject to U.S. tax, re-measurement of U.S. deferred taxes partially offset by the reversal of deferred taxes provided on certain foreign earnings and a one-time income tax benefit related to legal entity structuring that was also impacted by TCJA. The company continues to analyze TCJA and the provisional amounts will be finalized in fiscal year 2018.

Excluding the net provisional impacts related to TCJA, the adjusted effective tax rate for the fourth quarter of fiscal year 2017 was about 9 percentage points lower than the reported effective tax rate.

The effective tax rate for fiscal year 2017 was 40.4 percent. Excluding the net provisional impacts related to TCJA, the adjusted fiscal year 2017 effective tax rate was about 2 percentage points lower.

Inventory: At the end of the fourth quarter of fiscal year 2017, total inventory was up 9 percent year-over-year.

The company noted the increase is primarily due to timing of receipts, particularly with the 53rd week, and the negative impact of foreign exchange.

Cash and Cash Equivalents: The company ended fiscal year 2017 with about $1.8 billion in cash and cash equivalents. For fiscal year 2017, free cash flow, defined as net cash provided by operating activities less purchases of property and equipment, net of insurance proceeds related to loss of property and equipment, was $715 million, reflecting the timing of lease payments and a larger increase in inventory from the beginning to end of the fiscal year when compared to the same period in fiscal year 2016. Please see the reconciliation of free cash flow, a non-GAAP financial measure, from the GAAP financial measure in the tables at the end of this press release.

Cash Distribution: During the fourth quarter of fiscal year 2017, the company repurchased 0.5 million shares for $15 million and ended the fourth quarter of fiscal year 2017 with 389 million shares outstanding.

The company paid a dividend of $0.23 per share during the fourth quarter of fiscal year 2017.

Capital Expenditures: Fiscal year 2017 capital expenditures were $731 million including costs associated with the rebuilding of the company’s Fishkill, New York distribution center campus and related supply chain spend, of $167 million.  The company noted the majority of these costs are expected to be covered by insurance proceeds. Please see the reconciliation of adjusted capital expenditures, a non-GAAP financial measure, from the GAAP financial measure in the tables at the end of this press release.

Real Estate: The company ended fiscal year 2017 with 3,594 store locations in 45 countries, of which 3,165 were company-operated.

2018 Outlook

The company noted that fiscal year 2018 is a 52-week year versus the 53-week fiscal year 2017.

Earnings per Share: For fiscal year 2018, the company expects diluted earnings per share to be in the range of $2.55 to $2.70 and comparable sales for fiscal year 2018 are expected to be flat to up slightly.

This guidance includes the estimated positive impact of approximately $0.07 due to foreign currency fluctuations at current exchange rates. 

Effective Tax Rate: For fiscal year 2018, the company expects the effective tax rate to be about 26 percent, based on the company’s provisional estimates of the impacts of TCJA.

Cash Distribution: Underscoring the company’s continued commitment to providing an attractive cost return, in a separate press release today, the company announced that its Board of Directors approved plans to increase the company’s annual dividend per share by over 5 percent to $0.97 for fiscal year 2018 and that its board of directors authorized a first quarter fiscal year 2018 dividend of $0.2425 per share.

Additionally, the company intends to continue its share repurchase program, currently expecting to repurchase approximately $100 million per quarter.

Capital Expenditures: With the additional flexibility provided by TCJA, the company expects capital spending to be approximately $800 million for fiscal year 2018, with a continued focus on transformative infrastructure investments to support its omni-channel and digital strategies, such as information technology and supply chain.

Real Estate: In fiscal year 2018, the company expects to open about 25 company-operated stores, net of closures and repositions. In line with its strategy, the company expects store openings to be focused on Athleta and Old Navy locations, with closures weighted toward Gap brand and Banana Republic.

Webcast and Conference Call Information

Tina Romani, Director of Investor Relations at Gap Inc., will host a summary of the company’s fourth quarter fiscal year 2017 results during a conference call and webcast from approximately 2:00 p.m. to 3:00 p.m. Pacific Time today. Ms. Romani will be joined by Art Peck, Gap Inc. president and chief executive officer, and Teri List-Stoll, Gap Inc. executive vice president and chief financial officer.

The conference call can be accessed by calling 1-855-5000-GPS or 1-855-500-0477 (participant passcode: 7581315). International callers may dial 1-323-794-2078. The webcast can be accessed at

Forward-Looking Statements

This press release and related conference call and webcast contain forward-looking statements within the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. All statements other than those that are purely historical are forward-looking statements. Words such as “expect,” “anticipate,” “believe,” “estimate,” “intend,” “plan,” “project,” and similar expressions also identify forward-looking statements. Forward-looking statements include statements regarding the following: the impact of the Tax Cuts and Jobs Act of 2017, including changes to the fiscal year 2017 provisional estimates;  earnings per share; foreign exchange impact in fiscal year 2018; comparable sales for fiscal year 2018; effective tax rate for fiscal year 2018 and its impact; dividend plan for fiscal year 2018; capital expenditures for fiscal year 2018, including transformative infrastructure investments;  store openings, net of closures and repositions, in fiscal year 2018; share repurchases in the first quarter and in fiscal year 2018; the impact of the new FASB revenue recognition standards; earnings per share growth; use of proceeds from lower tax rate and savings from productivity actions; promotional pressure at Gap brand; the spread between comparable sales and sales growth in fiscal year 2018; and the impact on fiscal year 2018 of the 53rd week in fiscal 2017. 

Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause the company’s actual results to differ materially from those in the forward-looking statements. These factors include, without limitation, the following risks, any of which could have an adverse effect on the Company’s financial condition, results of operations, and reputation: the risk that adjustments to the company’s unaudited financial statements may be identified through the course of the company’s independent registered public accounting firm completing its integrated audit of the company’s financial statements and financial controls; the risk that additional information may arise during the company’s close process or as a result of subsequent events that would require the company to make adjustments to its financial information; the risk that the company or its franchisees will be unsuccessful in gauging apparel trends and changing consumer preferences; the highly competitive nature of the company’s business in the United States and internationally; the risk of failure to maintain, enhance and protect the company’s brand image; the risk of failure to attract and retain key personnel, or effectively manage succession; the risk that trade matters could increase the cost or reduce the supply of apparel available to the company; the risk of changes in the regulatory or administrative landscape; the risk that the company’s investments in omni-channel shopping initiatives may not deliver the results the company anticipates; the risk if the company is unable to manage its inventory effectively; the risk that the company is subject to data or other security breaches that may result in increased costs, violations of law, significant legal and financial exposure, and a loss of confidence in the company’s security measures; the risk of foreign currency exchange rate fluctuations;  the risks to the company’s business, including its costs and supply chain, associated with global sourcing and manufacturing; the risk of changes in global economic conditions or consumer spending patterns; the risks to the company’s efforts to expand internationally, including its ability to operate under a global brand structure and operating in regions where it has less experience; the risks to the company’s reputation or operations associated with importing merchandise from foreign countries, including failure of the company’s vendors to adhere to its Code of Vendor Conduct; the risk that the company’s franchisees’ operation of franchise stores is not directly within the company’s control and could impair the value of its brands; the risk that the company or its franchisees will be unsuccessful in identifying, negotiating, and securing new store locations and renewing, modifying, or terminating leases for existing store locations effectively; the risk that comparable sales and margins will experience fluctuations; the risk that changes in the company’s credit profile or deterioration in market conditions may limit the company’s access to the capital markets; the risk that updates or changes to the company’s information technology systems may disrupt its operations; the risk of natural disasters, public health crises, political crises, or other catastrophic events; the risk of reductions in income and cash flow from our marketing and servicing arrangement related to our private label and co-branded credit cards; the risk that the adoption of new accounting pronouncements will impact future results; the risk that the company does not repurchase some or all of the shares it anticipates purchasing pursuant to its repurchase program; and the risk that the company will not be successful in defending various proceedings, lawsuits, disputes, claims, and audits.

Additional information regarding factors that could cause results to differ can be found in the company’s Annual Report on Form 10-K for the fiscal year ended February 3, 2018, as well as the company’s subsequent filings with the Securities and Exchange Commission.

These forward-looking statements are based on information as of March 1, 2018. The company assumes no obligation to publicly update or revise its forward-looking statements even if experience or future changes make it clear that any projected results expressed or implied therein will not be realized.

About Gap Inc.

Gap Inc. is a leading global retailer offering clothing, accessories, and personal care products for men, women, and children under the Old Navy, Gap, Banana Republic and Athleta brands. Fiscal year 2017 net sales were $15.9 billion. Gap Inc. products are available for purchase in more than 90 countries worldwide through company-operated stores, franchise stores, and e-commerce sites. For more information, please visit

[1] In estimating the earnings per share impact from foreign currency exchange rate fluctuations, the company estimates current gross margins using the appropriate prior year rates (including the impact of merchandise-related hedges), translates current period foreign earnings at prior year rates, and excludes the year-over-year earnings impact of balance sheet remeasurement and gains or losses from non-merchandise-related foreign currency hedges. This is done in order to enhance the visibility of business results excluding the direct impact of foreign currency exchange rate fluctuations.

Investor Relations Contact: 
Tina Romani
(415) 427-5264

Media Relations Contact: 
Trina Somera
(415) 427-3145 

To view a PDF of the Full Q4 Earnings Release, click here.