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Goals & Targets

GRI Content Index

Environment

GHG Reduction Goal

Goal

By 2020 Gildan will reduce its GHG emissions intensity by 10%, per kg of product, from our owned operations, when compared to our 2015 baseline year.

Timeline:

2020

Progress:

Since 2015, Gildan increased its GHG emissions intensity resulting from its owned operations, per kg of product by 5%. Although we saw an increase in our GHG footprint for 2016, Gildan continues to be committed to meeting our 2020 goal. Due to changing market conditions and in order to support current facility expansion and ramp-up  efforts, 2016 saw an increase in the use of diesel and bunker fuel use when compared to 2015. This had a direct impact on our GHG footprint.      

Projects identified in order to achieve this goal include: steam and condensate line insulation efforts in order to minimize loss, in addition to lighting retrofits and improved compressed air management practices. 

For more details, please read our GHG emissions section.

Energy Reduction Goal

Goal

By 2020 Gildan will reduce its energy intensity by 10%, per kg of product, from our owned operations, when compared to our 2015 baseline year.

Timeline:

2020

Progress:

In 2016, our energy intensity decreased by 10% when compared to our 2015 baseline thus meeting our goal within our first year. We continue to increase our efforts on maintaining a trend of declining energy intensity in our operations, particularly as we expand our manufacturing base going forward, including investments towards the completion of a new textile facility in the Rio Nance complex. 

The main project identified in order to reach this target continues to be the installation of high efficiency chillers which run on steam that is produced by our biomass generation expansion. A second project identified in order to achieve this goal is the installation of hot water heat recovery systems at all of our textile facilities. Other projects include steam and condensate line insulation efforts in order to minimize loss, lighting retrofits and improved compressed air management practices. 

For more details, please refer to our Energy section.

Water Reduction Goal

Goal

By 2020 Gildan will reduce its water intensity by 10%, per kg of product, from our owned operations, when compared to our 2015 baseline year.

Timeline:

2020

Progress:

Since 2015, Gildan has decreased its water intensity by 5%. The replacement of our jet dyeing machines at our latest textile Rio Nance 1 facility in Honduras as a result of a refurbishment effort has contributed to helping us reduce our water consumption. 

Projects identified in order to achieve this goal include: the installation of controls at well pumps in order to prevent overflow and the installation of timer controls and flow meters in order to better manage water use in our facilities at our Rio Nance complex.

For more information, please read our Water Efficiency section.

Waste Reduction Goal

Goal

By 2020, Gildan will reduce landfill waste intensity by 10%, per kg of product, from our owned operations, when compared to our 2015 baseline year.

Timeline:

2020

Progress:

Since 2015, Gildan shows an increasing trend in our landfill waste intensity of 28%. In 2016 we managed to recycle or repurpose 86% of our total waste. 

We attribute the aforementioned landfill waste intensity increase to refurbishment efforts in several facilities including our Rio Nance 1 textile facility in Honduras and one of our yarn-spinning facility’s located in Clarkton, NC in addition to the ramp up of our largest new yarn-spinning facility in Mocksville, NC. 

This increase in landfilled wastes for 2016 is atypical and we are continuing to develop key initiatives to reduce waste and reach our 10% reduction goal by 2020.

One of the outcomes of Gildan’s 2016 EHS summit was the call for the identification of waste reduction initiatives at a facility level. This exercise will enable us to better identify key initiatives that can help us reach our 10% landfill waste reduction target by 2020. We will continue to improve the landfill waste deferral rate of the least performing facilities by implementing successful programs taken from our better performing facilities.

As a first step of the waste reduction identification efforts, our Central American EHS regional team carried out a deep dive at the following manufacturing locations: Nicaragua, Honduras and Dominican Republic. As part of the deep dive exercise, the current equipment in use for waste management was assessed in order to determine if it is optimal for the required application or if there are better alternatives available in the market, in addition to determining if supplementary equipment is needed at each of the manufacturing locations. The regional EHS team is also evaluating new waste disposal contractors at each location. 

Other measures underway at other manufacturing locations include: the re-evaluation of current waste streams in order to maximize recycled wastes/reduce wastes sent to landfills, employee awareness and training campaigns and reduction-at-source initiatives that include the selection of products with reduced packaging and working with suppliers that enable the return of packaging materials/containers for reuse/repurposing.     

For more information, please read our Waste section.

Policies and Procedures

Goal

Complete the development of Gildan’s environmental management system based on the ISO14001 standard in the Dominican Republic, Bangladesh, Canada and the United-States.

Timeline:

2016

Progress:

The implementation at our North-American facilities, Canada and the United-States, is now complete.

We estimate the implementation in the Dominican Republic and Bangladesh to be 85% complete.

People

Policies and Procedures

Goal

Integrate Fair Labor Association (FLA) Social Compliance Initiative (SCI) methodology into current social compliance program and monitoring practices and tools.

Timeline:

2014

Progress:

With the arrival of the FLA SCI in 2012, we decided to reassess our previous goal and base our social management system on the SCI Initiative. In 2011, we started to review our social compliance program to adopt a more complete management system approach using the SCI methodology. We have finally completed this review and our new Gildan Social and Environmental Standards which we will start deploying at our own owned and third party contractor facilities in 2017. In addition to integrating the SCI methodology, we also conducted a benchmarking of best practices in the industry, the results of which will also be incorporated in our new approach.

Goal

Continue implementation of Gildan's Ergonomics program at all of our sewing, textile and hosiery facilities in Honduras (up to level 5 - World-class level - of the ECNC model)

Timeline:

2014

Progress:

After 7 years of experience implementing a comprehensive and structured model based on the ECNC’s maturity matrix, we believe that we have had important achievements, albeit not without challenges.  These have allowed us to stop and evaluate the future of how we want to continue to improve and maintain this commitment to ergonomic wellbeing. Although we made significant progress in the implementation of the ECNC’s maturity model, not all our facilities have reached the level according to the model. Our efforts have borne important achievements like defining an ergonomics policy, developing training programs and nurturing employee participation and awareness as well as promoting an ongoing risk assessment and management of change.  2017 will be the year to evaluate those achievements against the challenges and new complexities of our manufacturing process and we expect to introduce a new clearly define goal for our ergonomics program by the end of the year.

Health and Safety

New Goal

Reduce work-related injury and severity rates by 10%

Timeline:

2017

Progress:

Reduce the work-related injury and severity rates by a minimum of 10% at the global level by the end of 2017. Gildan plans to achieve this goal by continuing to monitor closely its health and safety metrics as well as focusing on improving accident prevention and management by better identifying the root causes of accidents and establishing appropriate corrective actions.

Community

Existing Policies and Procedures

Goal

Develop Gildan’s new community investment policy, its areas of focus and the procedures to further standardize the program across all of our countries of operation.

Timeline:

2012

Progress:

Over the course of 2015-2016, a benchmarking research was conducted, as well as a consultation across our operations to assess and determine the most pressing community needs. We engaged an independent firm to provide recommendations for creating a targeted and robust community investment policy that aligns with our organizational strengths and values. 

Following the research conducted and a community consultation exercise, we have selected new areas of focus for our community investments – which include education, active living, entrepreneurship and environment. In 2017, we will begin to support community organizations and programs consistent with these areas of focus. 

Gildan believes that by focusing on community programs that are aligned with our organizational values and our core strategic strengths, that we will be able to make a meaningful and impactful contribution to our communities.

Goal

Expand Gildan’s volunteering program

Timeline:

2012

Progress:

Employee volunteering activities organized in Honduras were expanded to other regions. We have decided not to move forward with a company-wide program as our assessments have demonstrated that each region has specific needs and interests. We will therefore continue dedicating our efforts with regards to employee volunteering activities towards replicating best practices across the organization on an ongoing basis in addition to developing new regionalized initiatives.

Goal

Establish major charitable partnerships with organizations whose mission is in line with Gildan’s community involvement objectives.

Timeline:

2015

Progress:

Major partnerships have been established with organizations in Central America, such as with the IPC and World Vision. Gildan’s community efforts will continue to be dedicated to finding sustainable long term partnerships which can make a genuine difference in the communities where the Company operates. 

New Goal

Implement our new Community engagement plan leveraging our four core areas of focus to maximize our impact within communities.

Timeline:

2018

Progress:

As a first step, Gildan is creating a Community Engagement Steering Committee that will be comprised of senior employees from across our operating regions. The Steering Committee will evaluate and assess proposals related to community projects requiring more resources to determine the best allocation of funds towards community needs.

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