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CATALYST AWARDS CONFERENCE

Wednesday, March 16, 2016Waldorf Astoria | New York City

EACHIT TAKES

OF US

LEAD SPONSOR

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About the Catalyst Awards Conference

For more than 20 years, the Catalyst Awards Conference

has brought together experts from around the world

to share knowledge and shape dialogue about

diversity, inclusion, and women’s advancement, while

also showcasing Catalyst Award-winning initiatives

that address the recruitment, development, and

advancement of all women.

This year the Conference explores individuals and

organizations that have made change through intention

and inclusion. Catalyst research links four

leadership behaviors—Empowerment, Accountability,

Courage, and Humility (EACH)—to inclusion, team

citizenship, and employee innovation. It takes

EACH of us to make change for all of us.

Welcome to the 2016 Catalyst Awards Conference

It Takes EACH of Us

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Check-In and Networking Breakfast7:30 – 8:30 AM

Morning Program

It Takes Intention–Opening Remarks and Setting the Day’s Purpose8:30 – 9:15 AM

Break: Taking the “Work” Out of Networking9:15 – 9:45 AM

Break: Taking the “Work” Out of Networking11:00 – 11:45 AM

Concurrent Sessions (Attendees Select One)• Empowered Employees: Effective in Work and Life

• Accountability in Action: Aligning Efforts Globally

• Courage Counts: Inclusion Across Gender, Race, and Ethnicity

• Humility Helps: Turning Missteps Into Next Steps

9:45 – 11:00 AM

Luncheon Program

Break: Taking the “Work” Out of Networking1:00 – 1:15 PM

Afternoon Program

Concurrent Sessions (Attendees Select One)• Empowered Employees: Effective in Work and Life

• Accountability in Action: Aligning Efforts Globally

• Courage Counts: Inclusion Across Gender, Race, and Ethnicity

• Humility Helps: Turning Missteps Into Next Steps

1:15 – 2:30 PM

11:45 AM – 1:00 PM A Conversation Between Marillyn A. Hewson, Chairman, President & CEO, Lockheed Martin Corporation, and Deborah Gillis, President & CEO, Catalyst

2:30 – 2:45 PM Break: Taking the “Work” Out of Networking

2:45 – 4:30 PM Closing Session: Catalyst Award Winner Panels• Moderator—Panel 1: Liz Mulligan-Ferry, Director, Research, Catalyst

• Moderator—Panel 2: Juju Chang, ABC News “Nightline” Co-Anchor

Agenda

7:30 – 8:15 AM Jumping to Inclusion--Your Morning (Learning) Workout Featuring CatalystX and Leading With Inclusion (Optional, Spaces Limited)

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Stay connected, engaged, inspired, and impactful as a community that

counts at CatalystAwardsConference.org.

Access full session materials, engage with other attendees, and share

your thoughts and insights as a leader on the message boards.

Connect With Catalyst

Follow Us@CatalystInc

@GapInc

Follow Key Speakers@LayshaWard

@LockheedMartin@JujuChangABC

Event Hashtags

#CatalystAwards2016

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Catalyst.org | Visit our website to find and comment on the latest Catalyst research, events, programs, and interactive figures, as well as to connect with others in the Community Directory.

Facebook.com/CatalystInc | “Like” Catalyst to get the latest news about women in the workplace and global diversity issues, engage in discussions with us and other people, and stay in the know about new Catalyst initiatives.

Twitter.com/CatalystInc | Follow @CatalystInc to receive daily tweets on news, research, and trends related to women, work, and diversity and inclusion.

YouTube.com/user/CatalystClips | View our powerful and timely videos on women and business, including previous Catalyst Award Winner videos.

LinkedIn.com/groups?gid=2710104 | Join this Catalyst group to participate in conversations pertinent to expanding career opportunities for women and business, and diversity and inclusion in general, with others who are leaders in their industries.

Catalyst.org/Zing | Check for our latest entries and leave your thoughts and reactions on our blog, Catalyzing, which brings together many voices and perspectives from across Catalyst and beyond.

IAmA.Catalyst.org | Share your video about how and why you are making a difference for women and business at #IAmACatalyst.

OnTheMarc.org | Join MARC—Men Advocating Real Change—Catalyst’s online learning community for professionals committed to achieving equality in the workplace.

Instagram.com/CatalystInc | Catalyst is now on Instagram! FollowCatalyst on Instagram to see visuals that empower and inspire people to advocate for gender equality in the workplace.

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Waldorf Astoria Venue Map

WEST FOYER

STAGE

GRAND BALLROOM

MAIN FLOOR

EAST FOYER

LADIES

LAD

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BASILDONROOM

JADEROOM

SILV

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RR

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JOHN JACOB ASTOR SALON

LADIES MEN

VANDERBILT ROOM

COCKTAIL TERRACE

EMPIREROOM

Lobby Level

Third Floor

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Women and Opportunity is Gap Inc.’s global initiative and strategy to align all efforts related to women, including employees, customers, supply-chain workers, and women within the broader community. Gender equality, as embodied by Gap Inc.’s co-founders’ Doris and Don Fisher’s partnership, has always played an important role in the company’s history and success. In 2007, Gap Inc.’s leaders became more intentional in their work, sharpening the strategic focus on gender and increasing programming that promotes women’s leadership across regions. In addition, existing diversity and inclusion efforts were reorganized and integrated more systematically across the organization to make a positive impact on employees’ lives.

Gap Inc.’s approach to gender inclusion is unique in that it does not target a specific diversity challenge; instead, it leverages Gap Inc.’s long-standing culture of equality and inclusion as a business tool to attract top talent, advance women’s representation globally, increase employee engagement and retention, and drive business results.

Women and Opportunity

2016 Catalyst Award-Winning Initiative

Major components of this strategy include:

• Diversity and Inclusion (D&I) Council: Executives from different parts of the organization work closely with Human Resources and leaders “on the ground.” The Council guides the company’s strategy around diversity and inclusion by engaging employees through grassroots activities such as Employee Resource Groups (ERGs). It also partners with other parts of the organization on diversity-related efforts, such as for the creation of the evidence-based pay-for-performance practices and an organization-wide pay equality analysis. The Council’s approach is “think globally, act locally,” with women’s strategy as an area of commonality across regions and functions.

• Recruitment, Talent Development, and Training: Activities are tailored to location, brand, function, and employee needs. Programs include partnerships with nonprofit organizations and community colleges, entry-level field-development programs, as well as cross-brand development curricula that target high-potential talent, such as the signature programs ASCEND and ICON.

CATALYST2015 AWARD WINNER

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• Work-Life and Flexibility: Work-life integration is a fundamental strategy to help all Gap Inc.’s employees reach their full potential and thrive both personally and professionally. Following a 2009 Results Only Work Environment (ROWE™) pilot that helped improve employee productivity, accountability, and engagement, a variety of flexible-working arrangements are now implemented across the organization. Flexible working has helped create a culture that consistently values results over face time, even in regions such as Japan, where face-time expectations are often prevalent.

• Community and Corporate Social Responsibility: Externally focused activities are closely integrated with Gap Inc.’s diversity strategy to improve workplaces and communities. In addition to region-specific volunteer and community efforts, Gap Inc.’s signature program, Personal Advancement & Career Enhancement (P.A.C.E.), provides life skills, education, and technical training to female garment workers. P.A.C.E. is currently active in 11 countries and 70 manufacturing facilities. More than 30,000 women have participated in the program since 2007, and Gap Inc. is currently expanding the program to reach one million women by 2020.

Thanks to Gap Inc.’s long-standing commitment to inclusion, its initiative has achieved remarkable results. Between 2007 and 2015, women’s representation at the Vice President level increased globally from 44.0% to 49.7%. In the United States, representation of women of color increased from 28.0% to 34.4% among all employees and from 20.4% to 23.9% among store managers, managers, and senior managers. At the most senior leadership level—those reporting to the CEO—women’s representation has gone from 33.0% to 77.0%, and women of color comprise four out of the 10 women. Notably, between 2010 and 2015, women’s representation on Gap Inc.’s Board of Directors increased from 10.0% to 36.0%.

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Are You an Inclusive Leader?

Quiz:

How do you know if you’re an inclusive manager? Catalyst research pinpoints four surprising leadership

qualities—Empowerment, Accountability, Courage, and Humility—that predict whether or not

employees feel included. This quiz is intended as a thought starter in developing conversations around the

development of Inclusive Leadership.

1. A team member isn’t sure how to tackle a project and asks for your advice. You say:

A. “I’d do it this way.”

B. “There’s no one way to do this, but here are some approaches that have worked in the past.”

C. “Tell me some of the solutions you had in mind.”

2. Your manager gives you a new project and it’s not clear how you should approach it. You:

A. Brainstorm on your own and tell your team what you’ve decided.

B. Brainstorm on your own and ask your team which approach they prefer.

C. Encourage your team to come up with new ideas.

3. You’ve assigned your team a new long-term project with many moving parts and deadlines. To make sure the job gets done, you:

A. Create a timeline of deliverables for your team members and check in with them twice a week to assess their progress.

B. Ask them to create the list of deliverables and check in with them regularly.

C. Suggest they create a timeline with specific, measurable goals and provide you with weekly progress reports.

4. How do you generally approach the annual review process with your team?

A. Yikes! Review time is here already? You race to gather up goals for each team member—stat!

B. You hope it goes smoothly—after all, you’ve explained your expectations and held periodic check-ins throughout the year.

C. There won’t be any surprises. Each team member knows exactly what’s expected of him or her, and you’ve held weekly one-on-one meetings all year long so employees can check in and address successes and challenges.

Humility

Courage

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Inclusive? Not so much! You’re more about your own agenda than empowering your team.

You’re on the right track, but you still have some blind spots worth paying attention to.

Congratulations! You’re creating an inclusive culture, in which employees are more likely to be innovative and better team players. Keep up the good work!

How’d you do?

Mostly As

Mostly Bs

Mostly Cs

AccountabilityEmpowerment

5. A member of your team comes up with a unique idea for a project that she’s really excited about, but has never been tried before. You think it’s promising, but you’re worried your boss won’t like it and will be critical of you for authorizing your team member to move forward. You:

A. Shoot her down. You’d rather not stick your neck out for something that may not turn out perfectly.

B. Tell your team member she can get started on it, but you may have to pull the plug.

C. Tell your team member to go ahead. Have her keep you in the loop and work with her to craft a compelling argument in favor of her project in case you encounter pushback from your boss.

6. You’ve recommended one of your team members for a managerial position, even though she’s never supervised anyone before. Your boss would rather bring in someone more experienced from outside. You:

A. Don’t push it, figuring your boss will have the last word anyway.

B. Arrange for your team member to be interviewed and hope management will be impressed enough to give her a chance.

C. Actively advocate for your team member by providing your boss with tangible examples of what she’s accomplished and explaining how she can help the organization going forward.

7. A project you spearheaded was not as successful as you had hoped, and your boss points this out in a departmental meeting. How do you react?

A. Blame it on factors out of your control.

B. Acknowledge that it didn’t work, saying you don’t understand why—it seemed like such a good idea.

C. Admit it didn’t work, and work with your team to find out what could have been done differently.

8. Everyone’s talking about your team’s great presentation. When colleagues congratulate you, you say:

A. “Thanks, I appreciate that!”

B. “It was a group effort.”

C. “I can’t take all the credit—my team worked hard to make it happen and I’m really proud of them.”

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Uniqueness and Belongingness

During the networking

break, speak to someone

you have never met

before and find common

ground (belongingness)

and something that makes

each of you totally distinct

(uniqueness).

Seize EACH

Opportunity #1

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Morning Program

8:30 – 9:15 AMIt Takes Intention–Opening Remarks and Setting the Day’s Purpose Sponsor Speaker: Laysha Ward, Executive Vice President and Chief Corporate Social Responsibility Officer, Target

7:30 – 8:15 AM Jumping to Inclusion–Your Morning (Learning) Workout Featuring CatalystX and Leading With Inclusion (Optional, Spaces Limited)

Rev up your inclusive leadership learning engine with this interactive, fast-paced, 45-minute pre-Conference session where you will participate in a hands-on inclusive leadership activity while learning about our online inclusive leadership learning experience, CatalystX, as well as our blended in-person courses, Leading With Inclusion. Grab a colleague, a coffee, and come join us for some early morning learning fun!

9:15 – 9:45 AMBreak: Taking the “Work” Out of Networking

Laysha WardExecutive Vice President and Chief Corporate Social Responsibility Officer

Target

@LayshaWard

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It Takes Empowerment

Your session moderator

will empower you with an

interactive and actionable

exercise.

Seize EACH

Opportunity #2

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9:45 – 11:00 AM Concurrent Sessions First Run (Attendees Select One)

1:15 – 2:30 PMConcurrent Sessions Second Run (Attendees Select One)

Women are often asked if they can “have it all,” but how often are men asked if they want more? How can corporate policies and public actions help all employees achieve true work-life effectiveness? Recently, the public and private sectors have started to focus on creating workplaces that empower employees to be effective in all aspects of their lives. Innovations include adopting gender-neutral family leave policies, instituting flexible work scheduling, and conducting pay equity studies in order to close the wage gap. How can corporate policies influence societal changes and vice versa? In this session, women and men with and without children will discuss how to build workplaces that engage and support employees at all life stages.

Empowered Employees: Effective in Work and Life

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Accountability in Action: Aligning Efforts Globally How do you achieve success across different parts of the world? How do you scale up and sustain momentum for an initiative when it is rolled out across a global enterprise? In this session, we’ll look at ways to align global inclusion efforts, consider global and local implementation approaches, and design solutions for your most pressing diversity and inclusion challenges. Through interactive planning with Catalyst experts and organizational leaders, participants will explore accountability mechanisms to implement in their own organizations, walking away with actionable strategies and tools to enhance accountability across global D&I programs.

Sponsored by:

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It Takes Accountability

Seize EACH

Opportunity #3

During the networking session, define

your top three goals for the day and

find someone who will hold you

accountable for achieving them.

1.

2.

3.

I am accountable to:

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Courage Counts: Inclusion Across Gender, Race, and Ethnicity

Creating solutions for inclusion across gender, race, and ethnic identity requires a hard look beyond the numbers. It requires courageous leadership from people across all levels who dare to break down persistent barriers and create safe spaces, challenge prevailing ways of thinking, and inspire change in workplace policies and practices. In this session, we uncover strategies that individuals and organizations can take to facilitate inclusion and discuss “unspoken” issues that underpin the struggles faced in creating inclusive environments where all can thrive.

Sponsored by:

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Humility Helps: Turning Missteps Into Next Steps

Nelson Mandela famously said, “Do not judge me by my successes. Judge me by how many times I fell down and got back up again.” We can’t be afraid of failure—it contributes to organizational and personal learning, and is a prerequisite for innovation. This session will explore how stumbling blocks can lead to opportunity if organizations and individuals are humble enough to see them as breakthroughs.

Sponsored by:

11:00 – 11:45 AMBreak: Taking the “Work” Out of Networking

N° COLOURFOR PRINTING:

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CLIENTE: BARILLA USPROGETTO: BLUE BOX NEW DESIGN - LOGO BARILLA NEW ®DATA: 20/01/2016

Milano - Via Dell’Aprica 2/A - 20158 ItaliaTel. +39 02 2909831 ra - Fax +39 02 29098338

E-mail info@futurebrand.com

The enclosed colour print is the final reference for matching colour, only for 4 colour process. It must always be used along

with the artwork cd, otherwise we shall not take any responsibility for the result obtained in the final proof. For the Pantone colour reference, please use the original Pantone Guide. The artworks contained in the CD are made in Illustrator CC 2015

and Photoshop CC 2015. All the pictures or images are in 4 colour process and, if it is neccessary use Pantone colour, the

reprohouse must modify the images to obtain the correct final result by referencing the enclosed colour print. The artworks

do not include allowance for over printing and bleed between colours that must be considered along with the finalised

technical drawing. FutureBrand require a final colour print or cromalin to give the final approval. For any questions, please call: +39 02 2909831 and ask the production manager.

WHITE BARILLA RED BARILLA BLUE

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Be a Catalyst

On the way back to the Grand

Ballroom think about stories from

today that you can share with your

supervisor or team to inspire them

to be Catalysts for change in the

workplace.

Seize EACH

Opportunity #4

Make your own “I Am a Catalyst”

commitment as well at iama.catalyst.org!

#iamacatalyst.

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11:45 AM – 1:00 PM Deborah Gillis, President & CEO, Catalyst, chats with Marillyn A. Hewson, Chairman, President & CEO, Lockheed Martin Corporation, about her career, her inspired leadership, and her advice for audience members seeking to advance their own careers.

Luncheon Program

1:00 – 1:15 PMBreak: Taking the “Work” Out of Networking

Deborah Gillis President & CEO Catalyst

Marillyn A. HewsonChairman, President & CEOLockheed Martin Corporation

@CatalystInc

@LockheedMartin

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It Takes Humility

On your way to the concurrent

sessions, share something that

you learned today.

Seize EACH

Opportunity #5

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Afternoon Program

1:15 – 2:30 PM Concurrent Sessions Second Run (Attendees Select One)

Empowered Employees:

Effective in Work and Life

Accountability in Action:

Aligning Efforts Globally

Courage Counts:

Inclusion Across Gender, Race, and Ethnicity

Humility Helps:

Turning Missteps Into Next Steps

2:30 – 2:45 PMBreak: Taking the “Work” Out of Networking

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It Takes Empowerment

Your session moderator

will empower you with an

interactive and actionable

exercise.

Seize EACH

Opportunity #6

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Catalyst Award-winning initiatives are examples of the important role that intentional and inclusive leadership plays in ensuring the success of diversity and inclusion at an organization.

The Catalyst Award criteria provide a rigorous assessment model that allows the Catalyst Award Evaluation Committee to execute a year-long evaluation of self-nominated initiatives designed to promote the recruitment, development, and advance of women within an organization. The criteria are:

• Strategy and Rationale—A connection between the initiative and business strategy and how it aligns with broader organizational goals.

• Senior Leadership Activities—Demonstrated commitment to the initiative on the part of upper management.

• Accountability & Transparency—Formal mechanisms or tools that monitor the progress of the initiative and measure impact.

• Communication—Recognized mechanisms for informing employees of the initiative and its business rationale.

• Employee Engagement–Demonstrated support and involvement from employees at various levels, as well as ways in which the initiative has changed employee attitudes.

• Innovation—New and different approaches, particularly with regard to industry and/or cultural context, as well as providing new knowledge to the business community.

• Measurable Results—Documented evidence of improvement in representation of professional women, including diverse women, since the introduction of the initiative (with minimum of three years), as well as other important change outcomes like retention or inclusion metrics.

2:45 – 4:30 PMClosing Session – Catalyst Award Winner PanelsModerator – Panel 1: Liz Mulligan-Ferry, Director, Research, Catalyst Moderator – Panel 2: Juju Chang, ABC News “Nightline” Co-Anchor

Liz Mulligan-FerryDirector, Research, Catalyst

Juju ChangABC News “Nightline” Co-Anchor

@JujuChangABC

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It Takes Courage

Talk with attendees you do

not know. Share a story about

courage from your personal or

professional life.

Seize EACH

Opportunity #7

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It Takes EACH of Us. It takes me:

I will personally:

My organization will:

Seize EACH

Opportunity #8

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Initiative Long Description

In the fashion apparel industry, women comprise the majority of both the employee and customer base and control more than 60.0% of global annual purchases. Despite the fact that the industry is widely perceived as “female-dominated,” women still tend to hold a disproportionately low percentage of senior leadership roles and management positions in the field compared to men. In 2015, women made up more than 70.0% of the total apparel workforce yet held less than 25.0% of leadership positions in this industry.

Since its inception, beginning with the company’s co-founder Doris Fisher, women have played an integral role in Gap Inc.’s success. Doris and her husband Don Fisher understood from the outset that “what’s good for women is good for business,” and that inclusion and equality were strong expectations among their consumers and employees alike. While this focus on equality has been a long-held belief and priority, 2007 marked a shift in the company’s inclusion strategy. To further propel business goals, Gap Inc.’s leaders became more intentional in their work, sharpening the focus on gender and increasing programming that promotes women’s leadership across regions. Existing diversity and inclusion efforts were also reorganized and more systematically integrated across the organization’s major brands to make a positive impact on employees’ lives.

Women and Opportunity is Gap Inc.’s global initiative and strategy to align all efforts related to the advancement of women, including headquarter and store employees, customers, supply chain workers, and women within the broader community. The company’s approach to gender inclusion is unique in that it does not target a specific diversity challenge; rather, it leverages Gap Inc.’s long-standing culture of equality and inclusion as a business tool to attract top talent, advance women’s representation globally, increase employee engagement and retention, and connect with its customers around the world, a majority of whom are women. In alignment with its “Do more than sell clothes” philosophy, the company seeks to bring its core values—equality, opportunity, and inclusion—to life and leverage its iconic brands to create cultural change and build inclusive workplaces. Women and Opportunity’s focus on women is driving a culture of inclusion that benefits women and men across dimensions of diversity.

Organization’s StrategyGap Inc.’s global initiative, Women and Opportunity, includes both internal and external programs and activities that engage leaders, including the CEO, and employees across the organization. It is part of a broader women’s empowerment strategy to ensure alignment across all efforts impacting women and

Women and Opportunity

CATALYST2016 AWARD WINNER

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leveraging gender inclusion. The Global Talent & Sustainability team works with the Diversity & Inclusion Council to design, develop, deliver, and evaluate programs and activities related to talent and inclusion. These efforts are driven by internal and external benchmarks, where leaders across the organization identify a set of critical issues (e.g., sustainable development, leadership opportunities) and prioritize them based on agreed-upon criteria. The Communications and Public & Government Affairs teams support communication of these priorities internally and externally.

Diversity and Inclusion CouncilCurrently led by the Senior Vice President of Loss Prevention/Corporate Administration, the Diversity and Inclusion Council is an advisory group comprising executives from throughout the organization who work closely with Human Resources (HR) and both corporate and store leaders (e.g., district and store managers). The Council guides the company’s D&I strategy and helps connect D&I activities with business outcomes. It leverages people and tools across the organization, including employee-driven grassroots activities such as employee resource groups (ERGs), which provide opportunities for cross-cultural learning, mentoring, and relationship building. It also partners with other groups within the organization on diversity-related efforts, such as the creation of the evidence-based pay-for-performance practices and organization-wide pay equality analysis.

The D&I Council’s work is supported by full-time D&I staff and, in North America, a cross-functional team of leaders called Diversity & Inclusion Talent Ambassadors (DITAs), as well as ERG leaders. Gap Inc.’s 18 DITAs work to help ensure the organization’s North American D&I goals are integrated and aligned with brand, functional, and regional goals. They are

considered subject matter experts and visible spokespeople for their brand’s or function’s D&I goals/strategy. Serving as a DITA is a stretch assignment for employees, providing them an opportunity to advocate for change, support strategy integration, and connect with senior leaders.

The Council also engages the six company-wide ERGs—the African American Networking Group (AANG); Asians Supporting Inclusion & Awareness (ASIA); Gap Women in Leadership (GapWIL); Gay Employees, Allies & Resources (GEAR); Honoring Our Latino/Hispanic Ancestors (HOLA); and the Millennial ERG—as well as function-specific ERGs, as a way to link grassroots work to high-level strategic priorities. GapWIL recently began expanding globally, adding chapters in Asia and a functional charter in Europe as part of the Loss Prevention Council.

Talent Management, Performance Evaluations, and PayGap Inc. strives to develop a diverse pipeline of talent and provide employees with opportunities to learn and develop, stay challenged, and take on new roles with greater responsibility, including higher-level field and corporate positions. Fifteen percent of Gap Inc. executives at the VP level or higher in 2014 started their careers as store associates.

Talent management activities are tailored to location, brand, function, and employee needs. Programs include partnerships with nonprofit organizations and community colleges, entry-level field development programs, and cross-brand development curricula that target high-potential talent, such as the ASCEND and ICON programs. These curricula support both women and men through leadership development, mentoring, and networking. ICON, for example, is a global program that helps prepare store managers for

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increased responsibilities. Its curriculum includes a variety of hands-on activities and projects that build employees’ capabilities and provide opportunities to network with leaders in different roles.

Gap Inc. has also begun replacing its traditional annual review process for employee performance in favor of a new evidence-based system called GPS, short for Grow, Perform, Succeed. Based on a growth mindset, GPS eliminates both ratings and written performance reviews, focusing on frequent conversations and coaching sessions that provide employees with regular feedback and guidance on their work and professional development. This approach addresses some of the key limitations and challenges related to yearly performance evaluations, such as subjectivity and the competitive nature of annual evaluations, shifting the conversation toward outcome-based and forward-looking goals and deliverables. The conversations between employees and their managers also help create a more effective and transparent process by surfacing and proactively addressing performance issues on a regular basis. GPS ultimately provides a forum for coaching and continuous learning while simplifying the ways in which goals are set.

Gap Inc. also believes strongly in gender pay equality and in paying people based on the work they do and the value they bring to the company. Gap Inc. became the first Fortune 500 company in the United States to publicly disclose and validate that it pays women and men equally for equal work. In 2014, an internal compensation team conducted an in-depth analysis that was later validated by an external firm specializing in gender diversity of pay practices. Notably, pay equality is the result of the company’s long-standing commitment to inclusion and its intentional efforts to promote equality throughout the talent management processes, ranging from hiring to performance evaluations. Highlighting

pay equality emphasizes the company’s broader inclusion strategy and helps inspire change and transparency for other companies. Gap Inc.’s move to look at pay equality followed on the heels of its decision to invest in frontline store employees by increasing the US minimum wage, ultimately benefitting more than 60,000 employees.

Work-Life and FlexibilityWork-life integration is a fundamental strategy to help all Gap Inc. employees reach their full potential and thrive both personally and professionally. In 2009, the company started a program to operate as a Results-Only Work Environment (ROWETM) offering flexible scheduling to employees. ROWETM empowers employees to work whenever and wherever they want, as long as they achieve expected business results. This type of results-driven model enables employees to adjust their schedules and the way they work to suit their personal needs and circumstances while simultaneously unlocking greater productivity, engagement, accountability, and retention. Following the positive results of the pilot, the company implemented a variety of more informal flexible-work arrangements and different versions of ROWETM across the organization, brands, and regions.

Flexible working has helped create a culture that consistently values results over face time, even in regions, such as Japan, where face time expectations are often prevalent.

The range of available work-life policies varies by country, based on local policies and requirements. For example, in the UK, Gap Inc. is currently one of only a few retail organizations offering to match enhanced maternity pay to both parents under the local Shared Parenting Leave policy. Gap Japan offers flexible working options and summer hours (half-day Fridays during the summer) that allow the company to

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give employees more autonomy. Both practices are consistently used by employees in the Tokyo headquarters.

The company also recognizes that flexibility, inclusive of consistent and reliable scheduling, is important to all of its employees, and efforts have been made to improve scheduling stability and flexibility store employees while continuing to drive productivity in stores. All five Gap Inc. brands now provide at least 10-14 days advance notice of weekly schedules to store employees. Providing scheduling stability gives store employees more consistent hours and greater control over their schedules.

Community and Corporate Social Responsibility Gap Inc. recognizes that it has a tremendous responsibility toward the people in communities impacted by its business around the world. To create opportunities for women, teens and young adults, and its own volunteers in these communities, the company works strategically to develop and implement programs that will make a difference in these individuals’ lives.

External activities and programs are closely integrated with Gap Inc.’s talent and diversity strategy to improve workplaces and communities, with the Executive Vice President of Talent and Sustainability heading HR, Corporate Affairs, and the Gap Foundation. Throughout the year, Gap Inc. employees are presented with volunteer and community-based engagement opportunities to work with local non-profit and educational institutions. These activities are key tools to engage headquarters as well as store employees globally. In 2014, Gap Inc. employees volunteered more than 558,000 hours in their communities. This level of engagement is made possible by more than 2,400 employee volunteers called Community Leaders who pursue

volunteer projects and inspire other employees to volunteer. Community Leaders operate in seven countries and across all brands, serving as key connectors with the communities and helping create positive change. Volunteer programs are integral to Gap Inc.’s and the Gap Foundation’s key areas of focus, which include support for youth and women. Globally, the company provides employees with a range of benefits for the time and money they give to the community, including matching their volunteering hours with monetary donations to partnering organizations.

In addition to region-specific volunteer and community efforts, Gap Inc.’s signature program, Personal Advancement & Career Enhancement (P.A.C.E.), teaches the women who make its clothes critical skills for navigating life both at work and at home. As of January 2015, P.A.C.E. is active in 10 countries (Bangladesh, Cambodia, China, India, Indonesia, Jordan, Myanmar, Pakistan, Sri Lanka, and Vietnam) and 70 manufacturing facilities. More than 30,000 women have participated in the program since 2007, and Gap Inc. is currently expanding the program to reach one million women by 2020. With this ambitious goal, Gap Inc. will further scale the program within its global supply chain and in communities around the world. Specific P.A.C.E. activities include education and training on communication, problem-solving, decision-making, time- and stress-management, health, and legal and financial literacy, as well as enhanced technical training led by the garment factories. Partners include global and local non-governmental organizations and vendors that work to make the initiative successful on the ground, such as the Swasti Health Resource Centre and the International Center for Research on Women.

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Integrate the Initiative With the Business StrategyThe success of Women and Opportunity stems from Gap Inc.’s ability to leverage its existing culture of inclusion to drive talent and business strategies. Women make up more than 70.0% of employees globally and are the majority of Gap Inc.’s consumers. To achieve business goals, the company understands that it has to continue to invest in opportunities for women and be a leader in equality and inclusion. A gender-inclusive workplace drives increased collaboration and performance, better decision-making and, ultimately, better results. Internationally, women’s increased representation in the workforce and across leadership positions is an important priority in many countries in Europe and Asia, among others. Flexible working and community-based programs also lead to improved performance, engagement, and retention among employees globally, giving Gap Inc. the opportunity to appeal to Millennial employees’ increased demands for autonomy, flexibility, and work-life effectiveness.

Demonstrate the Commitment of Senior-Level Leadership Women leaders are strongly represented across Gap Inc.’s regions. Women and Opportunity engages all leaders as well as other employees to help ensure diversity and inclusion are not taken for granted. Executives drive the strategy through the D&I Council and are also engaged in the day-to-day implementation and communication of programs and activities related to diversity, inclusion, and sustainability. At the global level, regional leaders customize aspects of the programs and policies, such as flexibility

CATALYST AWARD CRITERIA: CHANGE DRIVERS

Gap Inc.’s efforts exceed the following criteria, by which Catalyst evaluates efforts to develop and advance women in business.

and talent development, to meet specific talent needs. Senior leaders, including the CEO, speak publicly about the importance of women’s employment as a smart business strategy and showcase the organization’s efforts through media, events, and conferences several times per year. CEO Art Peck recently demonstrated his strong support for the P.A.C.E. program by announcing the expansion of the program to reach one million women over the next five years. Senior leaders also show commitment to talent development programs such as ASCEND and ICON by attending graduations and other ceremonies and working with some participants to implement ideas from their final presentations and projects into the business. Additionally, leaders participate in key events to advocate for the advancement of women, such as the UN Annual Women’s Empowerment Principles Event, the Forbes Women’s Summit, HR leadership forums, and retail industry events.

Effectively Communicate the Strategy Gap Inc.’s culture of inclusion promotes an open-door policy and ongoing communication, transparency, and engagement across the organization. The onboarding process for both store and headquarter employees includes an overview of key elements of the initiative, such as talent development, ERGs, and volunteering. People managers attend regular refresher sessions on Gap Inc.’s policies as well as trainings on key issues related to inclusion. The D&I Council, D&I team, and DITAs also communicate regularly about community-based and volunteer activities with the support of their local Community Leaders who support the activities at the store level. Additional communication

32

mechanisms include the regular one-on-one meetings with managers to discuss performance and advancement opportunities, as well as organization-wide communications by the CEO and other executives through internal channels such as meetings, trainings, intranet, and emails. Externally, Gap Inc. uses its website and social media platforms to communicate with consumers and the public about social and political issues of importance.

Create Accountability Systems Accountability is integrated across programs, processes, and activities with a strong focus on transparency and results. Functional teams lead their own D&I strategies/goals and manager accountability is included as one of the facets of the evidence-based pay-for-performance practices. In addition to behaviors and learning, the GPS review may include diversity and inclusion in conversations between employees and their managers, which reinforces accountability. Managers are also held accountable by senior leaders for fairly compensating and rewarding employees through budgeting pools. HR holds managers accountable for equity and fairness on assessing performance. Overall, Gap Inc.’s strong culture of flexibility reinforce accountability by valuing results over face time and requires clear, well-communicated goals and deliverables.

Create Tools to Measure Progress Gap Inc.’s performance evaluation practices provide managers with the tools to evaluate individual performance against company-wide standards rather than rating scales. The frequent touchpoints ensure that goals meet the changing needs of the business. HR and team leaders map compensation structures to measure adherence to equal pay standards. Equity adjustments are used to course-correct along the way. In terms of report outs and external metrics, Gap Inc. releases a sustainability report every other year to track measures related to external programs such as P.A.C.E., and the Gap Foundation provides quarterly updates to the Board of Trustees on how the Foundation is performing against its goals. Clear metrics and business forecasts are also provided each quarter to the entire leadership team. Finally, employee surveys are distributed quarterly and annually on various topics and are tracked on a dashboard. Leaders use results to monitor the progress of employee engagement over time and to create action plans to address feedback. For example, employee survey results indicating that flexible working was an important issue led to the implementation of several work-life efforts across the organization, including ROWETM.

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THE IMPACT OF THE INITIATIVEThanks to Gap Inc.’s long-standing commitment to inclusion, its initiative has achieved remarkable results. Between 2007 and 2015, women’s representation at the Vice President level increased globally from 44.0% to 49.7%. In the United States, representation of women of color increased from 28.0% to 34.4% among all employees and from 20.4% to 23.9% among store managers, managers, and senior managers. At the most senior leadership level—those reporting to the CEO—women’s representation has gone from 33.0% to 77.0%, and women of color comprise four out of the 10 women at this level. Notably, between 2010 and 2015, women’s representation on Gap Inc.’s Board of Directors increased from 10.0% to 36.0%.

LAURA SABATTINI Vice President, Research Chair, Catalyst Award Evaluation Committee Catalyst Inc. 120 Wall Street, 15th Floor New York, NY 10005 +1 646 388-7739 lsabattini@catalyst.org

ABOUT GAP INC.Gap Inc. is a leading global retailer offering clothing, accessories, and personal care products for men, women, and children under the Gap, Banana Republic, Old Navy, Athleta, and Intermix brands. Fiscal year 2014 net sales were $16.4 billion. Gap Inc. products are available for purchase in more than 90 countries worldwide through about 3,300 company-operated stores, over 400 franchise stores, and e-commerce sites. For more information, please visit www.gapinc.com.

For more information on Gap Inc.’s—Women and Opportunity, please contact:

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We live and work in an increasingly diverse and inclusive world. Many men support equality but aren’t sure how to contribute. That’s where we come in.

We are Men Advocating Real Change, or MARC, a one-of-a-kind community. Join MARC to become part of a

growing global network of individuals empowered to

close gender gaps and support inclusion.

#GUYSFOREQUALITY

WHY MEN?We all stand to benefit from equality, and, as the majority of current leaders, men are

in a strong position to influence change.

IT TAKES

EACH OF US TO MAKE CHANGE

PERSPECTIVES by and for men on gender

and inclusion in- and outside the workplace.

RESOURCES to share knowledge on

leadership development, fatherhood, relationships,

values, and culture.

TOOLSfor becoming a more

effective, inclusive leader.

ACCESSto a network of

professionals who are creating inclusive work

environments for women and men alike.

BEING PART OF THE SOLUTION STARTS NOW. MARC PROVIDES:

LEARN MORE: ONTHEMARC.ORG/OFFERINGS@MARCmovement MARC Movement

35

We live and work in an increasingly diverse and inclusive world. Many men support equality but aren’t sure how to contribute. That’s where we come in.

We are Men Advocating Real Change, or MARC, a one-of-a-kind community. Join MARC to become part of a

growing global network of individuals empowered to

close gender gaps and support inclusion.

#GUYSFOREQUALITY

WHY MEN?We all stand to benefit from equality, and, as the majority of current leaders, men are

in a strong position to influence change.

IT TAKES

EACH OF US TO MAKE CHANGE

PERSPECTIVES by and for men on gender

and inclusion in- and outside the workplace.

RESOURCES to share knowledge on

leadership development, fatherhood, relationships,

values, and culture.

TOOLSfor becoming a more

effective, inclusive leader.

ACCESSto a network of

professionals who are creating inclusive work

environments for women and men alike.

BEING PART OF THE SOLUTION STARTS NOW. MARC PROVIDES:

LEARN MORE: ONTHEMARC.ORG/OFFERINGS@MARCmovement MARC Movement

The Catalyst Award attracts organizations from around the world. Every year, Catalyst receives applications from companies of all sizes, regions, and industries, whose groundbreaking initiatives to advance women and diverse groups are making significant change.

Focusing on D&I is a strategic imperative for global organizations. Catalyst research has shown that corporations that invest in women gain a competitive advantage in the marketplace. By applying for the Catalyst Award, your company or firm will:

• Benefit from an external perspective on your organization’s culture and D&I efforts.

• Showcase your internal and external strategies, talent, and progress.

• Learn how to continuously improve your efforts.

• Show your commitment to being an employer of choice.

Catalyst welcomes your application. As you prepare your submission materials, you may find it useful to review descriptions of previous Catalyst Award-winning programs at catalyst.org/catalyst-award-winners.

Apply for the 2017 Catalyst Award

Showcase Your Organization’s Initiatives to Advance Women

lsabattini@catalyst.org

catalyst.org/apply-catalyst-award-0Process, Criteria, Timeline, and Application Materials are available at:

Questions?

Find out more

Please contact Laura Sabattini, Chair, Catalyst Award Evaluation Committee:

36

Catalyst Board of Directors

Chair Peter VoserChairmanABB Ltd.

Secretary Maggie Wilderotter Executive ChairmanFrontier Communications Corporation

Treasurer Thomas J. Falk Chairman & CEOKimberly-Clark Corporation

Linda AddisonManaging PartnerNorton Rose Fulbright LLP

John BryantChairman, President & CEO

Kellogg Company Ursula M. Burns Chairman & CEO Xerox Corporation Ian CookChairman, President & CEO

Colgate-Palmolive Company

Brian CornellChairman & CEO Target Corporation Mary B. Cranston, Esq.Retired Senior PartnerPillsbury Winthrop Shaw Pittman LLP

Michael S. DellChairman & CEO Dell Inc. Jamie DimonChairman & CEO JPMorgan Chase & Co.

William A. DowneChief Executive OfficerBMO Financial Group

Steve EasterbrookPresident and CEOMcDonald’s Corporation

Cathy EngelbertChief Executive OfficerDeloitte LLP

Eric J. FossPresident & CEO Aramark

Deborah GillisPresident & CEO Catalyst

Marillyn A. HewsonChairman, President & CEO

Lockheed Martin Corporation

Jacqueline HinmanChairman & CEO CH2M HILL Companies Ltd.

Mary Beth Hogan, Esq.Co-Chair, Litigation Department

Debevoise & Plimpton LLP

Muhtar KentChairman & CEO The Coca-Cola Company

Chanda Kochhar Managing Director & CEO

ICICI Bank Ltd.

T.K. KurienExecutive Vice-ChairmanWipro

A.G. LafleyExecutive ChairmanThe Procter & Gamble Company

Michel LandelGroup CEOSodexo

Marc B. LautenbachPresident & CEO Pitney Bowes Inc.

Gerald LemaChairman & Managing Partner

Cylon Capital

Sheri S. McCoyChief Executive OfficerAvon Products, Inc. Beth E. MooneyChairman & CEOKeyCorp

Denise MorrisonPresident & CEOCampbell Soup Company

Indra K. Nooyi Chairman & CEOPepsiCo, Inc.

Kendall J. Powell Chairman & CEOGeneral Mills, Inc.

Stephen S. RasmussenChief Executive OfficerNationwide Ian C. Read Chairman & CEO Pfizer Inc

Feike Sijbesma CEO & Chairman Managing Board

Royal DSM

Christopher J. SwiftChairman & CEO The Hartford Financial Services Group, Inc.

Richard K. TempletonChairman, President & CEO

Texas Instruments Incorporated

John B. VeihmeyerGlobal Chairman KPMG International

Mark WeinbergerChairman & CEO EY

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EMPLOYEE RESOURCE LEADERSHIP INITIATIVE Engage and connect with

ERG leaders at ERLI’s annual conference May 2-3, 2016, hosted by BMO Financial

Group in Toronto.catalyst.org/erli

LEADING WITH INCLUSIONBlended training for emerging leaders.

Created by Catalyst. Delivered by BlessingWhite.

catalyst.org/lwi

CATALYSTXAnytime, anywhere learning

in global communitiesthrough edX.org.catalyst.org/edx

BOARD CIRCLE DONORS

Inclusive Leadership Learning Made Possible By:

Nationwide BMO Financial GroupKimberly-Clark Corporation

Allstate Insurance CompanySodexoUPS FoundationColgate-Palmolive Company Juniper Networks

CATALYST Inclusive Leadership Learning Experiences

I am an individual learner and want training on my time…

I am an Employee Resource Group (ERG) leader and want to connect with others…

I am a D&I or L&D professional and want small group training for developing leaders...

PRESIDENT CIRCLE DONORS 

Texas InstrumentsFrontier Communications Mary Beth HoganEd and Stephanie Streeter

It takes EACH of us to create an inclusive workplace that fully leverages the talents of a diverse workforce. Individual leaders trained to build and sustain an inclusive workplace can turn diversity into a strategic business advantage. Catalyst has many learning pathways for developing inclusive leaders at all levels of an organization.

For more information, visit our booth today to talk about your inclusive leadership development needs, or contact Krista Brookman, Vice President, Inclusive Leadership Initiative, Catalyst, at kbrookman@catalyst.org.

Coloring is a relaxing and highly creative way to free your mind. Explore the Inclusive Leadership Behaviors—Empowerment, Accountability, Courage, and Humility—with this coloring page for adults, and unlock your own innovation!

US Promo C-000415-06-001 Set Date N/A CAN Promo N/A Set Date N/A CR Program Ad Market: Catalyst Conference

TARGET | PERISCOPEFINAL

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At Target, we believe that the most important part of our business is our people. The diverse backgrounds, ethnicities and experiences are what makes work fun, interesting, and new. We attribute our success to our Team Members, and the ideas they bring to work every day. To learn more about the diverse team at Target, visit target.com/diversity.

We’re a big fan of different.

©2016 Target Brands, Inc. Target and the Bullseye Design are registered trademarks of Target Brands, Inc. C-000415-06-001

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US Promo C-000415-06-001 Set Date N/A CAN Promo N/A Set Date N/A CR Program Ad Market: Catalyst Conference

TARGET | PERISCOPEFINAL

PRODUCTION 01/22/2013

LASER OUTPUT @ None PRO

Apple Macintosh, Application/Version: InDesign 10.2Layout N/A Date: N/AMech N/A Date: N/AMech Release N/A Date: N/AFinal Board N/A Date: N/AFinal Production Sanju Mohan Date: 02/04/2016

Cyan, Magenta, Yellow, Black

FINAL PRODUCTION 2

TRIM: 8.5” x 11”

LIVE: 0.25” x 0.25”

BLEED: 0.125” x 0.125”

CREATED AT: 100%

COLOR: See Below

ACD: N/A

CM: N/A

AD: N/A

AG: N/A

AP: N/A

BCM: Arlenis Almonte

PM: N/A

TCP: N/A

CW: N/A

CE: N/A

PL: N/A

CA: N/A

PD: N/A

PB: Matt Birkeland

M: N/A

PS: Periscope

US Printer: PUB

CAN Printer: N/A

At Target, we believe that the most important part of our business is our people. The diverse backgrounds, ethnicities and experiences are what makes work fun, interesting, and new. We attribute our success to our Team Members, and the ideas they bring to work every day. To learn more about the diverse team at Target, visit target.com/diversity.

We’re a big fan of different.

©2016 Target Brands, Inc. Target and the Bullseye Design are registered trademarks of Target Brands, Inc. C-000415-06-001

MARKET: Catalyst Conference WorkbookCatalyst Conference Dinner Program

S:8”S:10.5”

T:8.5”T:11”

B:8.75”B:11.25”

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Catalyst120 Wall Street, 15th FloorNew York, NY 10005United Statesphone: +1 212 514 7600fax: +1 212 514 8470info@catalyst.org Catalyst Canada Inc.8 King Street East, Suite 505Toronto, Ontario M5C 1B5Canadaphone: +1 416 815 7600fax: +1 416 815 7601caninfo@catalyst.org Catalyst Europe AGc/o KPMG AGLandis+Gyr-Strasse 16300 ZugSwitzerlandphone: +41 (0)44 208 3152fax: +41 (0)44 208 3500europeinfo@catalyst.org Catalyst India WRC106 “B”, Damji Shamji Corporate SquareMelville EstateOff Ghatkopar-Andheri Link RoadPant Nagar, Ghatkopar EastMumbai 400 075Indiaphone: +91 22 6700 0785indiainfo@catalyst.org Catalyst Australia c/o Hayes Knight (Melbourne) Pty Ltd Level 1231 Queen StreetMelbourne, Victoria 3000Australiaphone: +61 (0)3 8844 5600fax: +61 (0)3 9826 3642australiainfo@catalyst.org Catalyst Japan5F Azabu Green Terrace,3-20-1 Minami Azabu, Minato-kuTokyo 106-0047Japanphone: +81 (0)3 6859 8510