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“ We believe water is a human right and it is a critical natural resource for our business.
Water is used to cultivate and process raw materials like cotton, it is consumed in the mills and laundries that manufacture our products, and it is used by customers to wash their clothes.
Water is also critical to the health and well-being of the people who make our products, the majority of whom are women.
For this reason, much of our water stewardship work focuses on high-volume suppliers operating in areas of water risk, where we can partner to introduce innovative local solutions.
By engaging with our suppliers, we can help them to implement industry and Gap Inc. programs (such as our Mill Sustainability and Water Quality programs) around water quality and efficiency, so that they can meet our water-savings targets.
As a founding member of the Water Resilience Coalition, we support its ambitious > Positive water impact in water-stressed regions.
of water resilience We work strategically to use water more efficiently in our products, especially through raw material sourcing and manufacturing.
We aim to eliminate water contamination from chemicals, improve awareness and access to water and sanitation (particularly among women), and invest in opportunities to build community water resilience and catalyze water innovation.
Our programs and collaborations are designed to tackle different water challenges, mobilize broader business action, and raise awareness of these critical issues.
Manufacturing (p. 3. Raw Materials and Product (p. 37) 2021 Progress In 2021, we embarked on a water strategy-setting process with corporate water stewardship experts at the Water Foundry.
We also engaged more than experts to gather feedback on our preliminary water strategy across raw materials, manufacturing, and customer communities through a roundtable discussion facilitated by Ceres.
To guide our future strategy, we are working with World Wildlife Fund (WWF) to concentrate our water stewardship activities in water-stressed regions along our value chain and develop a framework for community water resilience.
We collaborate in several initiatives to address water scarcity, improve access to water and sanitation, and support water-saving innovation in manufacturing, such as Water Resilience Coalition, WASHDrops.
In August we participated in seven SIWI World Water Week panels.
Among the areas covered were the business case for building community water resilience, how water strategy can drive strategic business value, partnerships to catalyze innovation in water use in apparel manufacturing, and how we’re tackling the water and climate crises with more sustainable cotton sourcing.
• Water Innovation Center for Apparel: Together with global textile manufacturer Arvind Limited, we are building an Innovation Center for Apparel in India.
The center, due to open in showcase water-management best practices and recycling technologies.
WATER STEWARDSHIP Water is essential for our business.
However, the garment industry often sources from locations where demand for water is high and water stress is often a major issue.
that will serve as the foundation for long-term science-based targets (SBTs) for water.
Looking forward, we plan to build upon these expert insights, our strong foundation of community water-resilience work from the USAID Gap Inc. Women + Water Alliance, and our water-saving practices in manufacturing as we pursue a path to building a more water-resilient value chain.
We have a particular focus on India, an important location for both growing cotton and making textiles.
Following a six-month pause in work due to COVID-Alliance partners agreed to extend the initiative for an extra year, until January 2023.
Looking ahead, we will be using insights from this program to build out the Gap Inc. community water resilience strategy to support our water goals of creating positive impact in water-stressed regions and building water-resilient value chains.
“ From the time we have saved every day by not walking for water, the women of the village and I can now spend that time with our families and take time out for ourselves, too.
The majority of people who make our clothes are women, and access to and the affordability of water, sanitation, and hygiene (WASH) services is a major challenge for many women in our key sourcing countries.
As women in those communities are largely responsible for household duties such as cooking, cleaning, and collecting water, they bear a disproportionate burden when it comes to water stress.
We are working to map our supply chain further upstream to better understand our water impacts at the beginning of our product life cycle.
This enables us to connect our manufacturing footprint with the geographical areas where raw materials are grown.
Many water issues are based on local context, and with better visibility, we aim to enhance transparency, set more ambitious targets, and improve water impacts across our supply chain.
Through our Mill Sustainability Program, we engage our strategic mills using key industry tools and initiatives to help us meet our long-term commitments.
All our strategic mills must participate, enabling us to align our approach with industry standards, increase transparency, and drive innovation.
We also work with the Apparel Impact Institute (Aii) on platforms and pilots that have helped facilities reduce water use.
And through our Water Quality Program (WQP), we actively monitor and improve wastewater quality at denim laundries.
The program has evolved to include chemicals management, a key component of water quality (see p.
In 2021, we began working with WWF and our preferred wetprocessing suppliers to set context-based water targets and develop water-reduction strategies for their facilities.
Across our manufacturing, we aim to use all resources in a sustainable way, ultimately creating more while using less.
Bangladesh PaCT By the end of Tier 1 and 91 percent of our strategic Tier 2 suppliers used the Sustainable Apparel Coalition’s Higg Index 3.0 Facility Environmental Module self-assessment to communicate their water and energy use from 2020, along with chemicals and waste management; 64 percent (463 facilities) verified...
As COVID-chain partners, we offered flexible and lower-cost ways to join our programs and report their results.
Total savings reached 2021 thanks to continued partnerships with fabric mill and wet-processing partners.
For example, we’ve saved of water since 2019 through a partnership with Arvind Limited’s Naroda denim mill, which uses reclaimed wastewater from the city of Ahmedabad, India.
As our brands continue to reduce their individual impacts, they are also contributing to Gap Inc.’s overall water strategy and long-term business goals.
For instance, they are reducing their water impacts through the expansion of programs such as Washwell™ for denim, which reduces the water used in garment finishing by at least to conventional wash methods.
The selection of better chemical inputs and starting materials is essential to reducing the use and discharge of hazardous chemicals.
Adherence to chemical management best practices during manufacturing is critical for reducing both human and environmental risks.
The outputs of apparel and footwear manufacturing include finished products and wastewater.
1 2 3 The retail industry is a contributor to global industrial water pollution.
To reduce environmental impact and improve access to clean, safe water, we aim to eliminate the discharge of hazardous chemicals within our supply chain.
We also recognize the importance of safely managing and handling chemicals, and of identifying and scaling the use of inherently safe chemicals in manufacturing.
Group Restricted Substances List (RSL), the ZDHC Manufacturing Restricted Substances List (MRSL), and the ZDHC Wastewater Guidelines.
Additionally, we expect priority suppliers3.0 Facility Environmental Module, which, among other aspects of environmental management, evaluates chemical inventory, usage data and management practices.
Find more about our approach to chemicals management on our website.
Supply Chain For more than 15 years, we have required our denim laundries to participate in our Water Quality Program, which allows us to actively monitor and improve wastewater quality.
In addition to continuing to drive implementation of the ZDHC MRSL and ZDHC Wastewater Guidelines, we laid the groundwork to increase training and capabilitybuilding opportunities for our suppliers.
Chemicals and Circularity To support our circularity efforts in study convened by Inter IKEA and H&M Group to improve understanding of the chemical content of recycled textile materials.
We and other participating brands collected samples of post-consumer recycled fibers and tested them for chemicals on the AFIRM Group RSL.
The study organizers communicated high-level findings in October 2021.
study illustrated how industry collaboration can contribute to solutions.
Learn more about the study on Sustainable Brands.
Elimination of PFC-Based Finishes We are working to phase out chemicals of particular concern and are on track to eliminate all PFC-based finishes from our supply chain by 2023.
Our Brand R&D, Product Quality, and Mill Management teams set a baseline of fabrics with PFC-based finishes that needed to be converted to a non-PFC-based finish or retired from use.
These teams worked cross-functionally to define best practices, create internal procedures for fabric conversion, and connect with chemical suppliers for technical support.
We also maintain an internal list of acceptable non-PFC-based finishes, which we share with our suppliers.
<of fabrics used across our brands had potentially PFC-based finishes.
of products with water- or stain-repellent finishes were made using non-PFC based finishes compared to 7% in 2020.
emissions from purchased goods and services from a 2017 baseline 17% of energy usage in 2020 was purchased from renewable sources.
aligning our goals and strategies with the best science and industry practices.
As of offset by renewable electricity from Fern Solar, a 7.5-megawatt offsite solar project in North Carolina.
This project began in Bloomberg, Workday, and Cox Enterprises to combine buying power and collectively act as the anchor tenant for the renewable energy project.
As a member of the Science Based Targets initiative (SBTi), our comprehensive SBTs for reducing emissions across Scope emissions from company facilities from the use of natural gas, jet fuel, etc.), Scope 2 (primarily purchased electricity), and Scope 3 (supply chain emissions from products) were approved in 2017.
To meet these targets, we have built a strategy to address emissions and invest in renewable energy projects to reduce our Scope 1 and 2 footprint.
For Scope data collection from manufacturing facilities, product impact modeling, and enhanced transparency to understand and pursue opportunities for emissions reductions.
We also work closely with our suppliers on programs to enhance energy efficiency and strategy- and goal-setting around climate change, and provide education and resources that help them set their own SBTs.
Find more about our approach to climate and energy stewardship on our website.
ESG REPORT https://www.gapinc.com/en-us/values/sustainability/enriching-communities/climate https://www.gapinc.com/CMSPages/GetAzureFile.aspx?path=%7E%5Cgapcorporatesite%5Cmedia%5Cimages%5Cgap_inc-_cdp_climate_change_questionnaire_2021.pdf&hash=421caa9876bfe64f15f3209b292a85e0dd39ce939ebb8c67074e3c4ffefd93c0 2021 PROGR...
These include renewable energy projects within our supply chain and accelerating the transition to raw materials with a lower carbon footprint, such as recycled polyester (see more on p.
The ongoing effects of COVID-our Scope 3 supply chain energy-efficiency programs, as we paused them to reduce the cost burden to our suppliers.
However, our ongoing partnerships are driving meaningful reductions across our Asia-based Tier and identifying future areas of action.
Our available later this year and shared on our website (ESG Resources).
Addressing Emissions: Scope Retail stores generate approximately 85 percent of Gap Inc.’s direct (Scope 1 and 2) GHG emissions and are the focus of our operational energy program.
We continue to invest in energy-efficiency programs, and have rated all stores to prioritize retrofit projects and established protocols for new buildings.
Our renewable energy projects, power purchase agreements, and onsite installations generated over megawatt hours of clean energy in 2020.
These projects make us one of the largest purchasers of clean energy in the U.S. retail industry.
The majority of our climate impacts lie within our supply chain emissions, which are directly tied to our production.
We work closely with our Product Development teams and suppliers to address material and facility emissions.
In addition to implementing energyefficiency programming across our supplier base, we are also engaging our strategic suppliers to commit to emissions reduction strategies and explore renewable energy opportunities.
A strong part of our approach to reducing Scope industry organizations that work in our key supplier markets: Apparel Impact Institute (Aii): Our partnership with Aii and its predecessor (Clean By Design) has resulted in an emissions reduction of 56,368 metric tons of carbon dioxide equivalents, helping support our Sco...
In Leadership Program, through which five of our facilities have completed a pilot to understand their emissions reduction targets and plans.
We also work with Aii, IDH (The Sustainable Trade Initiative), and CEIA (Clean Energy Investment Accelerator) alongside other brands to identify rooftop solar opportunities for facilities in Vietnam cKinetics: We have been working with cKinetics to identify top mills and vendors to get clarity on their emissions reduct...
We aim to collect more accurate facility-level data so that we can create more robust strategies to help our suppliers set SBTs and support our own goals.
Schneider Electric: We worked with Schneider Electric in renewable energy opportunity assessments in key supply chain markets to identify strategies for collaboration with our vendors in those regions.
Generated over megawatt hours of clean energy in 2020.
We engage in advocacy with industry organizations to encourage policymakers to raise their ambitions.
All of our work is driven by ambitious goals, public commitments, strong partnerships, and leadership from our purpose-led brands.
In Conservancy’s pledge and committed to never intentionally send ships through the Arctic’s fragile ecosystem.
• EPA SmartWay Partner: In we became a Partner of the EPA’s SmartWay program, which helps companies advance supply chain sustainability by measuring, benchmarking, and improving freight transportation efficiency.
This coalition of leading apparel and textile companies has established a common agenda to reach percent renewable energy use, reduce GHG emissions, increase biodiversity, and focus on resilient development by 2050.
• Textile Exchange: We signed on to a letter asking global governments to use trade policy to incentivize the fashion industry to use more environmentally preferred materials, including low-carbon fibers.
We were also one of organizations that signed on to support emissions reductions through the sourcing of more sustainable materials.
In ensure our current and future goals align to a 1.5°C scenario.

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