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Output Management: The outputs of apparel and footwear manufacturing include finished products as well as wastewater. |
For more than in our Water Quality Program, which allows us to actively monitor and improve wastewater quality. |
In per the ZDHC Wastewater Guidelines, 100 percent achieved Foundational level or better for all Conventional parameters and 94 percent met all ZDHC MRSL parameters. |
By the end of Tier 2 suppliers completed the Sustainable Apparel Coalition’s Higg Index 3.0 Facility Environmental Module (FEM) self-assessment to communicate their water and energy use, along with chemicals and waste management from 2020. |
In total, facilities participated in our resource efficiency programs. |
full year were audited to our COVC during the fiscal year. |
• Facilities with a consistently low non-conformance rate may be assessed on a biennial basis; all facilities are audited prior to initial production. |
N/A As part of our Mill Sustainability Program, we communicated to our entire mill base our expectations of their social and environmental performance, which are requirements of doing business with us. |
We use a color-coded system to rate each facility’s performance. |
Highperforming facilities with few violations, none of which were critical, are rated green, average performers are yellow, and those that need to address one or more serious issues are red. |
As of fiscal received red ratings during assessments against our COVC. |
For issues open as of resolved by 2/1/2022. |
The labor practices and working conditions at the third-party suppliers that make apparel for Gap Inc. brands can affect reputation, business continuity, and operating costs for our brands and the company overall. |
Most workers in our supply chain are women, which is why in addition to labor practices, we have strong focus on empowering women to create lasting impact. |
are high-risk supply chain issues that we have specific programs in place to address. |
The human rights impact of these risks can be severe, while these issues can also present operational risk to our supply chain and reputational risk to our portfolio of brands. |
Discussion of environmental and social risks associated with sourcing priority raw materials Discussion and Analysis N/A CG-AA-(MSI) and Textile Exchange’s Preferred Fibers Matrix. |
Our holistic preferred fibers strategy uses life cycle assessment (LCA) data on indicators including global warming potential, water use and eutrophication, as well as evaluations for biodiversity, potential for circularity, chemistry, land use change, and social conditions within production. |
We focus our raw materials strategy on the top fibers that account for approximately cotton, polyester, nylon, and manufactured cellulosic fibers. |
Fabric mills and laundries use a great deal of water to dye and finish fabric, which may cause issues with both water quality and quantity; these issues also affect workers and their communities. |
India faces a high level of water stress for some of our preferred mills and the people who work there. |
In addition, most of our products include some cotton, and its production affects both the environment and people. |
Farming and processing cotton typically involves the use of large quantities of water and chemicals, and often takes place in regions facing water and climate risks. |
Changes in water access and water-related events such as drought or flooding could affect the cost of cotton, which is used in the majority of Gap Inc.’s products, and other raw materials. |
Gap Inc.’s Supply Chain and Sourcing team monitors and responds to risks for key raw materials using a multi-factor model that includes cotton prices. |
The team’s work to develop and maintain a diverse supplier base across several countries reduces risk on an ongoing basis. |
*Defined as: Better Cotton (formerly BCI), verified US-grown cotton (USCTP), organic, in-conversion (to verified organic), recycled, and regenerative. |
As of January supplier facilities, defined as direct-relationship cut-and-sew facilities and their associated embroidery, laundry and screen-printing facilities. |
We do our best to provide our customers with a safe and convenient shopping experience. |
We have put in place a wide variety of technical and organizational security measures to help protect the personal information we collect about our customers. |
The Board’s Audit and Finance Committee oversees data privacy and cybersecurity programs and regularly briefs the Board on material concerns. |
To respond to the threat of security breaches and cyberattacks, the company maintains a program designed to protect and preserve the confidentiality, integrity, and continued availability of all information owned by, or in the care of, the company. |
This program also includes a cyber incident response plan that provides controls and procedures for timely and accurate reporting of any material cybersecurity incident. |
For further information, please see Gap Inc.’s Code of Business Conduct. |
Employee engagement as a percentage Quantitative Percentage (%) CG-EC-participants; 95 percent average score for “I am proud to work here” and 89 percent “I intend to stay for the foreseeable future” from Pulse survey participants. |
This is Gap Inc.’s own survey, conducted internally. |
Answers are often scored on a Likert scale of agree). |
527,081 Available later in 2022 Available in 2023 Emissions calculated using primary metric ton/km information at a haul level from Gap internal systems, multiplied by The U.K. Department for Environment, Food & Rural Affairs product transportation emission factors. |
This represents emissions from our suppliers to our distribution centers. |
Downstream transportation and distribution: 39,413 130,604 Available later in 2022 Emissions calculated using primary metric ton/km information at a haul level from Gap internal systems, multiplied by The U.K. Department for Environment, Food & Rural Affairs product transportation emission factors. |
In began to receive additional emissions information from UPS, which represents emissions from online shipments from distribution centers to customers or from Ship-From-Store methods. |
CDP Climate Disclosure Discussion of strategies to reduce the environmental impact of product delivery Discussion and Analysis N/A CG-EC-410a.2 Gap Inc. is a signatory of the Arctic Corporate Shipping Pledge, created in partnership with the Ocean Conservancy; the pledge is a commitment to never intentionally send ships... |
Gap Inc. is also a member of the Environmental Protection Agency’s (EPA) SmartWay Transport Partnership, an initiative which empowers businesses to move goods in the cleanest, most energy-efficient way possible to protect public health and reduce emissions. |
This data includes orders placed in the United States Specialty (web and app), U.S. Factory, Canada, Japan, European Union, and United Kingdom. |
It does not include franchises, cancellations, or returns. |
After rolling out new polymailers that contain (compared to 35 percent in 2020), the team decided to commission a life cycle assessment, assessing the impacts and performance of three alternatives to Gap Inc.’s current mailer: paper, bio-based, and reusable. |
GOVERNANCE a) Describe the board’s oversight of climate-related risks and opportunities. |
Describe management’s role in assessing and managing climate-related risks and opportunities. |
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. |
Materiality > Responsible Business Practices b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning. |
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario. |
The inclusion of information contained in this disclosure should not be construed as a characterization regarding the materiality or financial impact of that information to investors in Gap Inc. |
For a discussion of risks that are material to investors in Gap Inc., please see our Annual Report on Form with the Securities and Exchange Commission (SEC), and subsequent SEC filings. |
Given the inherent uncertainty in predicting and modeling future conditions, caution should be exercised when interpreting the information provided below. |
In addition, the controls, processes, practices, and infrastructures described in this disclosure are not intended to constitute any representation, warranty, or other assurance that such controls, processes, practices, and infrastructures will result in any specific outcome or result. |
RISK MANAGEMENT a) Describe the organization’s processes for identifying and assessing climate-related risks. |
Responsible Business Practices b) Describe the organization’s processes for managing climate-related risks. |
Materiality c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management. |
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. |
2021 CDP Climate Change Disclosure: (W8.1a, W8.1b) b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks. |
c) Describe the targets used by the organization to manage climaterelated risks and opportunities and performance against targets. |
i l l ing s , C EO.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
We Are . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Wynn Re sor t s C ore Value s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
En c ore L a s Vega s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
En c ore B os ton H arb or . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Wynn M acau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Wynn Palac e . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
202 1 Wynn Re s or t s Award s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
i t y Prog ram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
i t y G oal s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
ig ht s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
ig ht s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
C orp orate G ove rnan c e M e s s a ge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
ive r s it y . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Why O ur B oard G ove rnan c e is Ef fe ctive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
O ve r s ig ht . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Anti- C orr uption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Preve nting H ara s s m e nt an d D is c r imination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Anti-M on ey L aun d e ring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Re s p on s ib le G aming an d Re s p on s ib le M arketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Whis t le b lowe r Prote ction s . . . . . . . . . . . . . . |
y S t ate m e nt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
C orp orate Work forc e M e s s a ge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
ig ht s. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
In c lu s ion Prog ram s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
it s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Emp loye e Training an d H uman Cap it al D eve lop m e nt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
H uman Rig ht s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. Animal We lfare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
I T I E S C orp orate C ommunit y M e s s a ge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
H uman Traf f ic king Preve ntion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Wynn Emp loye e Foun dation Pi l lar s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
G iving We e k 202 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Vo lunte e ris m . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
Wynn Emp loye e Foun dation C ommunit y G rant s an d D onation s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
C ommunit y Prog ram s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
s s a ge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
ig ht s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
y G oal s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
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