Datasets:
ESGBERT
/
environment_data

Dataset card Data Studio Files
xet
 Community
1
sentence
stringlengths
17
15.2k
Visa then determines areas of high or extremely high water stress using WRI’s Aqueduct Water Risk Atlas.
Forty-four percent of Visa's water use occurs in an area of high or extremely high baseline water stress.
Emissions Comprehensive 305-1 Direct (Scope 1) GHG emissions Climate change Energy & Greenhouse Gas Emissions, page 39; Visa discloses to the CDP survey annually.
See Visa's CDP Response for further energy and emissions information.
Core 308-1 New suppliers that were screened using environmental criteria Visa does not disclose the number of new suppliers screened using environmental criteria.
Environmental, Social & Governance Report | https://www.visa.co.uk/content/dam/VCOM/regional/ve/unitedkingdom/PDF/visa-modern-slavery-act-transparency-statement.pdf https://s29.q4cdn.com/385744025/files/doc_downloads/Visa-Inc_-Fiscal-2021-Annual-Report.pdf https://s29.q4cdn.com/385744025/files/doc_downloads/Visa-Inc_-F...
We believe this is as important as ever and we focus our efforts under four key pillars: / Our Workplace / Environmental Sustainability / Our Communities / Responsible Business Many of our corporate responsibility reporting initiatives take into consideration various global standards and reporting frameworks.
duties, provides management oversight of TJX’s environmental, social, and governance (ESG) initiatives.
“It is clear to us that our commitment to continuing to develop and implement meaningful environmental, social, and governance (ESG) practices is as important as ever.
It is clear to us that our commitment to continuing to develop and implement meaningful environmental, social, and governance (ESG) practices is as important as ever.
Our reporting is organized around the pillars where we believe we can make a significant difference for our stakeholders – Workplace, Communities, Environmental Sustainability, and Responsible Business.
Inclusion and diversity have long been a priority at TJX, and we are continuing our work to do more.
The diversity of our Associates makes us a stronger Company and better able to serve our broad and diverse base of customers around the world.
We strive for an inclusive workplace where our Associates feel welcome when they walk in the door; valued for their diversity of thought, background, and experience; and engaged with our mission to deliver great value to our customers every day.
We take a multi-faceted approach to recruiting to reach potential candidates with diversity of races, ethnicities, ages, sexual orientations, gender identities, abilities, experiences, and much more.
In recent years, we have scaled up the use of tools and internal diversity trainings to support our recruiting efforts.
ENHANCING EXECUTIVE DIVERSITY POLICY STATEMENT At TJX, we believe that the continuity and stability of our most senior leadership team, which includes decades of off-price retail and TJX experience, has been a critical factor for our success.
We are working to build a more diverse pipeline of talent to support our efforts to improve the diversity at all levels of our organization.
Consistent with our inclusion and diversity efforts, in March event that our Board commences a search for a Chief Executive Officer from outside TJX, or if our management commences a search for an executive-level role reporting directly to the CEO from outside TJX, the initial list of candidates will include qualified ...
We recently expanded this program to include specific workshops on inclusion and diversity.
The coaching may take place in-person or virtually in a group learning environment, in our stores, or in the marketplace.
In the U.S., this includes National Hispanic Corporate Council, Catalyst, Diversity Best Practices, PFLAG, National Association of Asian American Professionals, Human Rights Campaign, and others.
Diversity Presents Itself in Many Ways At TJX, inclusion and diversity have been an important part of who we are for many years.
We view diversity as inclusive of many facets—race, ethnicity, age, sexual orientation, gender identity, ability, experience, religion, perspectives, and much more—and we know that a diverse workforce can help us to think creatively, remain agile, and, importantly, be true to our values.
As an important part of that journey, in fiscal global inclusion and diversity survey of our Associates and used the findings to help define three core areas of focus for our inclusion and diversity work: / Increase the representation of diverse Associates along our talent pipeline.
While inclusion and diversity have consistently played an important part in who we are as a Company, we are aware that our work in this area is evolving and can be more effective with input from our Associates.
We provide opportunities for our Associates around the world to share their feedback, thoughts, and personal experiences with inclusion and diversity at TJX.
As such, we have taken time over the past two years to listen to our Associates and re-assess our Company-wide inclusion and diversity efforts.
Over the course of fiscal 300,000 at the time, across all facets and functions of our business—to participate in a global inclusion and diversity survey.
By formally establishing inclusion and diversity as a core organizational principle, we continue to integrate inclusion into the fabric of who we are as a Company.
Additionally, to continue to hear from our Associates, this past year we launched Inclusion and Diversity Advisory Boards in the U.S., Europe, and Canada.
Advisory Board members are expected to provide recommendations and feedback to support our continuing inclusion and diversity work and guide us in striving to align our programming with the needs of various Associate populations.
Taken together, these actions are designed to further embed inclusion and diversity within our culture and business practices.
They have helped inform our near-, medium-, and long-term global inclusion and diversity strategies, plans, and initiatives—including many of the activities we are proud to report on below.
To support our recruiting strategies, we continue to build on the training we offer to our talent acquisition teams, including through educational opportunities focused on inclusion and diversity.
Our talent acquisition department has also established an inclusion and diversity committee that aims to increase proactive outreach to diverse communities, engagement with diverse candidates, and awareness and education with internal decisionmakers involved in hiring processes.
We are proud of our culture that prioritizes development and advancement within our organization, as we simultaneously work to build a more diverse pipeline of talent to support our efforts to increase diversity at all levels of our organization.
In addition to providing tools to support their own learning, we are also equipping managers with resources to help them engage in dialogue with their teams, including support for managers in our stores and distribution centers, to lead discussions with Associates around inclusion, diversity, and other challenging topi...
For many years, TJX has offered education to increase Associates’ inclusion and diversity awareness.
When onboarding new hires, our orientation materials emphasize the high value we place on inclusion and diversity, and current Associates have access to an array of online learning resources.
Some of our other activities in this area include rolling out an updated unconscious bias training globally, new inclusion and diversity trainings and materials in Europe, and a speaker series on inclusion and diversity in Canada, among many additional initiatives.
Over the past two years, our inclusion and diversity teams in the U.S., Europe, and Canada have conducted Associate listening sessions and focus groups to help guide open conversations, solicit input, and grow our collective capacity to be champions of inclusion.
In fiscal U.S., Europe, and Canada, which are intended to empower cross-functional groups of Associates from our stores, distribution and processing centers, and offices to advise on our current and future inclusion and diversity work.
Across various functions within the organization, Associates are setting up committees to better incorporate inclusion and diversity into our everyday work—including in merchandising, where teams are finding opportunities to use an inclusion and diversity lens on product assortments as appropriate for our opportunistic...
The pilot is focused on Associates in our Associate Resource Groups and includes formal mentoring relationships, informal mentoring, and facilitated mentoring roundtables that are designed to generate group conversations on topics that were identified during focus group sessions, including career guidance, executive pr...
One of the ways we do this is through our Associate Resource Groups (ARGs), which we have been proud to champion in the U.S. for many years and are excited to begin expanding to other regions.
Europe’s pilot ARGs include Associates in corporate offices, processing centers, and stores and are currently focused on developing their individual priorities, which will help TJX Europe continue to evolve its inclusion and diversity efforts moving forward as consistent with TJX’s global core areas of focus.
In Canada, we have set up inclusion and diversity committees for home office Associates, distribution center Associates, and store and regional office Associates.
Like ARGs, these committees aim to provide opportunities for Associates to share input, generate ideas, and develop annual plans regarding various inclusion- and diversity-related areas.
As in Europe, TJX Canada’s committees will also help inform the region’s strategic inclusion and diversity initiatives in support of TJX’s global core areas of focus.
The diversity of our Associates helps make us a stronger company and better able to serve our broad base of customers around the world.
We are committed to continuing to execute our global inclusion and diversity initiatives to drive sustainable, organizational change while striving to increase diversity in our talent pipeline.
Our workforce reflects a diversity of races, ethnicities, cultures, nationalities, and genders.
Pay Equity At TJX, we are firmly committed to pay equity and to fostering an inclusive and diverse environment that provides attractive and accessible opportunities throughout our organization.
Our incentive plans emphasize our core compensation objectives, including incentivizing and rewarding performance and sustaining our position of strength in a competitive and changing retail environment.
ASSOCIATE WELL-BEING At TJX, we aim to foster a positive and inclusive work environment so that our Associates feel welcome, valued, and engaged.
At TJX, we remain committed to supporting inclusion and diversity and increased access to opportunities for all voices.
At TJX, we strive to do our part to create an inclusive, welcoming environment for our Associates and customers alike; supporting Pride is one way that we, together with our Associates, can help to make the world more welcoming of our differences.
to support programs that are committed to providing safe places for all children to play and Open Outdoors for Kids, a National Parks Foundation program that creates opportunities for children to explore nature.
On completing the degree program, participants also receive internships and job placement assistance.
Our global environmental sustainability program includes a wide range of initiatives that work toward reducing the environmental impacts of our operations as well as certain merchandise products and packaging.
We focus our program’s strategy and goals in three areas: climate and energy, waste management, and responsible sourcing.
AREAS OF FOCUS We are committed to making progress within our key focus areas by collaborating across the organization to drive our global and regional environmental sustainability initiatives and targets forward.
Our approach to managing the climate-related impacts of our own operations uses industry guidance, research, and models that are aligned with the United Nations’ Paris Agreement guidelines and support an emissions growth path aimed at limiting global warming to 1.5 degrees Celsius.
science-based goals and defined initiatives that support a decarbonization pathway for our global operations, including our goal to achieve net zero greenhouse gas (GHG) emissions in our direct operations (Scopes by 2040.
Along the way, we intend to reach a emissions from our direct operations (against a Fiscal 2017 baseline), as well as source 100% renewable energy5 for use in our operations by 2030.
WASTE MANAGEMENT Teams throughout our business are working towards our goal to divert our global operational waste from landfill by 2027 by eliminating waste, where possible, and maximizing the reuse and recycling of materials used in our stores, distribution centers, and corporate offices.
PROGRAM OVERSIGHT Management oversight of TJX’s environmental sustainability initiatives, among other ESG initiatives, is led by a Senior Executive Vice President (SEVP), Group President, who has responsibility for many other functions across the business.
The SEVP provides oversight and strategic input into the development of the Company’s environmental sustainability strategy and priorities, including global and regional operational environmental sustainability goals, and chairs the Global Corporate Responsibility Executive Steering Committee (CRSC), a global cross fun...
The Senior Vice President, Chief Risk and Compliance Officer and the Vice President, Sustainability, regularly provide updates to the SEVP on global program progress and initiatives, as well as identify, assess, and report risks and opportunities on the environmental sustainability focus areas, including climate-relate...
Additionally, the Global Environmental Sustainability Committee (GESC) sets global program priorities, recommends goals and targets, facilitates communication and collaboration across geographies, and monitors key sustainability issues and trends.
RESPONSIBLE SOURCING Members of the GESC periodically report on the progress against our environmental sustainability strategy, goals, and metrics to the SEVP, CRSC, and other cross functional stakeholders as appropriate.
In each geography, members of the GESC also work with local subject matter experts (SMEs) in areas such as store and distribution operations, energy, facilities, and procurement, to develop and report progress against the roadmaps, initiatives, and tactics that support our strategy, as well as our global and regional t...
Topics of discussion have included circularity, chemical policies, single-use plastics, sustainable products and packaging, renewable energy, and supply chain emissions impacts.
We work across our global business operations to measure, manage, and mitigate our climate impacts.
As we work toward our net zero goal, we have identified emissions reduction strategies and tactics that could reduce our Scope 1 and Scope 2 emissions in line with our commitment.
Initially, we plan to focus on reducing emissions in our facilities and fleet through increased efficiency and switching to renewable energy.
Some of our initiatives include: / We plan to accelerate investments in some energy efficient technologies, such as HVAC and LED lighting.
/ To reduce our Scope are monitoring the development and deployment of alternative fuel/electric vehicles and new HVAC technologies (such as heat pumps) that could allow us to operate our stores, offices, DCs, and vehicles with zero GHG emissions.
/ We plan to increase our sourcing of renewable energy across our global operations and are procuring renewables in a variety of ways, such as onsite solar Power Purchase Agreements (PPAs), green tariffs, and unbundled renewable energy certificate (REC) contracts.
As our climate and energy strategies continue to evolve, we plan to continue to identify efforts that are impactful to our stakeholders, the environment, and that are feasible to implement within our business model.
In Fiscal kilowatt hours of renewable energy in total, generated from a variety of technologies.
Together, our renewable and low-carbon energy sourcing strategy in Fiscal than 196,000 metric tons of CO2e, or by about 30% over the prior year.
/ In comparison to Fiscal 14% in Fiscal 22. / TJX purchased 54,600 megawatt hours more renewable and low-carbon energy, including renewable energy certificates (RECs), onsite solar power purchase agreements (PPAs), and utility-supplied renewable energy in Fiscal 2022 than in Fiscal 2021.
Emissions Reductions: / Together, in Fiscal reduction of over 202,000 metric tons of CO2e from our operations saving an estimated $3.2 million.
Reducing Emissions: In Our Direct Operations Energy Efficiency Operations teams in each of our geographies are actively working to manage our energy consumption and costs, analyze and improve our operational performance, and test potential technologies in the facilities we operate to help us drive progress against our ...
We are also exploring new technologies to optimize access and use of our energy data as well as evaluating battery energy storage and demand-control ventilation for HVAC, which may be applicable across certain facility types.
We source low-carbon and renewable energy to further reduce our GHG emissions from electricity consumption.
Some examples of our current sourcing strategies include: / Wholesale power purchase agreements / On-site power purchase agreements / Electricity supply contracts / Renewable energy credits On-site Solar In the U.S., distribution centers in Arizona, Connecticut, and Nevada and select stores in New Jersey, Connecticut, ...
For example, TJX Canada has been carbon neutral for its Scope travel and waste) emissions from operations for its fourth consecutive year.
The team reduced energy usage and purchased renewable energy credits as well as carbon offsets to support this strategy.
Although TJX does not generally own or lease the vehicles that transport our merchandise, we do include some emissions in our operational footprint (Scope directly manage our logistics and distribution, such as in the U.K. and Ireland outbound store deliveries as well as fleet vehicles.
Together with our partners, we work to increase fuel efficiency and reduce costs, with the goal of decreasing the impact of our vehicles on the environment.
For example, our newly constructed distribution centers and processing centers are built to include the addition of onsite solar arrays where possible.
Furthermore, when we move into existing properties, as part of the renovation process, our design teams typically consider ways to improve energy efficiency and water conservation and to develop recycling infrastructure where feasible.
Reducing Emissions: In Our Value Chain Our focus has historically been on the climate-related impact of our direct operations where we have the most control over our facilities energy and fuel usage (Scope 1 and Scope 2).
In addition, we have begun to evaluate how our commitment to reduce our Scope Scope 3 emissions sources as well.
Through a high-level screening of all have begun to develop a preliminary understanding of which of those categories of Scope 3 emissions are relevant to our business.
We are also making progress in collecting publicly available information about the climate strategies, reduction targets, and emissions data for some of our largest vendors.
Our logistics teams worldwide seek out strategies and technology solutions that can help us increase the efficiency of our logistics and transportation operations and reduce fuel used to transport our merchandise throughout our distribution network.