ESGBERT/environment_data · Datasets at Hugging Face

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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.
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.
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.
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 their responses.
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.
Adherence to chemical management best practices during manufacturing is critical for reducing both human and environmental risks.
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.
Additionally, we expect priority suppliers3.0 Facility Environmental Module, which, among other aspects of environmental management, evaluates chemical inventory, usage data and management practices.
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.
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.
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 PROGRESS We are exploring climate adaptation strategies that mitigate the financial and physical impacts of climate change while building business and community resilience.
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.
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 Scope 3 SBTs.
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 reduction targets and strategies.
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.
In Conservancy’s pledge and committed to never intentionally send ships through the Arctic’s fragile ecosystem.
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.
We were also one of organizations that signed on to support emissions reductions through the sourcing of more sustainable materials.
National Oceanic and Atmospheric Administration (NOAA): We attended a NOAA meeting in to discuss possible climate impacts on our business, from droughts impacting cotton to the effect of snowstorms on logistics.
For instance, together with more than we signed a call to the government of Vietnam to simplify and expand access to renewable energy.
The TCFD outlines how companies should report on climate-related risks and mitigation strategies.
Our preferred fibers strategy aims for resilient supply chains that have a lower impact on the environment and support social well-being.
To identify preferred fibers, we use life cycle assessment data on indicators including global warming potential, water use, and eutrophication, as well as evaluating biodiversity, potential for circularity, chemistry, land-use change, and social conditions within production.
These resources include recorded training sessions, regularly updated fiber consumption reports, an extensive internal Product Claims Toolkit, and a new calculator that enables them to estimate how the selection of different fibers will affect a product’s footprint.
PROTECTING BIODIVERSITY A number of our environmental goals support our commitment to biodiversity.
We also partner with nearly a dozen different coalitions that are committed to protecting nature, including the World Resources Institute, WWF, and Textile Exchange.
We are committed to supporting the development of SBTs on nature, and looking ahead, we plan to develop a Gap Inc. biodiversity strategy that will help us meet them.
We are committed to selecting fibers that have a lower carbon footprint, use less water, create less waste, and support efforts to protect biodiversity.
from more sustainable sources At least 45% of polyester sourced from recycled sources (rPET).
of cotton was sourced from more sustainable sources 10% of polyester was sourced from recycled sources 17.
In Cashmere Standard® and Leather Working Group to source responsible animal-derived materials.
Manufactured Cellulosics We have worked closely with our fiber suppliers to eliminate production that uses wood-derived fibers from ancient, endangered, high conservation value, and high carbon stock forests.
We continue to work with the CanopyStyle initiative to encourage global suppliers to set policies and complete audits to guarantee they are not sourcing from ancient and endangered forests in their production.
We are also partnering with Canopy on nextgeneration fiber sourcing, which prioritizes alternative inputs such as recycled textiles and waste materials.
Our aim is to consolidate our business to only work with suppliers that receive Canopy’s highest “green shirt” ranking, which indicates they meet the criteria for best practices in protecting forests.
We also piloted the SAC’s Higg Product Environmental Module to understand the impacts of selected products and sought to create robust estimates of environmental impacts where possible.
As well as this, we developed an internal calculator for all our brands that uses MSI data to provide a more holistic picture of a raw material’s climate and water impact for baselining and goal tracking.
For example, the Hong Kong Research Institute of Textiles and Apparel Limited (HKRITA) is studying the desired hydroponic farming conditions for growing extra long staple (ELS) cotton in an urban environment to enable a consistent, stable, transparent supply of cotton in an urban environment, supporting our goals for fiber security and traceability.
The denim was produced according to EMF’s three principles of circularity, which state that the jeans should be used more, made to be made again, and made from safe and recycled or renewable inputs.
In Republic and Old Navy began testing ways to recycle fiber from the textile waste stream into new products.
Secondly, HKRITA is working with Arvind Limited, another key supplier, to create a new method of removing indigo dye from cotton so that denim waste can be more easily reused or re-dyed.
Also in sales to reduce waste and raised more than $157,000 for the Gap Inc. Selvage Fund (see more on p. 9).
As part of our circularity efforts, we also tackle different waste streams.
We continue to reduce, eliminate, and recycle packaging waste, and have signed The Fashion Pact’s commitment on single-use plastics. Read more about our circularity and waste efforts on our website.
Increasing the use of safe, renewable, and recycled materials, and supporting innovation in circular manufacturing.
We prioritize addressing plastic waste in the critical areas that account for single-use plastic: hangers, polybags, shopping bags, and e-commerce mailers.
Elimination of unnecessary or problematic plastics in packaging to consumers by and in packaging to businesses by 2030 Ensure at least half of all plastic packaging is 100% recycled content, for packaging to consumers by 2025, and in packaging to businesses by 2030 After rolling out new polymailers that contain 50 percent recycled content (compared to 35 percent in 2020), the team decided to commission a life cycle assessment to compare the impacts and performance of three alternatives to our current mailer: paper, bio-based, and reusable.
Our policies and sustainability frameworks guide as as we strive to meet the company's social and environmental goals.
The SGO brings together Gap Inc.’s Strategy, Environment, Social & Governance, Government Affairs, Corporate Development, and New Business functions to drive sustainable growth aligned with the company’s mission and values.
Form partnerships with civil society, governments, and other sectors to increase collective impact By partnering with organizations from the local to the global level, we fuel sustainable solutions, create greater equality, and scale impact throughout our business, across our industry, and beyond.
The Risk Committee reviews results, identifies any other key risks, and prioritizes them in the appropriate quadrants based on risk exposure and mitigation maturity.
The COVC also sets out our basic expectations for environmental standards to all Tier whom Gap Inc. conducts business.
For example, Gap Inc. CEO Mark Breitbard met Vice President Kamala Harris at the White House in policies to boost the care economy and its impact on workers in the postpandemic environment.
Additionally, in the past we have been active in policy discussions and have lobbied on issues related to trade, tax policy, ports/infrastructure, and environmental issues.
This enables us to address our wider environmental footprint and improve working conditions in facilities.
See more about our assessment, water, chemicals management, materials, and circularity practices in our Enriching Communities and Empowering Women & Human Rights sections.
To minimize the impacts of the fibers we use in our products, we place a special focus on cotton, and we are also taking steps to source more sustainable synthetic and manufactured cellulosic fibers.
energy and water, as well as chemicals that may impact local watersheds if not treated properly.
Through our Mill Sustainability Program, we integrate clear environmental standards into our sourcing decisions.
Our comprehensive approach for improving working conditions in our supply chain combines facility-monitoring and capability-building programs that engage our vendors to measure and address their environmental and social impacts.
We are working to conserve energy and reduce waste at our distribution centers, the largest facilities we own and operate.

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.

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.

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.

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 their responses.

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.

Adherence to chemical management best practices during manufacturing is critical for reducing both human and environmental risks.

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.

Additionally, we expect priority suppliers3.0 Facility Environmental Module, which, among other aspects of environmental management, evaluates chemical inventory, usage data and management practices.

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.

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.

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 PROGRESS We are exploring climate adaptation strategies that mitigate the financial and physical impacts of climate change while building business and community resilience.

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.

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 Scope 3 SBTs.

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 reduction targets and strategies.

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.

In Conservancy’s pledge and committed to never intentionally send ships through the Arctic’s fragile ecosystem.

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.

We were also one of organizations that signed on to support emissions reductions through the sourcing of more sustainable materials.

National Oceanic and Atmospheric Administration (NOAA): We attended a NOAA meeting in to discuss possible climate impacts on our business, from droughts impacting cotton to the effect of snowstorms on logistics.

For instance, together with more than we signed a call to the government of Vietnam to simplify and expand access to renewable energy.

The TCFD outlines how companies should report on climate-related risks and mitigation strategies.

Our preferred fibers strategy aims for resilient supply chains that have a lower impact on the environment and support social well-being.

To identify preferred fibers, we use life cycle assessment data on indicators including global warming potential, water use, and eutrophication, as well as evaluating biodiversity, potential for circularity, chemistry, land-use change, and social conditions within production.

These resources include recorded training sessions, regularly updated fiber consumption reports, an extensive internal Product Claims Toolkit, and a new calculator that enables them to estimate how the selection of different fibers will affect a product’s footprint.

PROTECTING BIODIVERSITY A number of our environmental goals support our commitment to biodiversity.

We also partner with nearly a dozen different coalitions that are committed to protecting nature, including the World Resources Institute, WWF, and Textile Exchange.

We are committed to supporting the development of SBTs on nature, and looking ahead, we plan to develop a Gap Inc. biodiversity strategy that will help us meet them.

We are committed to selecting fibers that have a lower carbon footprint, use less water, create less waste, and support efforts to protect biodiversity.

from more sustainable sources At least 45% of polyester sourced from recycled sources (rPET).

of cotton was sourced from more sustainable sources 10% of polyester was sourced from recycled sources 17.

In Cashmere Standard® and Leather Working Group to source responsible animal-derived materials.

Manufactured Cellulosics We have worked closely with our fiber suppliers to eliminate production that uses wood-derived fibers from ancient, endangered, high conservation value, and high carbon stock forests.

We continue to work with the CanopyStyle initiative to encourage global suppliers to set policies and complete audits to guarantee they are not sourcing from ancient and endangered forests in their production.

We are also partnering with Canopy on nextgeneration fiber sourcing, which prioritizes alternative inputs such as recycled textiles and waste materials.

Our aim is to consolidate our business to only work with suppliers that receive Canopy’s highest “green shirt” ranking, which indicates they meet the criteria for best practices in protecting forests.

We also piloted the SAC’s Higg Product Environmental Module to understand the impacts of selected products and sought to create robust estimates of environmental impacts where possible.

As well as this, we developed an internal calculator for all our brands that uses MSI data to provide a more holistic picture of a raw material’s climate and water impact for baselining and goal tracking.

For example, the Hong Kong Research Institute of Textiles and Apparel Limited (HKRITA) is studying the desired hydroponic farming conditions for growing extra long staple (ELS) cotton in an urban environment to enable a consistent, stable, transparent supply of cotton in an urban environment, supporting our goals for fiber security and traceability.

The denim was produced according to EMF’s three principles of circularity, which state that the jeans should be used more, made to be made again, and made from safe and recycled or renewable inputs.

In Republic and Old Navy began testing ways to recycle fiber from the textile waste stream into new products.

Secondly, HKRITA is working with Arvind Limited, another key supplier, to create a new method of removing indigo dye from cotton so that denim waste can be more easily reused or re-dyed.

Also in sales to reduce waste and raised more than $157,000 for the Gap Inc. Selvage Fund (see more on p. 9).

As part of our circularity efforts, we also tackle different waste streams.

We continue to reduce, eliminate, and recycle packaging waste, and have signed The Fashion Pact’s commitment on single-use plastics. Read more about our circularity and waste efforts on our website.

Increasing the use of safe, renewable, and recycled materials, and supporting innovation in circular manufacturing.

We prioritize addressing plastic waste in the critical areas that account for single-use plastic: hangers, polybags, shopping bags, and e-commerce mailers.

Elimination of unnecessary or problematic plastics in packaging to consumers by and in packaging to businesses by 2030 Ensure at least half of all plastic packaging is 100% recycled content, for packaging to consumers by 2025, and in packaging to businesses by 2030 After rolling out new polymailers that contain 50 percent recycled content (compared to 35 percent in 2020), the team decided to commission a life cycle assessment to compare the impacts and performance of three alternatives to our current mailer: paper, bio-based, and reusable.

Our policies and sustainability frameworks guide as as we strive to meet the company's social and environmental goals.

The SGO brings together Gap Inc.’s Strategy, Environment, Social & Governance, Government Affairs, Corporate Development, and New Business functions to drive sustainable growth aligned with the company’s mission and values.

Form partnerships with civil society, governments, and other sectors to increase collective impact By partnering with organizations from the local to the global level, we fuel sustainable solutions, create greater equality, and scale impact throughout our business, across our industry, and beyond.

The Risk Committee reviews results, identifies any other key risks, and prioritizes them in the appropriate quadrants based on risk exposure and mitigation maturity.

The COVC also sets out our basic expectations for environmental standards to all Tier whom Gap Inc. conducts business.

For example, Gap Inc. CEO Mark Breitbard met Vice President Kamala Harris at the White House in policies to boost the care economy and its impact on workers in the postpandemic environment.

Additionally, in the past we have been active in policy discussions and have lobbied on issues related to trade, tax policy, ports/infrastructure, and environmental issues.

This enables us to address our wider environmental footprint and improve working conditions in facilities.

See more about our assessment, water, chemicals management, materials, and circularity practices in our Enriching Communities and Empowering Women & Human Rights sections.

To minimize the impacts of the fibers we use in our products, we place a special focus on cotton, and we are also taking steps to source more sustainable synthetic and manufactured cellulosic fibers.

energy and water, as well as chemicals that may impact local watersheds if not treated properly.

Through our Mill Sustainability Program, we integrate clear environmental standards into our sourcing decisions.

Our comprehensive approach for improving working conditions in our supply chain combines facility-monitoring and capability-building programs that engage our vendors to measure and address their environmental and social impacts.

We are working to conserve energy and reduce waste at our distribution centers, the largest facilities we own and operate.