ESGBERT/environment_data · Datasets at Hugging Face

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care for, and discard their clothes to reduce our products’ total environmental footprint.
We also engage in and contribute to industrywide solutions to reduce end-of-life impacts.
Note: ESG Report refers to Gap Inc.’s Sustainability Webpages refer to our Global Website, which hosts our Environment, Social, and Governance (ESG) Hub and Equality & Belonging Report; Annual Report refers to Gap Inc.’s Annual Report on Form 10-K for the fiscal year ended January 29, 2022; and Proxy Statement refers to the Notice of Annual Meeting of Gap Inc. Shareholders 2021 and 2022 Proxy Statements.
Properties 102-5 Nature of ownership and legal form Annual Report Part II, Item 5.
Measuring Our Progress: Environment *Defined as: Better Cotton (formerly BCI), verified US-grown cotton (USCTP), organic, in-conversion (to verified organic), recycled and regenerative.
Our GHG data for previous years is currently available at the ESG Resources.
Enriching Communities: Circularity and Waste 306-2 Management of significant waste-related impacts ESG Report Enriching Communities: Circularity and Waste 44 306-3 Waste generated ESG Report Enriching Communities: Circularity and Waste Gap Inc. is currently developing a data collection strategy for our waste management with the help of our waste management partner and Distribution Center Operations team, which will detail our waste generated data. 44 306-4 Waste diverted from disposal ESG Report Enriching Communities: Circularity and Waste Gap Inc. is currently developing a data collection strategy for our waste management with the help of our waste management partner and Distribution Center Operations team, which will detail our waste diverted from disposal data. 44 306-5 Waste directed to disposal ESG Report Gap Inc. is currently developing a data collection strategy for our waste management with the help of our waste management partner and Distribution Center Operations team, which will detail our waste directed to disposal data.
Process Management: Adherence to chemicals management best practices during manufacturing is critical for reducing both human and environmental risks.
For more than in our Water Quality Program, which allows us to actively monitor and improve wastewater quality.
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.
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.
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.
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.
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.
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 through the Arctic’s fragile ecosystem.
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.
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.
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.
. Animal We lfare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
We’ve significantly expanded the scope of our diversity programs, led by our new Vice President of Diversity and Inclusion.
In addition to an innovative diversity-focused video series, we have a partnership with several Historically Black Colleges and Universities to help us recruit and develop new leaders for Wynn, with a similar program for internal candidates.
We feel good about our track record in environmental sustainability.
In Las Vegas, our desert environment keeps us keenly focused on water resources, and so we’ve reduced our overall water consumption by 16% since 2019– despite enjoying many months of record-breaking guest visitation.
Our more than to harness solar power through our own solar farm, meeting 75% of our peak demand from solar and other renewable resources.
In Boston, our resort obtains and green power resources, and we’ve now diverted 100% of that resort’s waste from landfills.
Who We Are Wynn Resorts was named to FORBES MAGAZINE’S BEST EMPLOYERS FOR DIVERSITY LIST FOR 2022.
Public attractions include a waterfront park, f loral displays, and water shuttle service to downtown Boston.
I T Y Forbes Magazine’s Wynn Resorts for its diverse board and executive ranks, as well as its proactive employee diversity and inclusion initiatives.
Progress is part of our nature, and our commitment to sustainability is testament to the evolution of our Company.
This means providing award-winning service at our resorts worldwide, in a manner that respects communities, people, and our environment.
These goals center our core values around our purpose: to benefit the environment, our guests and employees, and the communities in which we live and operate.
Wynn Resorts is working toward the following three milestones: Our goals and strategy are aligned with the recommendations made by the Intergovernmental Panel on Climate Change (IPCC) for limiting global warming to below Accord.
BY To reduce or offset all carbon dioxide (CO2) produced by our operations no later than 2050.
To increase Wynn’s supply of renewable energy produced or procured to at least consumption by 2030.
In power from 23 MW of solar generation capacity in North America.
supplied to Encore Boston Harbor is sourced from renewable and green sources of power.
O V E R N A N C E R E P O R T Our Nominating and Corporate Governance Committee is committed to maintaining a Board of Directors (“Board”) with a broad spectrum of experience and expertise that will promote the presentation and consideration of different points of view, meet the Company’s evolving needs and strengthen our diversity.
In Corporate Governance Committee reinforced the Board’s commitment to diversity of experiences and perspectives among its members.
At that time, the Nominating and Corporate Governance Committee had also established a goal of achieving diversity among Board members.
The Board and its Committees, in consultation with management and the Company’s independent auditors, regularly review the Company’s risk profile and have identif ied specif ic areas of risk including: regulatory compliance; legal and human resource matters; legislative and political conditions; capital availability and liquidity; gaming credit extension and collection; cybersecurity, including protection of customer and employee data; construction; catastrophic events; and succession planning.
Wynn Resorts believes that all employees are entitled to work in a safe environment where they are treated with dignity and respect.
Wynn Resorts also believes that everyone has a role in creating a positive, safe, respectful work environment.
The only tax abatement or preferential tax treatment that the company receives stems from so-called “Green building credits” related to the properties that Wynn and its subsidiaries operate.
As has been true throughout our Company’s history, Wynn Resorts remains dedicated to building a progressive, diverse, equal, and inclusive environment.
I L Launched in the Diversity & Inclusion Strategic Plan, the refreshed Diversity & Inclusion Advisory Council ensures that all groups throughout the Company are represented.
The D&I Advisory Council provides departmental perspective regarding activation and engagement of diversity and inclusion initiatives during monthly meetings.
The D&I Advisory Council assists in stewarding messaging by identifying diversity champions to ensure initiatives, events, and objectives reach frontline workers.
In the conversation on a diverse and inclusive workforce by hiring Glenda Swain, Wynn’s first Vice President of Diversity & Inclusion (D&I).
Diversity programs are planned and directed through this office, ensuring voices are heard and amplified, especially from underrepresented groups.
The VP of Diversity & Inclusion manages advancement at all levels of the Company through thoughtful initiatives to grow diversity among our leadership.
of Wynn Resorts Executives in the North America were female in 2021 27% of Wynn Resorts Executives in North America represented minority ethnicities in 2021 Additional detail on our workforce diversity and employee demographics is highlighted in our EEO-1 Reports.
R A M Early in the Diversity & Inclusion Strategic Plan, Wynn Resorts adopted new hiring programs to create a more diverse and inclusive workforce.
The conversation advanced through hiring practices intended to improve the ethnic diversity representation among each level of leadership and recruitment programs to bring more diverse candidates into the hiring pipeline, specif ically addressing diversity at the director level, and above.
As this program grows, so does diversity representation at the director level and above.
C U R R I C U L U M Also under development in phase one of the D&I Strategic Plan is a employees increase their awareness of diversity and inclusion in the workplace, and leaders learn how to develop and manage diverse teams.
As Wynn progresses into the next phases of the Diversity & Inclusion Strategic Plan, our goal is to be an employer of choice for diverse employees and to recruit diverse candidates.
R A M The Diversity Recruitment program will engage with new partners to recruit diverse candidates for employment.
Wynn maintains exceptional standards of animal welfare in its Kprogram facilities.
Large individual kennels are cleaned daily and furnished to reduce stress with sound dampening equipment, auto-filling water bowls, and large beds.
Animal Welfare Nutrition and health are central to our K9 team.
To ensure the dogs are not overworked, bodily weight, food consumption, and work activity are tracked.
For more information on the impacts and initiatives to add value in the communities surrounding our properties in Macau, please visit the Wynn Macau Limited Sustainability Report here.
In engaged with non-profits throughout the year, examined needs within the community, and sought to fill in financial and resource gaps for those organizations most in need.
As an internationally recognized brand, Wynn Resorts understands its responsibility to address the complex environmental issues facing our entire industry.
Our ultimate corporate goal is aggressive: to operate zero carbon, zero waste resorts.
With a circular approach that encompasses our entire supply chain, we constantly examine ways to reduce each of our resorts’ environmental impact in our Company’s focus areas of renewable energy, water conservation, waste diversion, recycling, single-use plastic abatement, emissions reduction, and natural habitat protection.
To promote the adoption of sustainability measures by like-minded organizations, we consistently disseminate our environmental solutions through transparent annual reporting and relevant informationsharing activities across a number of sectors.
In the section ahead, we detail our interaction with key environmental topics and outline our progress toward our sustainability goals in North America.
Encore Boston Harbor diverted waste from the landfill in 2021.
To reduce or offset all carbon dioxide (CO produced by our operations no later than 2050.
F O R M E D G O A L S Our goals and strategy are aligned with the recommendations made by the Intergovernmental Panel on Climate Change (IPCC) for limiting global warming to below Accord.
Enlisting Support for Tracking: Wynn has allocated resources to manage emissions by partnering with data technology company nZero (formerly Ledger8760).
By increasing the granularity in our energy consumption data, we will more accurately manage our emissions reduction program.
This is part of a broader effort to bring greater transparency to our emissions accounting and data quality.
• Continuing to Invest in Our Future: Wynn is actively developing new renewable projects that reduce scope emissions.
Wynn continues to reduce energy consumption through investments in operational eff iciencies and technology upgrades.
• Supplying Products with Responsible Practices: Wynn is prioritizing products made with responsible environmental and social practices.
R I S K Today we are adapting to water scarcity, which has become a contributing factor to our operational resilience in southern Nevada Our guests’ preferences demand environmental awareness and transparency.
In the coming months, regulatory systems will expand to include emissions reporting.
R E S P O N S E By working with stakeholders, local authorities, and the Southern Nevada Water Authority, Wynn is targeting consumptive water use.
Wynn is actively seeking new technologies and methods to reduce water stress.
Energy management is a foundational piece of our building design and operations at our resorts.
Our properties are built to the highest LEED or Green Globes standards, incorporating eff iciency in building operations and maintenance in the areas of high energy consumption, heating, ventilation and air conditioning, lighting, and large-scale machinery.
The goal of our operations is to reduce energy consumption and the associated scope while maintaining system reliability and comfort for our guests.
I O N (renewable generation and REC purchases, including green-e Certif ied RECs that offset a portion of electricity consumed.
Wynn works closely with local utilities, energy regulators, and industry experts in advancing our energy initiatives.
Wynn’s energy policies comply with federal, state, and local regulations.
Wynn’s energy procurement and renewable strategy in North America is led by the Chief Sustainability Officer.
A I N I N G Energy management programs are executed at our resorts by Engineering and Facilities teams along with Design and Development teams.
Using a sophisticated energy submetering system, our Facilities team can adjust operations for optimization and safety.

care for, and discard their clothes to reduce our products’ total environmental footprint.

We also engage in and contribute to industrywide solutions to reduce end-of-life impacts.

Note: ESG Report refers to Gap Inc.’s Sustainability Webpages refer to our Global Website, which hosts our Environment, Social, and Governance (ESG) Hub and Equality & Belonging Report; Annual Report refers to Gap Inc.’s Annual Report on Form 10-K for the fiscal year ended January 29, 2022; and Proxy Statement refers to the Notice of Annual Meeting of Gap Inc. Shareholders 2021 and 2022 Proxy Statements.

Properties 102-5 Nature of ownership and legal form Annual Report Part II, Item 5.

Measuring Our Progress: Environment *Defined as: Better Cotton (formerly BCI), verified US-grown cotton (USCTP), organic, in-conversion (to verified organic), recycled and regenerative.

Our GHG data for previous years is currently available at the ESG Resources.

Enriching Communities: Circularity and Waste 306-2 Management of significant waste-related impacts ESG Report Enriching Communities: Circularity and Waste 44 306-3 Waste generated ESG Report Enriching Communities: Circularity and Waste Gap Inc. is currently developing a data collection strategy for our waste management with the help of our waste management partner and Distribution Center Operations team, which will detail our waste generated data. 44 306-4 Waste diverted from disposal ESG Report Enriching Communities: Circularity and Waste Gap Inc. is currently developing a data collection strategy for our waste management with the help of our waste management partner and Distribution Center Operations team, which will detail our waste diverted from disposal data. 44 306-5 Waste directed to disposal ESG Report Gap Inc. is currently developing a data collection strategy for our waste management with the help of our waste management partner and Distribution Center Operations team, which will detail our waste directed to disposal data.

Process Management: Adherence to chemicals management best practices during manufacturing is critical for reducing both human and environmental risks.

For more than in our Water Quality Program, which allows us to actively monitor and improve wastewater quality.

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.

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.

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.

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.

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.

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 through the Arctic’s fragile ecosystem.

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.

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.

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.

. Animal We lfare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

We’ve significantly expanded the scope of our diversity programs, led by our new Vice President of Diversity and Inclusion.

In addition to an innovative diversity-focused video series, we have a partnership with several Historically Black Colleges and Universities to help us recruit and develop new leaders for Wynn, with a similar program for internal candidates.

We feel good about our track record in environmental sustainability.

In Las Vegas, our desert environment keeps us keenly focused on water resources, and so we’ve reduced our overall water consumption by 16% since 2019– despite enjoying many months of record-breaking guest visitation.

Our more than to harness solar power through our own solar farm, meeting 75% of our peak demand from solar and other renewable resources.

In Boston, our resort obtains and green power resources, and we’ve now diverted 100% of that resort’s waste from landfills.

Who We Are Wynn Resorts was named to FORBES MAGAZINE’S BEST EMPLOYERS FOR DIVERSITY LIST FOR 2022.

Public attractions include a waterfront park, f loral displays, and water shuttle service to downtown Boston.

I T Y Forbes Magazine’s Wynn Resorts for its diverse board and executive ranks, as well as its proactive employee diversity and inclusion initiatives.

Progress is part of our nature, and our commitment to sustainability is testament to the evolution of our Company.

This means providing award-winning service at our resorts worldwide, in a manner that respects communities, people, and our environment.

These goals center our core values around our purpose: to benefit the environment, our guests and employees, and the communities in which we live and operate.

Wynn Resorts is working toward the following three milestones: Our goals and strategy are aligned with the recommendations made by the Intergovernmental Panel on Climate Change (IPCC) for limiting global warming to below Accord.

BY To reduce or offset all carbon dioxide (CO2) produced by our operations no later than 2050.

To increase Wynn’s supply of renewable energy produced or procured to at least consumption by 2030.

In power from 23 MW of solar generation capacity in North America.

supplied to Encore Boston Harbor is sourced from renewable and green sources of power.

O V E R N A N C E R E P O R T Our Nominating and Corporate Governance Committee is committed to maintaining a Board of Directors (“Board”) with a broad spectrum of experience and expertise that will promote the presentation and consideration of different points of view, meet the Company’s evolving needs and strengthen our diversity.

In Corporate Governance Committee reinforced the Board’s commitment to diversity of experiences and perspectives among its members.

At that time, the Nominating and Corporate Governance Committee had also established a goal of achieving diversity among Board members.

The Board and its Committees, in consultation with management and the Company’s independent auditors, regularly review the Company’s risk profile and have identif ied specif ic areas of risk including: regulatory compliance; legal and human resource matters; legislative and political conditions; capital availability and liquidity; gaming credit extension and collection; cybersecurity, including protection of customer and employee data; construction; catastrophic events; and succession planning.

Wynn Resorts believes that all employees are entitled to work in a safe environment where they are treated with dignity and respect.

Wynn Resorts also believes that everyone has a role in creating a positive, safe, respectful work environment.

The only tax abatement or preferential tax treatment that the company receives stems from so-called “Green building credits” related to the properties that Wynn and its subsidiaries operate.

As has been true throughout our Company’s history, Wynn Resorts remains dedicated to building a progressive, diverse, equal, and inclusive environment.

I L Launched in the Diversity & Inclusion Strategic Plan, the refreshed Diversity & Inclusion Advisory Council ensures that all groups throughout the Company are represented.

The D&I Advisory Council provides departmental perspective regarding activation and engagement of diversity and inclusion initiatives during monthly meetings.

The D&I Advisory Council assists in stewarding messaging by identifying diversity champions to ensure initiatives, events, and objectives reach frontline workers.

In the conversation on a diverse and inclusive workforce by hiring Glenda Swain, Wynn’s first Vice President of Diversity & Inclusion (D&I).

Diversity programs are planned and directed through this office, ensuring voices are heard and amplified, especially from underrepresented groups.

The VP of Diversity & Inclusion manages advancement at all levels of the Company through thoughtful initiatives to grow diversity among our leadership.

of Wynn Resorts Executives in the North America were female in 2021 27% of Wynn Resorts Executives in North America represented minority ethnicities in 2021 Additional detail on our workforce diversity and employee demographics is highlighted in our EEO-1 Reports.

R A M Early in the Diversity & Inclusion Strategic Plan, Wynn Resorts adopted new hiring programs to create a more diverse and inclusive workforce.

The conversation advanced through hiring practices intended to improve the ethnic diversity representation among each level of leadership and recruitment programs to bring more diverse candidates into the hiring pipeline, specif ically addressing diversity at the director level, and above.

As this program grows, so does diversity representation at the director level and above.

C U R R I C U L U M Also under development in phase one of the D&I Strategic Plan is a employees increase their awareness of diversity and inclusion in the workplace, and leaders learn how to develop and manage diverse teams.

As Wynn progresses into the next phases of the Diversity & Inclusion Strategic Plan, our goal is to be an employer of choice for diverse employees and to recruit diverse candidates.

R A M The Diversity Recruitment program will engage with new partners to recruit diverse candidates for employment.

Wynn maintains exceptional standards of animal welfare in its Kprogram facilities.

Large individual kennels are cleaned daily and furnished to reduce stress with sound dampening equipment, auto-filling water bowls, and large beds.

Animal Welfare Nutrition and health are central to our K9 team.

To ensure the dogs are not overworked, bodily weight, food consumption, and work activity are tracked.

For more information on the impacts and initiatives to add value in the communities surrounding our properties in Macau, please visit the Wynn Macau Limited Sustainability Report here.

In engaged with non-profits throughout the year, examined needs within the community, and sought to fill in financial and resource gaps for those organizations most in need.

As an internationally recognized brand, Wynn Resorts understands its responsibility to address the complex environmental issues facing our entire industry.

Our ultimate corporate goal is aggressive: to operate zero carbon, zero waste resorts.

With a circular approach that encompasses our entire supply chain, we constantly examine ways to reduce each of our resorts’ environmental impact in our Company’s focus areas of renewable energy, water conservation, waste diversion, recycling, single-use plastic abatement, emissions reduction, and natural habitat protection.

To promote the adoption of sustainability measures by like-minded organizations, we consistently disseminate our environmental solutions through transparent annual reporting and relevant informationsharing activities across a number of sectors.

In the section ahead, we detail our interaction with key environmental topics and outline our progress toward our sustainability goals in North America.

Encore Boston Harbor diverted waste from the landfill in 2021.

To reduce or offset all carbon dioxide (CO produced by our operations no later than 2050.

F O R M E D G O A L S Our goals and strategy are aligned with the recommendations made by the Intergovernmental Panel on Climate Change (IPCC) for limiting global warming to below Accord.

Enlisting Support for Tracking: Wynn has allocated resources to manage emissions by partnering with data technology company nZero (formerly Ledger8760).

By increasing the granularity in our energy consumption data, we will more accurately manage our emissions reduction program.

This is part of a broader effort to bring greater transparency to our emissions accounting and data quality.

• Continuing to Invest in Our Future: Wynn is actively developing new renewable projects that reduce scope emissions.

Wynn continues to reduce energy consumption through investments in operational eff iciencies and technology upgrades.

• Supplying Products with Responsible Practices: Wynn is prioritizing products made with responsible environmental and social practices.

R I S K Today we are adapting to water scarcity, which has become a contributing factor to our operational resilience in southern Nevada Our guests’ preferences demand environmental awareness and transparency.

In the coming months, regulatory systems will expand to include emissions reporting.

R E S P O N S E By working with stakeholders, local authorities, and the Southern Nevada Water Authority, Wynn is targeting consumptive water use.

Wynn is actively seeking new technologies and methods to reduce water stress.

Energy management is a foundational piece of our building design and operations at our resorts.

Our properties are built to the highest LEED or Green Globes standards, incorporating eff iciency in building operations and maintenance in the areas of high energy consumption, heating, ventilation and air conditioning, lighting, and large-scale machinery.

The goal of our operations is to reduce energy consumption and the associated scope while maintaining system reliability and comfort for our guests.

I O N (renewable generation and REC purchases, including green-e Certif ied RECs that offset a portion of electricity consumed.

Wynn works closely with local utilities, energy regulators, and industry experts in advancing our energy initiatives.

Wynn’s energy policies comply with federal, state, and local regulations.

Wynn’s energy procurement and renewable strategy in North America is led by the Chief Sustainability Officer.

A I N I N G Energy management programs are executed at our resorts by Engineering and Facilities teams along with Design and Development teams.

Using a sophisticated energy submetering system, our Facilities team can adjust operations for optimization and safety.