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We also conduct regular inspections of water lines to find, fix and prevent leaks.
We are improving energy efficiency and procuring renewable energy resources for our buildings in North America.
While we have focused on our North American facilities in the past, we are now exploring how we can improve energy consumption in our facilities around the world.
We already have projects in place generating wind power and solar power across Europe, and in more facilities in Europe and Australasia.
As a vital part of the circular economy, we play a role in minimizing the long-term environmental and social effects of the products we distribute.
At the macro level, we look at global issues, like conflict minerals, single-sourced components, waste and other supply chain weaknesses.
We are committed to responsible sourcing, reducing waste in our operations and providing customers with the option to choose recycled or remanufactured products.
Our waste reduction efforts to date focused on our U.S. facilities, the largest portion of our footprint; however, we are now actively evaluating how to reduce waste at facilities globally.
In the U.S., recycling remains the most effective way to divert waste from landfills.
GPC Asia Pacific has also developed a multi-year plan for waste reduction and recycling initiatives.
In addition to traditional waste diversion activities, our automotive business participates in significant product lifecycle activities related to cores and remanufactured parts.
As part of our commitment to sustainability, we are exploring adding environmental factors to the auditing process, and we look forward to sharing our progress in future reports.
In addition, the team is actively looking for other opportunities to remove single-use plastics and make a big impact on reducing overall waste in our operations.
We respect our teammates and recognize the hard work and positive energy they bring to GPC every day.
We embrace diversity; seek to ensure fair treatment, equality of opportunity and fairness for all; and strive to foster an inclusive culture where all teammates — regardless of race, gender or other differences — feel safe and supported to be their true selves at work.
Our priorities include: encouraging teammate participation in our new Business Resource Groups (BRGs), including those already launched for women, African Americans, Asians and veterans; training and educating our teammates on DEI topics; and celebrating the diversity of our team by highlighting women’s history, Asian ...
Develop partnerships within the communities we serve We will continue to enhance our Supplier Diversity Program; identify and implement external DEI partnerships; and align our corporate giving and volunteerism to advance the interests of disadvantaged individuals and communities.
We recently joined the Georgia Minority Supplier Diversity Council and the Georgia Hispanic Chamber of Commerce to improve our supplier diversity partnerships.
Learn more about our growing Supplier Diversity Program, process for gender pay equity and new Business Resource Groups (BRGs): As a standard business practice, we work to continually assess and update compensation and ensure all teammates, regardless of gender, race and other characteristics, are rewarded fairly for t...
One of our DEI priorities is the global expansion of our supplier diversity initiatives.
We plan to enhance data gathering going forward to better calculate, analyze and report on total global diversity spend in future years.
At UAP, our teammates in Canada are turning their commitment to diversity into action with a multi-step approach that reaches all levels of the organization.
We endeavor to provide them with a safe environment free from hazards while also equipping them with the knowledge and tools to take personal responsibility for their safety and the safety of others.
Source: Teammate Engagement Survey of teammates say they feel our company provides them with a safe working environment of teammates say they are comfortable reporting a safety issue In our Australasia region, teammates participate in the successful “Make it Safe, Make it Home” program, which encourages them to make sa...
HBCUs have played a vital role in our communities for more than a century, and we believe in helping students to learn and thrive in an environment where they can build solid relationships with people who have similar goals.
In addition to encouraging teammates to plant trees or small gardens, we also collect unwanted cell phones, computers, tablets and other electronics for secure donation through programs serving lowincome families, school children and U.S. military service members.
We are fortunate to have a deeply talented and experienced board that reflects the diversity of our teammates, our customers and the communities where we operate.
Through intentional efforts, we are proud to have improved the diversity and inclusiveness of our board.
The board embraces its role in overseeing ESG-related policies, strategies and programs, and its directors continuously work to integrate corporate responsibility, environmental stewardship, business ethics, community involvement and diversity, equity and inclusion into our business strategy, policies and vision for th...
Understanding Our ESG Governance Structure For us, ESG is more than a compliance or risk mitigation tool; it’s our way of doing business.
Embedding sustainability into our organization requires a different mindset and management approach to make sure we can respond quickly to environmental, social and market drivers.
Throughout our history, we have engaged in corporate responsibility and environmental stewardship.
Now with an intentional effort and commitment from our executive leadership, we can work together as One GPC Team to create a clean-energy future that celebrates diversity and inclusion.
In ESG goals to business unit quota plans to better measure and track progress on improving diversity, equity and inclusion (DEI) and reducing carbon emissions.
The board of directors oversees the affairs of GPC for the benefit of our shareholders; reviews financial goals and performance; fosters an ethical business environment; and oversees and directs the company’s approach to ESG.
Business unit ESG leaders are responsible for achieving DEI and carbon emissions reduction targets within their business units, which helps ensure accountability for these important initiatives throughout the organization.
Our Risk Assurance and Analysis teams across the company efficiently analyze potential risks, determine materiality, assess likelihood and impact, and develop actionable mitigation strategies to address such risks.
Revenue from products thirdparty certified to environmental and/or social sustainability standards Quantitative Reporting currency GPC does not disclose this.
This includes environmental, social, and governance (ESG) oversight by the Compensation, Nominating, and Governance (CNG) Committee of the Board of Directors, which is comprised of all independent Directors.
At each meeting, the CNG Committee is provided a full update on the company’s ESG initiatives, risks and opportunities, including those related to the environment and climate change.
The company continues to formalize its carbon emission reduction program, and in engaged an expert in the area to help measure its global carbon footprint, set reduction targets and analyze abatement strategies.
We continue to monitor and measure renewable and carbon neutral energy sources and will purse economically favorable low carbon energy solutions where they make sense for the company.
Strategy - Disclose the actual and potential impacts of climaterelated risks and opportunities on the organization’s businesses, strategy and financial planning where such information is material Genuine Parts Company’s Sustainability Committee completed the GPC Sustainability Roadmap in Reporting Initiative (GRI) sust...
This includes information about our efforts to improve energy efficiency in all our operations world-wide, reduce our global carbon footprint and embed sustainability into our strategic planning process, our operations and our value chain.
Metrics - Disclose the metrics and targets used to assess and manage relevant climaterelated risks and opportunities where such information is material In emissions.
Abatement measures are being analyzed and implemented, and we continue to monitor and measure renewable and carbon neutral energy sources and will pursue economically favorable low carbon energy solutions where they make sense for the company.
At the beginning of the restrictions and implications of a global pandemic would be short-lived; however, it didn’t take long to realize the lasting impacts COVID-19 would have across relationships, working environments, social settings, and so much more.
We are known for our busy restaurants brimming with energy.
And while these past two years have certainly been the most challenging operating environment The Cheesecake Factory has ever faced, our business remains remarkably resilient, with strong consumer demand for our brands and exceptionally high restaurant operator tenures.
We have made strategic investments that we feel have allowed us to best manage through the continued volatile environment and also position us well for what comes after the pandemic.
The impactful nature of the content and the psychological safety created by our Staff Relations managers encouraged restaurant managers to be open and honest in their conversations.
Our program, which captures excess food from our restaurants and bakeries to give it to those in need, helped to avoid almost three million pounds of greenhouse gas emissions.
Diversity, Equity, Inclusion & Belonging We’ve always believed in treating every teammate with respect, dignity, and fairness.
To help ensure equity and inclusion in today’s complex world, we’ve become more intentional about providing education around diversity, inclusion and bias, increasing representation for underrepresented groups and fostering a sense of belonging for everyone.
In equity, inclusion and belonging (DEI&B) working group, led by our Chief People Officer, to formalize our approach to maintaining an inclusive and equitable environment for all staff.
And during the past three years, we’ve intensified our efforts to provide a welcoming and inclusive environment for all our staff and managers.
““ While we believe our inclusive environment has been key to our success as a business and as a workplace culture, we also realize that to be truly effective, we need outside expertise to review our practices and culture in a more objective approach.
After careful research and examination, we partnered with diversity, inclusion and bias expert Dr. James Pogue, who has expertise within the hospitality industry.
Over four weeks, these leaders met weekly in small groups to discuss issues around diversity, inclusion and bias.
The goals of the “No-Nonsense Experience” were to encourage leaders to increase their comfort and skills in participating in conversations about race, diversity, inclusion and bias, and build strategies for change at both the individual and organizational levels.
Ensuring our recruiting processes and recruitment marketing materials reflect the diversity of our teammates and the communities we serve.
We have focused on showcasing the range of diversity among our staff in our recruitment marketing materials.
We understand that diversity, equity, inclusion, and belonging are not goals that are simply achieved.
These concepts are long-term goals that require ongoing investment, support and adaptation.
In Factory was named to the PEOPLE Companies that Care® list, which highlights the top U.S. companies that have succeeded in business while also demonstrating outstanding respect, care, and concern for their employees, their communities, and the environment.
improve our sustainable seafood and animal welfare efforts.
Our Sustainable Sourcing Policy demonstrates our commitment to leading practices within our supply chain and establishes our buying preference for ingredients that are third-party certified for sustainability, that are environmentally and socially responsible, that promote animal welfare, and that are traceable back to...
We fundamentally understand that animal welfare is not a singular issue for a single species, but rather, a set of holistic and comprehensive principles for all animals throughout their lifecycles.
ENVIRONMENT When it comes to our menu, we strive to source not only high-quality ingredients, but also those that are sustainably managed and produced.
Our Sustainability Code of Conduct seeks to uphold our values and principles by establishing certain standards for our suppliers with respect to legal requirements, ethical practices, and environmental standards.
ENVIRONMENT As we work to source ingredients that are sustainably managed and produced, we are keenly aware that we cannot do everything all at once, so we seek to focus on the highest priority issues for the ingredients we purchase.
In an effort to ensure strong environmental performance across all our produce ingredients, we continue to expand the number of priority ingredients for which we require our suppliers to submit annual environmental data in areas including water consumption, pesticide use and toxicity, fertilizer use, biodiversity conse...
As a part of our Sustainable Sourcing Policy, we are currently working towards a number of animal welfare goals, and our specific performance in for these goals can be viewed in our Appendix: Sustainable Sourcing Update.
Due to the dispersed nature of the beef industry in the U.S., it has been difficult to make consistent progress on all of our goals, but we saw several positive trends emerge since our last CSR report in with our beef supply including: strong growth in the provision of pain relief, use of best practices when dehorning ...
TRAINING, AUDITING & GOVERNANCE We recognize that strong performance in social, environmental, and animal welfare requires mutual commitment and cooperation throughout the entire supply chain.
Our Sustainability department, which reports directly to the company’s President, plays the key role in supporting the day-to-day implementation of our animal welfare and sustainability policies.
Members of the department forge and manage partnerships with sustainability NGOs, provide updates and strategic plans to our senior management and Board of Directors, integrate compliance with animal welfare and sustainability standards into supplier contracts in collaboration with our Purchasing department, and work w...
8% increase in our diversion rate since 2020 Environment Beyond how we are working to build a more sustainable supply chain, we continue to focus on ways to reduce our environmental impact across our operations.
We focus our efforts on energy, water, waste, packaging, and climate.
Since restaurant portfolio GHG intensity per square foot by over 20% while creating an absolute GHG reduction of approxi mately 3%.
ingredient to our business, we continue to look for opportunities to conserve and reduce water consumption.
The biggest positive impact we can have on water conservation is in our supply chain with the producers and growers of our ingre dients.
Since we set our water reduction goals in mation from our suppliers on their water conservation practices, we have reduced our water consumption by 3%.
renewable energy at usage, while also reducing our energy usage per square foot by 8% since 2015.
Design (“LEED”) certifications, to changes in staff and equipment procedures, we are working to reduce and improve our energy usage.
manage and reduce waste across our operations, from efficient inventory management and food preparation techniques, to reducing food waste and packaging in our kitchens.
In our restaurants we look to make continual improvements in water efficiency through design, equipment, procedures, and tracking.
As of the date of this report, about corporate offices, and bakeries are located in areas of high-water stress.
packaging before the pandemic, which helped us reduce the amount of material used, and use only polypropylene and ethylene, allowed us to mitigate our environmental impact when our to-go sales increased.
These packaging improve- ments have also led to an improved guest experience by helping to better maintain the temperature and structural integrity of the dish.
In early the Science Based Targets initiative (SBTi) and established our intent to pursue a net zero by 2050 GHG reduction strategy, in alignment with the 1.5° pathway called for by the Paris Agreement.
assess ways to improve our climate performance from enhanced GHG tracking and lower impact building practices to more climate friendly sourcing opportunities.
• Achieving over a restaurant portfolio GHG emission intensity per square foot since 2015.
Our scope emissions from landfilled, recycled, and composted waste.
Consistent with our commitment to setting a SBTi target, we are further working to quantify scope emissions from our value chain, including purchases of our key food ingredients, packaging, and supplies.
Environmental, Social & Governance Methodology The Cheesecake Factory’s Corporate Social Responsibility Report covers the reporting period of fiscal year 2021, unless otherwise specified.
As we continue to monitor our environmental footprint in the future, we plan to update these numbers accordingly.
• Our direct purchases of palm oil are RSPO certified, and from suppliers who have committed to no deforestation and no development on peat/ high carbon stock forests.
• This year, for the first time, we asked our produce partners to estimate the change in water, pesticide, and fertilizer consumption they’ve achieved since 2015, whether it is an increase or decrease.
On average and weighted by the partner’s relative contribution to our supply of priority produce ingredients, our suppliers have achieved a reduction in water consumption, a 1.5% reduction in pesticide use, and a 1.5% reduction in fertilizer consumption.

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