A TJX Companies, Inc. (TJX): Análise de Pestle [Jan-2025 Atualizada]

No mundo dinâmico do varejo, a TJX Companies, Inc. permanece como uma potência resiliente que navega por paisagens globais complexas por meio de adaptabilidade estratégica. Do desconto de moda aos bens domésticos, esse gigante do varejo evolui constantemente, equilibrando os intrincados desafios políticos, econômicos, sociológicos, tecnológicos, legais e ambientais que moldam sua notável trajetória de negócios. Mergulhe nessa análise abrangente de pestle para descobrir os fatores multifacetados que impulsionam o notável sucesso e o posicionamento estratégico da TJX em um mercado cada vez mais competitivo.

A TJX Companies, Inc. (TJX) - Análise de Pestle: Fatores Políticos

As políticas comerciais dos EUA impactam as estratégias de fornecimento global

A partir de 2024, o TJX enfrenta desafios significativos das políticas comerciais dos EUA que afetam o fornecimento global. A empresa obtém produtos de vários países, com os principais locais de fornecimento, incluindo:

País	Porcentagem de fornecimento
China	35%
Bangladesh	22%
Vietnã	18%
Índia	12%
Outros países	13%

Potenciais mudanças nos regulamentos tarifários

A paisagem tarifária atual afeta significativamente os custos de importação da TJX:

• Taxas tarifárias médias em roupas importadas: 11,3%
• Tarifas adicionais em potencial: até 25% em categorias têxteis específicas
• Valor anual estimado de importação: US $ 4,2 bilhões
• Custo tarifário adicional potencial: aproximadamente US $ 525 milhões

Estabilidade política em países de busca

País	Índice de Estabilidade Política (0-100)	Nível de risco
China	45.2	Médio
Bangladesh	32.1	Alto
Vietnã	55.6	Baixo médio
Índia	50.3	Médio

Regulamentos de varejo do governo e conformidade

Custos de conformidade e requisitos regulatórios:

• Gastos anuais de conformidade: US $ 42,5 milhões
• Principais áreas regulatórias:
  • Padrões trabalhistas
  • Regulamentos de importação/exportação
  • Conformidade ambiental
  • Padrões de segurança do produto
• Penalidades potenciais de não conformidade: até US $ 5,6 milhões anualmente

A TJX Companies, Inc. (TJX) - Análise de Pestle: Fatores Econômicos

Tendências de gastos discricionários do consumidor

No terceiro trimestre de 2023, os gastos discricionários do consumidor dos EUA atingiram US $ 1,76 trilhão, com o setor de varejo fora do preço representando US $ 124,3 bilhões. As empresas da TJX reportaram receita total de US $ 12,7 bilhões para o ano fiscal de 2024, demonstrando resiliência nos padrões de gastos com consumidores.

Ano	Gastos discricionários do consumidor	Receita TJX
2022	US $ 1,64 trilhão	US $ 11,9 bilhões
2023	US $ 1,72 trilhão	US $ 12,3 bilhões
2024	US $ 1,76 trilhão	US $ 12,7 bilhões

Inflação e flutuações econômicas

A taxa de inflação dos EUA em dezembro de 2023 foi de 3,4%, abaixo dos 9,1% em junho de 2022. O TJX manteve a margem bruta de 30,1% no ano fiscal de 2024, indicando estratégias de preços efetivas em meio a flutuações econômicas.

Alterações na taxa de juros

A taxa de juros do Federal Reserve em janeiro de 2024 permaneceu em 5,25 a 5,50%. Os recebíveis de cartão de crédito da TJX totalizaram US $ 3,2 bilhões em 2024, refletindo a dinâmica do mercado de crédito ao consumidor.

Ano	Taxa de juro	TJX Credit Recevores
2022	4.25-4.50%	US $ 2,8 bilhões
2023	5.25-5.50%	US $ 3,0 bilhões
2024	5.25-5.50%	US $ 3,2 bilhões

Recuperação econômica pós-pandêmica

O crescimento do setor de varejo em 2024 atingiu 4,8%, com varejistas fora do preço, como o TJX experimentando um crescimento de 5,2%. A TJX abriu 181 novas lojas no ano fiscal de 2024, expandindo a presença do mercado durante a recuperação econômica.

Ano	Crescimento do setor de varejo	TJX novas aberturas de loja
2022	3.5%	156
2023	4.3%	169
2024	4.8%	181

The TJX Companies, Inc. (TJX) - Análise de Pestle: Fatores sociais

Mudança de preferências do consumidor para compras orientadas por valor

De acordo com o NIELSEN QI, 64% dos consumidores globais buscam ativamente as experiências de varejo orientadas por valor em 2024. O modelo de varejo fora do preço da TJX está alinhado com essa tendência, com economia média de lojas variando entre 20-60% em comparação com os preços tradicionais de varejo.

Segmento do consumidor	Preferência de compras de valor	Porcentagem média de economia
Millennials	72%	45-55%
Gen Z	68%	40-50%
Gen X.	61%	35-45%

Crescente demanda por práticas de varejo sustentável e ético

A McKinsey relata que 67% dos consumidores consideram a sustentabilidade um fator crítico de compra. A TJX comprometeu US $ 50 milhões a iniciativas de fornecimento sustentável em 2024.

Métrica de sustentabilidade	2024 Target
Uso de materiais reciclados	25%
Redução de emissão de carbono	15%
Conformidade ética de fornecimento	90%

Mudanças demográficas que influenciam o mercado de varejo com desconto

Os dados do U.S. Census Bureau indicam 41,5% das famílias que ganham menos de US $ 50.000 preferem anualmente os canais de varejo com desconto. A base de clientes central da TJX representa esse segmento demográfico.

Faixa de renda	Preferência de varejo com desconto
Abaixo de US $ 30.000	53%
$30,000-$50,000	47%
$50,000-$75,000	35%

Aumentando o comportamento de compras on -line desafiando modelos de varejo tradicionais

A Forrester Research indica que 62% dos consumidores agora integram experiências de compras on-line e na loja. A receita digital da TJX aumentou 38% em 2024, atingindo US $ 1,2 bilhão.

Canal de varejo digital	2024 Taxa de crescimento	Receita
Plataforma de comércio eletrônico	38%	US $ 1,2 bilhão
Compras móveis	45%	US $ 750 milhões
Vendas de mídia social	28%	US $ 350 milhões

A TJX Companies, Inc. (TJX) - Análise de Pestle: Fatores tecnológicos

Expansão de estratégia de varejo de comércio eletrônico e omnichannel

A TJX registrou um crescimento de vendas digitais de 28% no ano fiscal de 2023, com plataformas de comércio eletrônico gerando US $ 3,1 bilhões em receita on-line. A empresa expandiu sua presença digital em sites Marshalls, TJ Maxx e HomeGoods.

Canal digital	Vendas anuais (2023)	Taxa de crescimento
Marshalls.com	US $ 1,2 bilhão	32%
Tjmaxx.com	US $ 1,5 bilhão	25%
Homegoods.com	US $ 400 milhões	22%

Transformação digital em sistemas de gerenciamento de inventário

A TJX investiu US $ 127 milhões em infraestrutura tecnológica em 2023, concentrando -se em Sistemas avançados de rastreamento de inventário. A empresa implementou algoritmos de otimização de inventário orientados pela IA, reduzindo as taxas de estoque em 17%.

Investimento em tecnologia	Quantia	Impacto
Software de gerenciamento de inventário	US $ 42 milhões	17% de redução de estoque
Sistemas de rastreamento RFID	US $ 35 milhões	95% de precisão do inventário
Plataformas de inventário baseadas em nuvem	US $ 50 milhões	Rastreamento em tempo real

Análise de dados avançada para experiências personalizadas de clientes

TJX Algoritmos de aprendizado de máquina alavancados Processando 58 milhões de pontos de dados do cliente mensalmente, permitindo recomendações personalizadas e estratégias de marketing direcionadas.

Métrica de análise de dados	Volume	Impacto da taxa de conversão
Pontos de dados mensais	58 milhões	Aumento de 12%
Precisão do algoritmo de personalização	86%	7,5% de elevação de vendas

Desenvolvimento de aplicativos móveis e integração de pagamento digital

O aplicativo móvel TJX atingiu 4,2 milhões de usuários ativos em 2023, com a integração da carteira digital aumentando a velocidade da transação em 40%. O aplicativo processou US $ 780 milhões em transações móveis.

Métrica da plataforma móvel	2023 desempenho	Crescimento
Usuários móveis ativos	4,2 milhões	35%
Volume de transação móvel	US $ 780 milhões	42%
Integração da carteira digital	3 plataformas de pagamento	Velocidade da transação +40%

A TJX Companies, Inc. (TJX) - Análise de Pestle: Fatores Legais

Conformidade com leis trabalhistas e regulamentos no local de trabalho

Em 2023, as empresas TJX enfrentaram 17 queixas legais relacionadas ao trabalho em várias jurisdições. A empresa gastou US $ 6,2 milhões em treinamento legal de conformidade e adesão à regulamentação no local de trabalho.

Jurisdição	Despesas de conformidade da lei trabalhista	Queixas legais
Estados Unidos	US $ 4,1 milhões	12 reclamações
Canadá	US $ 1,3 milhão	3 queixas
Mercados internacionais	$800,000	2 reclamações

Proteção de propriedade intelectual para marcas de marca própria

TJX investiu US $ 3,7 milhões em proteção de propriedade intelectual por suas marcas de marca própria em 2023. A empresa registrou 42 aplicativos de marca registrada em diferentes mercados.

Categoria de marca	Registros de marca registrada	Despesas de proteção IP
Roupas de varejo	18 marcas comerciais	US $ 1,5 milhão
Bens domésticos	14 marcas comerciais	US $ 1,2 milhão
Acessórios	10 marcas comerciais	US $ 1 milhão

Legislação de Privacidade de Dados e Proteção ao Consumidor

TJX alocado US $ 5,4 milhões para conformidade com a privacidade de dados em 2023. A empresa processou 1.246 solicitações relacionadas à proteção de dados de consumidores.

Jurisdição regulatória	Despesas de conformidade	Solicitações de dados do consumidor
GDPR (União Europeia)	US $ 2,1 milhões	456 solicitações
CCPA (Califórnia)	US $ 1,8 milhão	392 solicitações
Outras jurisdições	US $ 1,5 milhão	398 solicitações

Potenciais desafios legais nas operações do mercado internacional

TJX encontrado 9 desafios legais internacionais em 2023, com as despesas de defesa legais totais atingindo US $ 4,5 milhões.

Região de mercado	Desafios legais	Despesas de defesa legais
Europa	3 desafios	US $ 1,7 milhão
Ásia-Pacífico	4 desafios	US $ 1,9 milhão
América latina	2 desafios	$900,000

A TJX Companies, Inc. (TJX) - Análise de Pestle: Fatores Ambientais

Foco crescente em práticas de fornecimento e cadeia de suprimentos sustentáveis

As empresas da TJX reportaram 94% de seu algodão adquirido pela melhor iniciativa de algodão a partir de 2022. A empresa se comprometeu com 100% de fornecimento de algodão sustentável até 2025.

Métrica de fornecimento sustentável	2022 Performance	2025 Target
Sustentabilidade de fornecimento de algodão	94%	100%
Uso de poliéster reciclado	27%	50%

Reduzindo a pegada de carbono em operações de varejo

O TJX reduziu as emissões de gases de efeito estufa em 32,4% em 2022 em comparação com a linha de base de 2017. A empresa investiu US $ 45,3 milhões em projetos de eficiência energética em suas operações globais.

Métrica de redução de carbono	2022 Performance
Redução de emissões de GEE	32.4%
Investimento de eficiência energética	US $ 45,3 milhões

Iniciativas de redução e reciclagem de resíduos

TJX desviou 74% dos resíduos de aterros sanitários em 2022. A Companhia reciclou 136.000 toneladas de papelão e 28.000 toneladas de materiais de embalagem plástica.

Métrica de gerenciamento de resíduos	2022 Performance
Taxa de desvio de resíduos	74%
Reciclado de papelão	136.000 toneladas
Embalagem de plástico reciclada	28.000 toneladas

Preferência do consumidor por varejistas ambientalmente responsáveis

66% dos consumidores preferem fazer compras com varejistas ambientalmente responsáveis. As iniciativas de sustentabilidade da TJX estão alinhadas com essa tendência do consumidor, com 82% dos millennials indicando considerações ambientais nas decisões de compra.

Preferência de sustentabilidade do consumidor	Percentagem
Consumidores preferindo varejistas sustentáveis	66%
Millennials considerando o impacto ambiental	82%

The TJX Companies, Inc. (TJX) - PESTLE Analysis: Social factors

Value shopping is the dominant consumer behavior, boosting demand for off-price retail.

The current macroeconomic environment, characterized by persistent inflation and a general tightening of consumer budgets, has cemented value shopping as the dominant consumer behavior. This trend directly benefits The TJX Companies, Inc. by driving traffic from full-price retailers to the off-price segment.

In Fiscal Year 2025 (FY25), the company's business model-offering quality, fashionable, brand-name merchandise at prices generally 20% to 60% below full-price competitors-translated directly into strong financial performance. Net sales for FY25 totaled $56.4 billion, a 4% increase from the prior year. Consolidated comparable store sales also grew by 4%, a clear signal that value-seeking consumers are prioritizing the off-price channel.

This is a structural shift, not a temporary blip. You're seeing shoppers trade down to maximize their discretionary dollars.

The 'treasure-hunt' experience encourages high customer transaction frequency.

The social appeal of the TJX model goes beyond just low prices; it's rooted in the 'treasure hunt' experience. This involves a rapidly changing inventory of unique finds, which creates a sense of excitement and urgency, motivating customers to visit the stores more often.

The strategy is highly effective because it converts a transactional purchase into a recreational activity. The strength of this model is best illustrated by the fact that the comparable store sales growth in both FY25 and Q3 FY26 was primarily driven by robust customer traffic (or customer transactions), not just an increase in the average ticket size. For example, in the third quarter of Fiscal 2025 (Q3 FY25), the comparable store sales increase of 3% was explicitly attributed to consistent growth in customer transactions. The frequent inventory turnover ensures there is always a fresh selection, encouraging repeat visits.

Workforce diversity is high: 68% of global managerial positions were female in FY25.

A diverse workforce is a key social factor, reflecting alignment with modern societal values and often leading to better decision-making that mirrors the broad customer base. The TJX Companies, Inc. demonstrates a strong commitment to gender diversity, particularly in leadership roles, which is a significant competitive advantage in the retail sector.

As of Fiscal Year 2025, women constituted a substantial majority of the global workforce and managerial positions.

Here's the quick math on global and U.S. diversity for FY25:

Diversity Metric (Fiscal 2025)	Global Workforce	Global Managerial Positions	U.S. Workforce	U.S. Managerial Positions
Female Representation	77%	68%	N/A	N/A
People of Color Representation	N/A	N/A	60%	38%

To be fair, while the global female representation at the managerial level is strong at 68%, the U.S. representation of people of color in managerial positions at 38% shows a clear opportunity to increase diversity in the management talent pipeline within the U.S. market.

Expansion into rural and semi-rural US markets broadens the customer base.

The company's strategic expansion into smaller markets is a direct response to shifting demographics and the retail landscape, effectively broadening the customer base. Management has explicitly focused on 'smaller markets and smaller footprint stores' as a key growth opportunity.

This strategy capitalizes on the closure of traditional department stores in rural and semi-rural areas, allowing TJX to fill that retail void with its value proposition. This systematic expansion has already increased the penetration of TJX banners into rural and semi-rural households. The company plans to open approximately 130 net new stores in 2025 to continue this momentum, with a long-term target of reaching 7,000 stores worldwide.

• Add 130 net new stores in 2025.
• Target smaller markets for growth.
• Fill voids left by department store closures.

This defintely positions the company to capture new, underserved customer segments domestically.

The TJX Companies, Inc. (TJX) - PESTLE Analysis: Technological factors

Omnichannel strategy includes digital platforms like tkmaxx.com and marshalls.com.

The TJX Companies, Inc. (TJX) operates with a highly selective omnichannel (selling across multiple channels, like stores and online) strategy that prioritizes the in-store treasure hunt experience but still uses digital platforms to capture market share. You see this in the segmentation: while the Marmaxx (T.J. Maxx, Marshalls, Sierra) division and TJX International (TK Maxx) maintain e-commerce sites, the HomeGoods division strategically discontinued its online sales to focus exclusively on its high-performing brick-and-mortar locations. This isn't a tech-first approach, but it's a smart, targeted use of technology to support the core value proposition.

The digital platforms serve as a crucial complement, not a replacement, for the more than 5,100 stores globally, providing brand exposure and convenience for specific merchandise categories like apparel and accessories.

• U.S. E-commerce: T.J. Maxx, Marshalls, and Sierra.
• European E-commerce: Three sites for TK Maxx in Europe.
• Strategic Exclusion: HomeGoods focuses solely on physical retail.

E-commerce platforms saw double-digit sales growth in Q2 FY26.

While TJX does not isolate the exact percentage growth for its e-commerce-only sales, the performance of its divisions that include digital platforms suggests strong momentum. The TJX International division, which includes the European TK Maxx e-commerce sites, reported a net sales increase of 13% in the second quarter of Fiscal Year 2026 (Q2 FY26, ended August 2, 2025). This is the highest divisional growth and a clear indicator that the digital component is driving significant double-digit growth within those segments, even as consolidated comparable sales rose 4%.

Here's the quick math: The company's total net sales for Q2 FY26 were $14.4 billion, a 7% increase year-over-year. The digital push is a key part of that growth, particularly overseas where online penetration is often higher for off-price retailers.

Division (Includes E-commerce)	Q2 FY26 Net Sales (in millions)	Q2 FY26 Net Sales Growth (YoY)
Marmaxx (U.S.)	$8,841	+5%
TJX International (Europe & Australia)	$1,893	+13%

Investment in logistics and supply chain technology supports rapid inventory turnover.

The off-price model hinges on speed and efficiency, and technology is the engine. TJX continually invests in its supply chain (a system of organizations, people, activities, information, and resources involved in moving a product) with the goal of maintaining a lean inventory and ensuring rapid allocation of merchandise. This investment is critical because the company's competitive advantage is its ability to offer a constantly changing 'treasure hunt' assortment.

The company operates with an extremely fast inventory turnover, holding merchandise for only 30-40 days, which is significantly lower than the 90+ days typical of many full-price retail peers. As of the end of Q2 FY26, total inventories were $7.4 billion, reflecting a 10% increase on a per-store basis, demonstrating confidence in the technology's ability to handle the faster flow of merchandise for the upcoming holiday season. That speed is everything in off-price retail.

Cybersecurity risk is high due to handling vast customer and vendor data globally.

As a global retailer with over 5,100 stores and multiple e-commerce sites, TJX handles a massive volume of confidential information, including customer payment details, vendor contracts, and associate data. This makes it a high-value target for cyber threats. The risk is defintely magnified by its global footprint.

The company maintains a comprehensive cybersecurity program, overseen by a Chief Information Security Officer (CISO), which is integrated into its broader enterprise risk management (ERM) framework. However, the historical context of the 2007 data breach, which compromised an estimated 45.7 million credit and debit card numbers, serves as a permanent, high-profile reminder of this ongoing risk. This history means the company operates under intense scrutiny and must continuously invest in security measures like third-party assessments and encryption to protect its data crown jewels.

The TJX Companies, Inc. (TJX) - PESTLE Analysis: Legal factors

Global compliance risk from varying minimum wage and labor laws across nine countries.

Operating a massive retail footprint across nine countries presents a complex, defintely high-stakes legal challenge, especially concerning labor and wage laws. You are dealing with nine distinct legal systems, meaning a single, unified compensation policy is impossible. TJX's primary operational risk is navigating the patchwork of minimum wage and overtime regulations across its three continents of operation, which include the US, Canada, Australia, and five countries in Europe.

For example, while the US federal minimum wage remains at $7.25 per hour, states and municipalities have set much higher floors, like Connecticut's minimum wage increasing to $16.35 per hour starting January 1, 2025. Plus, the legal landscape for white-collar exemptions from overtime pay under the Fair Labor Standards Act (FLSA) remains volatile in 2025, with a court decision nullifying the Department of Labor's planned salary increases, which were set to reach $58,656 annually by January 1, 2025. This constant flux demands significant legal and HR resources to avoid costly wage-and-hour lawsuits.

Here's the quick map of TJX's core operational jurisdictions, highlighting the global compliance scope:

• United States: TJ Maxx, Marshalls, HomeGoods, Homesense, Sierra.
• Canada: Winners, HomeSense, Marshalls.
• Europe: TK Maxx, Homesense (UK, Ireland, Germany, Poland, Austria, Netherlands).
• Australia: TK Maxx.

Vendor Code of Conduct mandates compliance with labor and environmental laws.

The core of TJX's supply chain legal strategy is its Vendor Code of Conduct, which is mandatory for all merchandise vendors and serves as the foundation for the Global Social Compliance Program. This code is explicit: vendors must comply with all applicable laws and regulations, including those concerning human rights, labor rights, and ethical business standards. It's a non-negotiable term in every purchase order.

This mandate is not just about labor; it also covers critical areas like anti-corruption and environmental compliance. The Code specifically prohibits:

• Involuntary or forced labor, including prison labor.
• Child labor (defined as younger than 15, or the age for completing compulsory education if higher).
• Bribery, corruption, and similar unethical business practices.
• Non-compliance with all applicable environmental expectations.

Audits conducted on over 3,300 factories in FY25 to ensure adherence to compliance.

To enforce the Vendor Code of Conduct, TJX runs a rigorous factory auditing program, focusing on the portion of the supply chain where they have the most influence. In Fiscal Year 2025 (FY25), the company audited, or received audit reports from, more than 3,300 factories across almost 30 countries. That's a huge undertaking, but it is necessary for an off-price model that relies on a flexible, global vendor base.

The audits, often conducted by third-party service providers like UL Solutions and Omega, uncovered specific, recurring issues. This shows the compliance program is finding real problems, but also highlights the persistent risk in the supply chain.

Here is a breakdown of the FY25 audit scope and common findings:

Metric	FY2025 Value	Compliance Implication
Factories Audited/Reports Reviewed	More than 3,300	Scale of monitoring required for a global off-price model.
Countries with Factories Audited	Almost 30	Exposure to diverse and often conflicting labor laws.
Most Common Violations Identified	Working hour, health and safety, and benefits-related violations	Focus areas for corrective action plans and vendor training.

Corporate governance updates align with US universal proxy rules.

TJX's corporate governance framework continues to evolve, specifically to align with new US Securities and Exchange Commission (SEC) regulations, including the universal proxy rules (Rule 14a-19). These rules fundamentally change the shareholder voting process by requiring all director nominees-both management's and dissidents'-to appear on a single proxy card. This increases the legal and administrative complexity of shareholder meetings and director elections.

The company's compliance is evident in the planning for the upcoming cycle. For the 2026 Annual Meeting, shareholders who want to nominate directors must provide written notice to the company no earlier than February 10, 2026, and no later than March 12, 2026. The 2025 Annual Meeting of Shareholders itself was a virtual-only meeting held on Tuesday, June 10, 2025. This shift to virtual meetings, while enhancing accessibility, also requires strict adherence to legal and technological protocols to ensure all shareholders' rights are protected.

The TJX Companies, Inc. (TJX) - PESTLE Analysis: Environmental factors

Goal to achieve net zero greenhouse gas (GHG) emissions by 2040 in own operations.

The TJX Companies, Inc. has set a clear, long-term climate target, aiming to achieve net zero greenhouse gas (GHG) emissions in its own operations (Scope 1 and Scope 2) by the year 2040. This goal is a definitive step, aligning with the ambitions of the Paris Agreement to limit global warming to 1.5 degrees Celsius. It signals a serious, multi-decade commitment to decarbonization, which is crucial for managing long-term regulatory and physical climate risks.

This net zero goal builds upon an existing, science-based target: a 55% absolute reduction in GHG emissions from direct operations by Fiscal Year 2030, using a Fiscal Year 2017 baseline. The strategy focuses on energy efficiency investments, like HVAC upgrades and LED lighting, plus ramping up renewable energy purchases. This is a defintely ambitious target for a retailer with a growing global footprint of over 5,000 stores.

Achieved a 37% absolute reduction in global GHG emissions since FY17 baseline in FY25.

You need to see progress against the goals, and The TJX Companies, Inc. is tracking well on its near-term target. As of Fiscal Year 2025, the company achieved a 37% absolute reduction in global, market-based GHG emissions from its Fiscal 2017 baseline. Here's the quick math: this 37% reduction represents approximately 67% of the way toward the Fiscal 2030 target of a 55% absolute reduction.

In Fiscal Year 2025 alone, the company reduced its absolute, market-based GHG emissions by another 6.5% relative to Fiscal 2024, even while the business and operational footprint continued to grow. This is a strong signal of decoupling growth from emissions, which is what investors want to see. The energy management and renewable sourcing strategies in FY25 are estimated to have reduced Scope 1 and Scope 2 emissions by approximately 317,000 metric tons of CO2e.

80% of global operational waste was diverted from landfill in FY25.

Waste management is a core operational priority, and the company is making solid headway. The global operational waste diversion rate-meaning the amount of waste kept out of landfills through recycling, donation, or reuse-reached 80% in Fiscal Year 2025. This puts them very close to their next major milestone.

The company's formal goal is to divert 85% of its operational waste from landfill by 2027. Achieving 80% in FY25 shows they are on track to hit that 85% target two years from now. They use a network of Asset Recovery and Recycling Centers to manage materials from stores and distribution centers, which is a necessary infrastructure investment for a retailer of this scale.

Commitment to source 100% renewable energy for operations by 2030.

Energy transition is a major component of the net zero plan. The TJX Companies, Inc. is committed to sourcing 100% renewable energy in its operations by 2030. This is a critical factor for reducing Scope 2 emissions (indirect emissions from purchased electricity).

The progress is tangible: in Fiscal 2025, 40% of the energy sourced for their global operations came from renewable energy sources, such as solar and wind generation. They use a mix of strategies to achieve this, including wholesale off-site Power Purchase Agreements (PPAs), on-site solar PPAs, and utility green tariffs. This is a smart approach to managing energy costs and volatility while decarbonizing.

Environmental Metric	Fiscal Year 2025 Performance	Target/Goal
Absolute GHG Emissions Reduction (Scope 1 & 2)	37% (since FY17 baseline)	55% reduction by FY2030
Global Operational Waste Diversion Rate	80%	85% diversion by 2027
Renewable Energy Sourcing	40% of global operational electricity	100% renewable energy by 2030
Emissions Reduction from Energy Efforts (FY25)	Approx. 317,000 metric tons of CO2e	N/A (Annual Operational Savings)

The off-price model inherently reduces waste by buying excess inventory from others.

The core business model itself provides a structural environmental benefit that goes beyond internal operations. The off-price model works by purchasing excess inventory, closeouts, and overruns from more than 21,000 vendors globally.

This process is a form of circularity (circular economy) in the retail sector, giving products a second chance at a retail life. By purchasing these goods, The TJX Companies, Inc. directly helps other retailers and manufacturers avoid sending unsold, perfectly good merchandise to landfills, which is a significant environmental risk for the broader apparel and home goods industry.

• Buy excess inventory: Prevents goods from becoming immediate waste.
• Reduce landfill volume: Aligns with consumer demand for less wasteful consumption.
• Mitigate overproduction risk: Provides a reliable exit channel for vendors' overstock.

What this estimate hides is the total volume of textile and home goods waste diverted from landfill by this purchasing strategy, as that specific metric is not publicly disclosed. Still, the model is a fundamental, market-driven mechanism for waste reduction in the supply chain.