A SHARED DRIVE
FOR BETTER –Community. Planet. Workday.

2022 CINTAS ESG REPORTCINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENT

Completed

1.61

-7.9%

44.2%

Developed-7.5%

Launched

APPENDIX

This Cintas Corporation 2022 Environmental, Social, and Governance (ESG)
Report contains forward-looking statements. The Private Securities Litigation
Reform Act of 1995 provides a safe harbor from civil litigation for forwardlooking statements. Forward-looking statements may be identified bywords such as “estimates,” “anticipates,” “predicts,” “projects,” “plans,”“expects,” “intends,” “goal,” “target,” “forecast,” “believes,” “seeks,”“ambition,” “could,” “should,” “may,” and “will,” or the negative versions
thereof and similar words, terms, and expressions and by the context inwhich they are used. Such statements include, but are not limited to, thegoals, targets, and commitments presented in this ESG Report, are based
upon current expectations, estimates, and projections of Cintas, and speak
only as of the date made.

Awards andRecognitionof our employee-partners
are self-reported minorities

GOVERNANCE

Forward-Looking Statements

FY’22 HIGHLIGHTS

organizational accounting of our
North American greenhousegas emissions

SOCIAL

Lowered our total recordable
incident rate to 1.61

a new internal Environmental,
Social, and Governancemanagement structure

Reduced our energy consumption
intensity by 7.9% from FY’21

Lowered our emissions intensity
by 7.5% from FY’21

You should not place undue reliance on any forward-looking statement. We
cannot guarantee that any forward-looking statement will be realized. Thesestatements are subject to various risks, uncertainties, potentially inaccurate
assumptions, and other factors that could cause actual results to differ fromthose set forth in or implied by this ESG Report. Factors that might causesuch a difference include, but are not limited to, our ability to successfully
meet our environmental and social goals, targets, and commitments
presented in this ESG Report within the expected timeframe, or at all,including our Net Zero greenhouse gas (GHG) goal, due to a number of risks
and uncertainties, such as: changes in laws, regulations, prevailing standards,
or public policy; the alignment of the scientific community on measurement
and reporting approaches; the evolution of technology; the complexity ofcommodity supply chains and adoption of supply chain traceability practices
and tools; the quality of recycling and waste management infrastructure
in local markets; the volatility of markets for recycled materials; the capitaland operating cost of implementing recycling and waste management
technologies; and the risks, uncertainties, and other matters included in
our Annual Report on Form 10-K for the year ended May 31, 2022 and in
our reports on Forms 10-Q and 8-K that we file with the U.S. Securities andExchange Commission. Cintas undertakes no obligation to publicly release
any revisions to any forward-looking statements or to otherwise update
any forward-looking statements, whether as a result of new information or
to reflect events, circumstances, or any other unanticipated developments
arising after the date on which such statements are made, except otherwise
as required by law. The risks and uncertainties described herein are notthe only ones we may face. Additional risks and uncertainties presently not
known to us or that we currently believe to be immaterial may also harm ourbusiness. Investors should not interpret the disclosure of any risk factor to
imply that the risk has not already materialized.
The company goals presented in this ESG Report are aspirational and notguarantees or promises that such goals will be met. Statistics and metrics
related to ESG matters are estimates and may be based on standards andpractices for measuring progress that are still developing, internal controls
and processes that continue to evolve and assumptions that are subject tochange. Accordingly, such historical, current, and forward-looking statistics
and metrics may be subject to modifications in future reports due to suchdeveloping standards, practices and controls, and processes.
This ESG Report does not cover all information about our business. Inclusionof ESG-related or other information in this ESG Report, including the use of theterm “materiality” or similar terms, should not be construed as a characterization
regarding the materiality of such information to our business or financial results
or as stating that such information is necessarily material to investors or otherstakeholders for purposes of U.S. federal securities laws.
Readers should not place undue reliance on the information set forthin this ESG Report.

2

CINTAS 2022 ESG REPORTWELCOME
Our 2022 Environmental, Social, and Governance(ESG) Report shares stories and updates from ourongoing ESG Journey – including our performance,
successes, and opportunities.
In this ESG Report you will find an expanded depth
and breadth to our reporting. The report also
incorporates new data and information relating to:• Climate: Emissions and Energy• Water Stewardship• Chemical Use and Safety• Diversity, Equity & Inclusion• Safety and Health• Employee-Partner Development• Product/Service Safety, Quality, and Impacts
The core values of ESG have been Central to Cintas
since our origins. But we are excited to continue ourformal journey and we are excited to see where thefuture takes us.

CONTENTSABOUT CINTAS
4

About This Report

5This Is Cintas

6

ESG Is Part of Who We Are

7

A More Holistic Look at Cintas

7Awards, Honors, and Achievements

8

COVID-19 Drives Cintas’ Business Evolution

ABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCEOUR ESG JOURNEY

SOCIAL10

A Message from Our CEO

48

Overview and Approach

11

A Message from Our Vice President of ESG
and Chief Compliance Officer

49

Our People

51

Human Rights

122022: Our Environmental Year in Review

53

Diversity, Equity & Inclusion

13

Our Path to Net Zero

Workforce Data

14

SPOTLIGHT: EV Pilot Hits the Road

55
56

Talent Recruitment and Retention

15

Stakeholder Engagement

58

Workforce Recruitment and Retention Data

16

Impact Priorities

59

Compensation and Benefits

17

Our Market Advantage: Sustainable Products
and Services

63

Performance and Advancement

65

Training and Development

18
20

CORNERSTONE: The Spirit Is the Difference

CORNERSTONE: Operational Excellence and Reliability

ENVIRONMENTAPPENDIX68

SPOTLIGHT: PBRGs: Supporting Partner Development

69

Employee-Partner Engagement70

Safety and Health74

SPOTLIGHT: Ergo Excellence24

Overview and Approach

75

Global Supply Chain and Supplier Relations

26

Climate, Emissions, and Energy

77

Supplier Diversity

28

SPOTLIGHT: SmartTruck Routing Cintas
into the Future

78

Community Impact and Philanthropy

82

29

Emissions Performance

SPOTLIGHT: Cintas Partner Assistance Fund

83

Impacts of Our Products and Services

30

Emissions Data

31

Energy Performance

32

Energy Data33

SPOTLIGHT: Facility-Focused Energy Reductions

34

Water Stewardship

38

Water Data39

SPOTLIGHT: Pursuing Greater Water Reuse

40

Chemical Safety

41

Waste

42

GOVERNANCE
85

Overview and Approach86

ESG Governance and Oversight88

Ethics and Integrity

90

Tax Policy

91

Public Policy and Advocacy

93

Cybersecurity and Data Privacy

SPOTLIGHT: Zero Waste Project

94

Regulatory Compliance43

SPOTLIGHT: Technology’s Role Managing
Waste Materials

95

SPOTLIGHT: First Aid & Safety Product Regulation

44

Materials

APPENDIX46

SPOTLIGHT: Reducing, Reusing, Recycling,
and Repurposing Our Textiles

97

Citations, References, and Annotations

98

Notes and Methodologies

99

GRI Index

108 SASB Index
111 UN Sustainable Development Goals

3

CINTAS 2022 ESG REPORTABOUT CINTASABOUT THISREPORT

We have also provided a breakdown of how ouroperations align with the United Nations Sustainable
Development Goals (UN SDGs). An update on ourcontributions to, and progress toward, selected UN SDG
goals is available in the Appendix.

This report also includes significant updates toour environmental data as a result of our ongoingorganizational review and baselining initiative. Our
water data has also been expanded to include all Rental
processing operations in the United States and Canada.

The 2022 Cintas ESG Report provides information
about our ESG performance on an annual, fiscal-yearbasis. Unless otherwise noted, data and informationencompass the company’s fiscal year (FY) 2022 (FY’22),
which ran from June 1, 2021, through May 31, 2022.

Additional information is included to meet the needsof other parties, including ESG-focused investment
and advisory services, and other ESG rater andranking agencies.

Further, our previously reported FY’19 emissions,energy and water baselines, and our FY’20 and FY’21
performance data have been updated and restated toreflect the expanded scopes of disclosure. Due to theuse of number rounding within this report, some data
points may not add to the totals shared.

Information in this report was current as of its date ofinitial publication on January 18, 2023. Cintas is not
obligated to update the 2022 ESG Report after its initial
release but reserves the right to make edits if necessary.
Any revisions will be reflected in an updated digital
version of the report, published on cintas.com/esg.
In addition to the report details listed below, thefollowing sections provide further information aboutdata and calculations referenced in this report and aredetailed in the Appendix: Citations, References, andAnnotations; and Reporting Notes and Methodologies.

FRAMEWORKS AND DISCLOSURESThe report has been prepared with reference to the
Global Reporting Initiative (GRI) Standards released
in 2021. See the Appendix for a full list of relevant
GRI disclosures.
This report also includes disclosures for the
Sustainability Accounting Standards Board (SASB)’s
Professional & Commercial Services industry. This year,
we have supplemented this framework with selecteddisclosures from the Road Transportation frameworkand the Apparel, Accessories & Footwear framework
to provide deeper insight into our business activities.
See the Appendix for a full listing of the selected
SASB disclosures.

OUR ESG JOURNEY

ENVIRONMENTDATA SCOPE
This report generally covers the ESG performance ofCintas’ wholly owned operations located in the UnitedStates and Canada, collectively referred to as Cintas inthis report.
Data is reported on a fiscal-year basis. Our baseline year
remains FY’19 – June 1, 2018, through May 31, 2019 –which represents the first complete fiscal year following
the full integration of G&K Services, which we acquired
during FY’17.
Our references to employee-partners1 represent all of
our full-time and part-time workers in the United States
and Canada, unless otherwise noted.
All financial references and related data are reported
in U.S. dollars. We have provided endnotes, defined
specific terms used in this report, and annotatedadditional references and reporting methodologies in
the Appendix.

DATA UPDATESOur data sets disclosed in this report expand on ourprevious effort.2 Our emissions and energy data sets
now encompass Cintas’ full U.S. and Canada operations.
These include business locations, distribution centers,
and corporate facilities in operation during thereporting periods. This year our fleet data includes ourcommercial fleet vehicles in both the United States
and Canada.

SOCIAL

GOVERNANCE

APPENDIX

We worked with a third-party consultant to help us
identify our enterprise carbon use and to collect andanalyze our available emissions and energy data. In
any instance when location utility information was notavailable, a science-based, algorithmic model was used
to best approximate and complete the data set.3
Our environmental performance has demonstrated
continued intensity improvements since our FY’19
base year. However, the COVID-19 pandemic’s
full effect on our performance and data cannot becompletely isolated from other efficiency and process
improvements that contributed to performance gains.4

More Information and Contact Us
Find all Cintas SEC filings and more through our
website, including:• 2022 Proxy Statement• FY’22 Cintas Form 10-K
• Cintas Investor Relations• ESG at Cintas• Past ESG Reports
For more information about Cintas’ 2022 ESG
Report, please contact us at ESG@cintas.com.

4

CINTAS 2022 ESG REPORTABOUT CINTASTHIS IS CINTAS(including Uniform Rental and Facility Services), First
Aid & Safety, Fire Protection, and Design Collective(also referred to as our Uniform Direct Sale business).
Customers range from small “Main Street” businesses
to major corporations throughout North America that
employ tens of thousands of people. With such adiverse customer base, no single customer accounts formore than 1% of our total revenue.

Cintas Corporation helps more than 1 million businessesof all types and sizes get Ready for the Workday®
with confidence. Our products and services help keep
our customers’ facilities and employees clean, safe,and looking their best. We do so by operating with asustainable business model. We strive to minimize theaggregate environmental impact of our products andservices, promote sustainability and a common respect,and manage our business in a responsible, ethical way.
Approximately 43,000 employee-partners service ourcustomers through our four business units: Rental

OUR ESG JOURNEY

ENVIRONMENT

We provide a host of products and services to help
businesses open their doors with confidence. Our
company portfolio includes a range of environmentallyand socially focused products that promote a cleaner
environment, an ethical supply chain, and the safety
and health of the communities we serve.

SOCIAL

GOVERNANCE

APPENDIX

These include programs that provide customers with:• Workwear and apparel• Mats• Mops• Towels• Environmentally friendly restroom andcleaning supplies• First aid and safety products• Stocked workplace first aid cabinets• Automated external defibrillators (AEDs)• Emergency eyewash stations• Workplace hydration offerings• Cardiopulmonary resuscitation (CPR) and first aid
certification training

FY’22 IN NUMBERS• Safety and industry compliance training• Fire extinguishers• Sprinkler systems• Alarm services$7.85Brevenue+11,000

local delivery routes$1.24Bnet income~43,000
employee-partners+1M
customers

462

Headquartered in Cincinnati, Ohio, Cintas common
stock is traded on the Nasdaq Global Select Market
under the symbol CTAS. Cintas is a component of boththe Standard & Poor’s 500 Index and the Nasdaq-100
Index. The company has been ranked on the last
five editions of the Fortune 500 list, making every list
since 2018.
For more information, visit cintas.com, or follow us
on our corporate social media accounts on LinkedIn,
Facebook, Twitter, Instagram, and TikTok.

operational facilities

5

CINTAS 2022 ESG REPORTABOUT CINTASESG IS PART OF
WHO WE ARE

The modern-day Cintas evolved in 1968 when Richard“Dick” Farmer’s new uniform rental programs launched.
The programs utilized an exclusive new fabric that
extended the life of work uniforms, and cleaned themin more efficient processes than families could at
home. On top of the customer-centric service model hedeveloped, Dick’s uniform rental concept anchored thecompany’s growth over the next 15 years, and he took
the company public in 1983.

ESG concepts have been engrained in our company
since its very beginnings.
The origins of our family business date back to 1929 and
the Great Depression, when Doc and Amelia Farmer
collected dirty, discarded shop rags from Cincinnati-areabusinesses’ trash. They took these home to be washed,
then resold them to the same businesses. They createda local circular economy for the area – and set thefoundations of the spirit of ingenuity Cintas has become
known for.

OUR ESG JOURNEY

ENVIRONMENT

Our next CEOs, Bob Kohlhepp and Scott Farmer,
continued the company’s expansion into fields thatprovided critical support to the communities we serve.
This further developed Cintas’ sustainable businessmodel, first conceptualized by Doc and Amelia all those
years ago. The model runs on beliefs and principles
articulated by Dick in his book, The Spirit Is The

SOCIAL

GOVERNANCE

APPENDIX

Difference – a handbook describing how we run
our business.
Over time, Dick’s central themes of collaboration andcommon respect – for both our people and the world
around us – have led to:• Fantastic employee-partner engagement,• Great retention rates,• A world-class safety program, and• A widely respected management philosophy.
Today, sustainability – including environmental
consciousness, diversity, equity, inclusivity, andcommunity – is engrained in our Corporate Culture
on a much larger scale.

6

CINTAS 2022 ESG REPORTABOUT CINTASA MORE HOLISTICLOOK AT CINTASOur business provides the consistency, flexibility, andspeed to accommodate customers as issues or concerns
arise, keeping them always Ready for the Workday®,no matter what. And our dedication to positive
discontent means we always work together to strive tobe better than we are now and commit ourselves toever greater impact.

ESG principles are engrained in our past, integral to
our present, and destined to drive our business in the
future. At Cintas, we:• Focus on maximizing value for our key stakeholders• Foster and preserve a defined culture centered on
respect and continual improvement• Operate our company by a set of definedmanagement principles
These principles are intricately woven into Cintas’
history, systems, and management structure. They’re
why we are proud to state that ESG is Central to Cintas.
We focus on doing what’s right and doing it better. But
more than that, we work tirelessly to ensure everything
we do is in response to customers’ current needs while
proactively catering to evolving and future needs.

OUR ESG JOURNEY

ENVIRONMENTREFRESHING OUR BRAND
Recently we have begun to shift our focus more to why
we do what we do, not just how we do it. As a result,in 2022, we worked to refresh our brand platform tohelp better detail the holistic value we provide for ourcustomers. The strengthened platform builds onthe momentum and equity we have created to help
us shape the future of the workday.
The updated platform helps us better convey thatbusinesses can count on us to create value in ways
we believe are better for the environment, our people,
and our collective futures.

SOCIAL

GOVERNANCE

APPENDIX

AWARDS,HONORS, AND
ACHIEVEMENTS
Cintas and its employee-partners strive to operate
our business in a manner that inspires respect.
This model is intrinsically linked to the concepts ofsustainability, value, innovation, and partnership.
In FY’22, we were honored with recognitions
that reinforce our commitments to operate ourbusiness for our customers and the communities
in a sustainable, ethical, and meaningful way.

7

CINTAS 2022 ESG REPORTABOUT CINTASCOVID-19 DRIVESCINTAS’ BUSINESSEVOLUTIONEVOLVING OUR STRATEGY

Cintas is committed to the safety, well-being, andcare of our customers. At the start of the COVID-19
pandemic, company leaders at our corporate
headquarters and local facilities around North America
helped our customers remain open, while maintaining asafe environment for their employees and customers.
Throughout the pandemic, we have worked diligently toprovide customers with the health and safety products
and services needed to remain open for business,
especially those in essential service industries. Cintas’
structure and agility buoyed our pivot to meet theseneeds and demands almost immediately, supporting
our customers’ operations during those uncertain,
trying times.

First Aid & Safety Division
Our First Aid & Safety division leveraged our vast global
supply chain to secure ample supplies of health andsafety products for customers. These include personal
protective equipment (PPE) like face masks, shields, andNitrile gloves, hand sanitizer, touchless dispensers, andessential cleaning supplies.

Rental Division
We implemented a third-party audit process in
our Rental division to certify that our plants use ahygienically clean process to launder garments and bulk
items for healthcare, food service, and hospitality use.

OUR ESG JOURNEY

ENVIRONMENTIn response to evolving customer needs alongside
health and safety concerns, we have continued
to leverage our culture of innovation and positive
discontent to keep pushing ourselves – and ourbusiness – forward.
We introduced the Cintas Total Clean Program™ to
support our customers’ commitment to cleanlinessand provide scheduled deliveries of essential cleaning
supplies and hygienically cleaned laundering.
To support key sectors like healthcare and technology,
we’ve introduced products and services including
washable, reusable isolation gowns and in-facility
garment dispensers. These have helped our customers
conduct their business in safer, cleaner environments.
Another important benefit Cintas has provided its
customers is consistency. Cintas customers havereceived consistent service visits, and our employeepartners have helped perform services and deliverproducts that ease the duties of our customers andtheir employees.
We expect COVID-19 will have a lasting impact onsociety. Innovations launched at the height of thepandemic will continue to play an important rolefor our customers, but so will our renewed focus on
our business’s flexibility and agility. We will continue
to challenge our product development teams andother innovators so we’re even better informed – andReady™ – to support our customers when their next
need becomes reality.

SOCIAL

GOVERNANCE

APPENDIXCOVID-19 ACCELERATESHYGIENIC CERTIFICATIONIn the early stages of the pandemic, much about
COVID-19 was unknown. At the time, there wasconcern about the virus’s viability on various
surfaces, including clothing, garments, and fabrics.
To help provide added confidence to ourcustomers and their employees, we expanded
an independent, third-party audit process in
our Rental division by Hohenstein Group, theinternational leader in testing, certification, andresearch in the textile industry. For each Rental
location audited, the inspection includes a 74 lineitem assessment of the entire facility, including:• Evaluation of the disinfection efficiency oflaundry chemicals• Assurance of quarterly textile testing• Analysis of 11 critical sample points throughout
the plant to ensure that 99.99999% of bacteria
is removed during the laundering process
In the United States and Canada, 311 Rental
processing and branch locations that process
garments, apparel, and service textiles had theircleaning processes audited for certification ofhygiene control management. When certified,these locations met standards for hygienic
cleaning for healthcare, food processing, andhospitality items.
This audit helps provide our customers withadded assurance that our laundry processes
are consistent throughout our company, andassists our customers with the audit requirements
required by their respective industries.

8

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXOUR ESG JOURNEY

10
11
12
13
14
15

A Message from Our CEO
A Message from Our Vice President of ESG
and Chief Compliance Officer
2022: Our Environmental Year in Review
Our Path to Net ZeroSPOTLIGHT: EV Pilot Hits the Road
Stakeholder Engagement

16
17
18
20

Impact Priorities
Our Market Advantage: Sustainable Products
and Services
CORNERSTONE: The Spirit Is the Difference
CORNERSTONE: Operational Excellenceand Reliability

9OUR ESG JOURNEY

CINTAS 2022 ESG REPORTABOUT CINTASA MESSAGE FROMOUR CEO

We’ve placed a heavy emphasis on technology’s integrationand influence on our business. It’s helped us to create
tremendous efficiencies and to improve our customers’,shareholders’, and employee-partners’ experiences, aswell as those of others in our value chain. We anticipate
innovation and advances in technology will continue tobe important, especially as we identify opportunities topursue sustainable programs and processes throughout ourbusiness. We believe it’s important that Cintas helps drive
innovation for our industry, and we have prioritized working
with our suppliers to identify more sustainable solutions.

Our Corporate Culture is one of the main elementsthat make Cintas – and our people – so special. It’s
foundational to our success, provides purpose for ourwork, and prioritizes our people, our customers, and ourshareholders. The commitment of our entire company to
our ESG Journey – from leaders to the frontline – is why
we’re excited about how far we have come and eager tosee how our ESG strategy develops in the coming years.
It’s also a key reason we’re confident in our collective
ability to pursue initiatives that advance our ESG Journey.
Our employee-partners have embraced an importantcomponent of our culture: positive discontent. We’renot satisfied with the status quo, and we’re always
searching for new ways to improve our business, betterour processes, and further support our customers andthe communities we serve. As we continue our ESG
Journey, we need to not only maintain but also hasten
our conviction to evaluate every aspect of our business,
including every input and output. We believe evengreater things are ahead for us.
We’ve begun expressing Cintas’ ambitions in this spaceas “A Shared Drive for Better.” With ESG priorities
helping influence our strategic decisions, we have theopportunity to contribute to a better tomorrow for us
all: Cintas, our employee-partners, our customers, oursuppliers, our communities, and the planet.
Rallying around a vision of a better tomorrow has been
important this year. While we have a history of identifying
and operationalizing opportunities that make Cintas more
efficient, now, with ESG helping influence our decisionmaking, our PACE Team has started identifying further
ways to improve our business. We continue to review
the team’s recommendations and expedite the mostimpactful solutions that current technology can support.

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

As we move forward in our ESG Journey, we will continue
to build on our company’s sustainable business model andmaintain our core focuses on our people, our customers, ourshareholders, and our communities to grow our company
and create lasting impact. To do so, we will continue to rely
on our respected management system, which is rooted in
ethics, integrity, compliance, and simply doing what’s right.
We expect a heightened focus on sustainability – forthe planet, for our people, and for our company – will
be important as environmental, social, and governanceissues gain greater awareness and attention from different
groups. We believe Cintas, like other corporations, should
consider and undertake initiatives that support a better
tomorrow for us all.
We’re proud of the work we’ve done to advance our ESG
ambitions. This work has created better outcomes for
us all, and we know our continued attention to affecting
more sustainable solutions is critical for our continued
success. And we believe gaining our stakeholders’commitments to “A Shared Drive for Better” will be
important to our company for years to come.
Thank you for your continued support, and for joining us
on our ESG Journey.

Todd Schneider
President and CEO
10

OUR ESG JOURNEY

CINTAS 2022 ESG REPORTABOUT CINTASA MESSAGEFROM OUR VICEPRESIDENT OF
ESG AND CHIEFCOMPLIANCE
OFFICERWe have also continued to make strides in our safety
journey, lowering our total recordable incident rate to
1.61 and increasing the number of locations awarded
Star Certification under OSHA’s Voluntary Protection
Program to 127. We have also launched two new
resource groups: IMPACT for our LGBTQ+ employeepartners and allies, and LEAD for our Asian and PacificIslander community.

At Cintas, we are driven to help sustain the world welive in, to build on our culture of respect and inclusion,and to hold ourselves accountable with world-classbusiness practices. This approach permeates everything
we do as a company. We encourage our employeepartners to critically examine all our operations and tochallenge how we think about the future of Cintas. We
know we must collaborate and innovate to bring abouta cleaner, more sustainable, safer, and more inclusive
workplace. We must also celebrate our progress along
the way.
This approach to our business and our drive for a better
tomorrow underlie the significant progress we havemade on our ESG Journey in the last year. We havebuilt a new governance structure to support our ESG
efforts and we expect our partners to continue to drive
progress through our programs designed to uncoverefficiencies in our existing process. This will only help us
further drive down our emissions and water intensities.

ENVIRONMENTAL
ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

As highlighted throughout this report, Cintas is acompany built on sustainability. We offer solutions thatare inherently more efficient – in raw material usage,
energy, water, and waste – than the alternatives. But
we still strive to do better and to develop businessprocesses that are even more efficient. As we proceed
into the future, we will continue to evaluate ways toreduce our impact on the environment.
As we advance in these areas, we will also continue
to enhance the experiences of our employee-partners
and continue to develop new products and services
for our customers that will help them on their own ESG
journeys. Guided by our principles, we are working
together to provide businesses with the sustainableproducts, services, and solutions they need for a better
workday, to support our partners and the communities
we serve, and to build a better future.
This has been an incredibly rewarding and fulfilling year.
With even more progress ahead of us, I’m excited to beleading such an important organizational pursuit.

Christy Nageleisen
VP of ESG and Chief
Compliance Officer

11

OUR ESG JOURNEY

CINTAS 2022 ESG REPORTABOUT CINTAS

2022: OURENVIRONMENTALYEAR IN REVIEWHistorically, our efforts to reduce our environmental
footprint in our production facilities grew from ourpositive discontent and the implementation of more
efficient practices throughout our operations. We havesteadily reduced our impact on the environment simply
by doing what we do best: challenging the status quo
and pushing toward greater efficiencies.

Cintas has been on a journey driven by our desire to
be a socially and environmentally responsible company
for many years. In early FY’22, Cintas announced its
ambition to achieve Net Zero GHG emissions by 2050.
Since then, and throughout the 2022 calendar year,
we’ve been hard at work building an enterprise-wide
environmental impact strategy.

SPOTLIGHT

A SHARED DRIVE FOR BETTER
Introduced in 2021, our new Cintas ESG branding was developed to help raise awarenessand interest about our ESG efforts, and to bring consistency and cohesion to our ESGrelated initiatives.
Using the theme “A Shared Drive for Better,” our ESG brand brings into focus the collective
impact Cintas can make as we work together to create a more sustainable future for all.

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

Throughout the 2022 calendar year, we:• Created and implemented an enterprise-wide ESG
governance structure that brings together experienceand perspective from across the organization• Developed and launched Cintas ESG branding
and our ongoing ESG awareness and education
campaign, A Shared Drive for Better• Implemented an improved process of gathering andreporting annual ESG-related data
• Reconfirmed FY’19 as our base reporting year
• Expanded our emissions and energy reporting toprovide a full accounting of our locations throughout
the United States and Canada (including our
Canadian facilities and fleet), as well as our nonprocessing Rental, First Aid & Safety, Fire Protection,
distribution, and corporate facilities• Developed an accounting of our Scope 3 emissions
using the Greenhouse Gas Protocol’s standardized
global framework• Deployed the first group of cars in our electric vehicle
pilot program• Continued our LED lighting conversion project in ourlargest and newest facilities• Began construction of our first solar installation at our
Piscataway, New Jersey, location

Our ESG Vision articulates our ambitions in this area: Guided by our principles, we work
together to provide businesses with the sustainable products, services, and solutions theyneed for a better workday, supporting our partners and the communities we serve, building abetter future.
The brand’s visual identity features a “water leaf” in the logo with three distinct colors that areconnected to our three ESG pillars. Using the water leaf as our logo helps to clearly impart theimportance of the environment, and specifically water stewardship, in our ESG Journey.
We expect to do our part to help sustain the world we live in, build on our culture of respect,belonging, and inclusion, and hold ourselves accountable with world-class business practices.
It’s our shared drive for better.

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CINTAS 2022 ESG REPORTABOUT CINTASOUR PATH
TO NET ZEROPROGRAM FOCUSESENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

We believe there are three key functional business areas
we must address to remain on our Path to Net Zero.

In September 2021, Cintas announced its ambition
to achieve Net Zero GHG emissions by 2050.
When the company made this announcement, it
didn’t do so lightly. Cintas understood the decision
meant a reimagined operational framework thatwould impact multiple generations of employeepartners – current and future.
Before we could identify our Path to Net Zero,
we first needed to gain a better, more detailed
understanding of our company’s carbon footprint.
We also needed to gain insight into how to best
operationalize our Net Zero target – including
setting goals and program components.
To achieve this, Cintas initiated an enterprise-wide
operational evaluation to understand its emissions
factors. This project helped us develop a morecomprehensive understanding of our Scope 1,
Scope 2, and Scope 3 emissions for the last four
years – since our FY’19 base year.

30+5+65A

CINTAS’ FY’22 EMISSIONS (MTCO2e)
Scope 1
547,631
Sites, fleet, and aviation
Scope 2
101,204
Electricity and steam
Scope 3
1,172,146
Purchased goods andservices, commuting,and business travel

Fleet
Our commercial fleet of morethan 14,000 vehicles generates
significant Scope 1 emissions. Ourability to transition that fleet fromcarbon-sourced fuels to renewable
and alternative fuels is critical toreducing these emissions.
• We have begun a multipleyear pilot program to gain
insights into electric vehicle (EV)performance in our route-based
business model• We plan to continue working
with original equipment
manufacturers (OEMs) to identify
new opportunities to incorporate
alternative-fuel vehicles in our fleet• We fully installed our
SmartTruck™ program in the
Rental division fleet to gather
data to optimize routes and ournumber of commercial vehicles

Equipment, Locations,and Facilities
We are working with our
production equipment
manufacturers to identify newtechnologies that could lead tomore efficient or alternative-fuelpowered equipment.
• We will continue our efforts tomake our locations more efficient• Our attention is shifting tomaintaining our reliability
while incorporating greater
environmental efficiencies
in our equipment throughthe adoption of Operational
Excellence initiatives

Supply Chain
More than 60% of our carbon
footprint comes from our
supply chain.
• We want to create meaningful
opportunities to support ourvendors’ sustainability journeys
and efforts to reduce their own
carbon footprints• We plan to implement broader
monitoring and tracking
programs and identify a strategy
that supports our global vendors
to meet the need to lower
global emissions• We plan to explore how more
standardized facility and locationbuilding considerations, like LED
lighting, can help further reduce
our energy use

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APPENDIXSPOTLIGHT

EV PILOT HITS
THE ROAD
Cintas operates one of the largest corporate fleets inNorth America, and this fleet is a significant sourceof our Scope 1 emissions. Our ability to remove
fossil-fueled vehicles and introduce more alternativefuel units will be an important factor in our ability to
reduce carbon emissions.

• Work with original equipment manufacturers(OEMs) to identify opportunities, technologies,
and use cases that can maximize EV utilization

By focusing our pilot on a limited number of diverse
locations, we are optimizing both the training of
employee-partners and our charging infrastructure.

• Experience vehicle options in real-world
conditions, so we understand the expectations,benefits, and challenges of EVs in our businessAs we transition into the 2023 calendar year, we haveplans to obtain and deploy additional EVs aroundour business footprint. We are continuing to pursue
grant funding opportunities to further support
increased EV use and evaluation.

• Gain a clear understanding of the total cost of
EV ownership – including environmental andfinancial impacts

HITTING THE ROAD

One of the ongoing initiatives identified in our Pathto Net Zero is a refreshment of this fleet.

In FY’22, we deployed the first two EVs in our pilot
program at one of our Los Angeles locations.

EV PILOT LAUNCH AND DETAILSIn total, as of the date of this publication, 16 EVsfrom multiple manufacturers have been deployed
into service in various markets around the country:
Cincinnati, OH; Detroit, MI; Los Angeles, CA;
Minneapolis, MN; New York, NY; San Francisco, CA;
San Jose, CA; and Seattle, WA.

In early 2022, we launched an EV pilot program.
The pilot is scheduled to allow us time to:• Evaluate EV performance, durability, andreliability in a variety of business, weather,and road conditions

WHAT’S AHEAD
We have a unique business, and our commercial
fleet has unique use cases. We expect our fleet willcontinue to comprise a variety of different vehicle
models, including different light-, medium-, andheavy-duty units to meet our business needs. As
more options and technologies are developed by a
growing number of OEMs entering the commercial
EV and alternative-fuel markets, we anticipate ouralternative-fuel pilot program will continue to growin quantity and scope.

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OUR ESG JOURNEY

CINTAS 2022 ESG REPORTABOUT CINTASSTAKEHOLDERENGAGEMENTSTAKEHOLDER ENGAGEMENT

Vendors

In addition, we consider the feedback and opinions of
a diverse group of stakeholders whose perspectives
matter to us and our business. These engagement
activities provide us with additional viewpoints from ourvalue chain that help inform our business decisions.

Our vendors are vital to our operations and help serveas stewards in our continued efforts to foster an ethical,
sustainable supply chain as we progress along our Pathto Net Zero.

OUR PRINCIPAL OBJECTIVE
Our Principal Objective clearly identifies the threegroups we consider our company’s primary stakeholders:• Customers• Employee-partners• Shareholders
Each is equal at Cintas, and our Board of Directors
formally adopted the Principal Objective as a foundationfor our company’s decision-making in 1979.

“We will exceed our customers’
expectations to maximize thelong-term value of Cintas for its
shareholders and working partners.”
Cintas Principal Objective

ENVIRONMENT

We have dedicated avenues through which we engage
with each of these groups. Cintas representatives
interact with counterparts from these groups to respondto inquiries, provide proactive updates about ourbusiness, and solicit and receive feedback on specifictopics and themes. In recent years, ESG themes
have become more prominent discussion points inthese interactions.

OUR STAKEHOLDER GROUPS
Employee-Partners
We continue to identify opportunities to educate
and inform our employee-partners about ESG
initiatives, so they understand their importance to oursustainable business model. We solicit their ideas aboutprogramming and initiatives and use the feedback to
pursue additional opportunities.

Customers
Our customers’ expectations about sustainable products
and services have been an important component of
our ongoing ESG strategy development. We work
together to support their sustainability goals and drive
cooperative progress toward our respective priorities.

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APPENDIX

Local Communities
We are civically active in the communities we serve, andwe strive to be respected for our broader contributions
as an employer, community member, and partner.

Philanthropic, Not-For-Profit,
and Non-Governmental Organizations
These relationships allow us to give back in meaningful
ways, and to learn from and network with otherbusinesses, thought leaders, and community stewards.

Government and Regulatory Bodies
We take an active role in understanding the prevailing
priorities in the communities we serve and help to
inform policy-makers about Cintas’ economic andvalue propositions.
Over the last year, the ESG-focused perspectives andpriorities shared by our stakeholders in our interactions
helped us identify our Impact Priorities.
Our stakeholder engagement activities will continue tohelp us understand stakeholders’ evolving priorities andinterests as we refine and articulate our future strategy
and policy decisions along our ESG Journey.

Shareholders
Our shareholders are actively engaged in ESG-related
topics, and many interactions include discussions
about our strategy, initiatives, and ambitions in theseareas. We work together to identify opportunities
to share our efforts with other shareholder andfinancial organizations.

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OUR ESG JOURNEY

CINTAS 2022 ESG REPORTABOUT CINTASIMPACT
PRIORITIESThe results of this assessment helped us identify our
ESG Impact Priorities, which include:

SOCIALENVIRONMENT• Employee-partner development

In 2022, we initiated a third-party assessment of our
ESG priorities to help us better understand what topics
matter most to our stakeholders.

• Water stewardship

The assessment used information and findings froma variety of sources to help determine our Impact
Priorities, including considerations raised by employeepartners, customers, investors and shareholders, andvendors and suppliers. It was also informed by otherexternal sources like Cintas’ various ESG raters andrankers’ questionnaires and surveys; external reports,
whitepapers, and articles; regulatory bodies; and peer
and cohort benchmarking.

ENVIRONMENT• Reducing GHG emissions• Reducing waste
Our three environmental Impact Priorities appear
separate, but their impacts are intertwined within thecontext of our sustainable business model. By focusing
on these three key issues, we can continue to identify
further opportunities to build on our existing work andlessen our overall environmental impact.

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APPENDIX• Diversity, Equity & Inclusion• Safety and Health• Product and service safety, quality, and impacts
As we continue along our ESG Journey, we expect
to identify and develop strategy, programming, andkey initiatives to further support efforts relating to our
Impact Priorities. Our initial focus on these issues will
help us identify opportunities, create timebound goals,
and monitor our progress.

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APPENDIXOUR MARKET ADVANTAGE:SUSTAINABLE PRODUCTS AND SERVICESCOMPANY INITIATIVES• Supplier compliance programs set
expectations of our vendors’ societal
impact and monitor compliance withthose expectations• New vehicle-routing program optimizes
service routes, reducing mileage,
fuel requirements, vehicle needs,
and purchases• EV pilot program to evaluate
performance, as well as increased andexpanded deployment in our fleet

UNIFORM RENTAL

FACILITY SERVICES• Targeted recruiting and leadershipdevelopment programs expand andretain workforce diversity• Maintain and recycle wearers’
apparel to reduce customers’ overallmaterial requirements• Offer Green Seal-certified products• Competitive compensation, employeepartner benefits, and retirement
contribution programs• Wash chemistry utilizes U.S.
Environmental Protection Agency
award-winning suite of chemicals• Refillable dispensers and packagefree products• Support community and philanthropic
organizations with programming,
donations, and visibility• Significant water and energy
efficiencies compared to traditional
at-home laundry processes• Process improvements increase
efficiency and reduce the numberof wash loads• Provide Design for the Environment(DfE) chemicals• Microfiber towels and other reusable
items reduce the need for disposable
products• Floor mat products made from 50%
recycled content

FIRST AID & SAFETY

FIRE PROTECTION

DESIGN COLLECTIVE

CLEAN ROOM

• Business line supports customers’
health and wellness needs, including
first aid stations• Alarm and suppression systems
provide lifesaving protection• Exit lighting systems support safe
evacuation in case of emergencies• More than 150 apparel styles madefrom sustainable materials, with morethan 400,000 of these garment units
currently in use• Extinguisher exchange program
reduces need for new units• Offer a proprietary ComfortFLEX®
fabric made from recycled polyester• ISO 9001-certified facilities provide
specialized cleaning processes tosupport customers in the healthcare,pharmaceuticals, medical device,biotechnology, electronic, andspecialized manufacturing industries• Programs to recycle sealed lead acidbatteries from emergency and exit
lights and aluminum, steel, and brassfrom old extinguisher units• Our Regeneration Collection is madefrom recycled plastic bottles• Products and services meet a broad
range of workplace needs, including
Skin Tone Bandages• Offer certified training, including
American Heart Association CPR and
first aid certification, as well as AED
use, eye wash station usage, andworkplace safety topics• Waterbreak® service helps reduce or
eliminate plastic bottle usage• Partnership with National
Fallen Firefighters Foundation
supports local fire-prevention
training initiatives• True Fit™ fitting sessions help withinitial sizing accuracy and help
reduce additional material needs
for re-fits• Participate in Accelerating Circularity
to explore expanded garment
circular economies among major
retailers and manufacturers• Cleaning process sterilizes
contaminants from reusable
products, including garments,
coveralls, hoods, boots, goggles,
and microfiber mops
• Capabilities placed at centralized
locations to best support customers
requiring this service

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APPENDIXCORNERSTONE:
THE SPIRIT IS THE
DIFFERENCE
To best appreciate Cintas’ approach to our interactions
with the people and entities important to our business,it’s important to understand the foundation upon which
we operate our business: our Corporate Culture.
Cintas’ guiding principles are carefully outlined in
The Spirit Is The Difference, a book based on the
personal insights of our Founder, Richard “Dick” Farmer.
The publication is frequently referenced by executive
leadership and management, and a printed copy isgiven to new employee-partners on their first day
of work.
The Spirit Is The Difference explains how we continually
strive to:• Prioritize the company’s long-term value• Keep people involved and central to all our decisions• Operate in an ethical, moral, and compliant manner
We often credit our ongoing success to our Corporate
Culture. It’s the cornerstone of our values, our behaviors,
our way of working, and how we approach ourbusiness. It’s central to creating and maintaining strong
relationships. Our Corporate Culture is based upon
three distinct elements, namely our:• Principal Objective• Corporate Character• Management system

IMPORTANCE OF PARTNERS
At Cintas, we don’t refer to each other as employees,
staff, or colleagues. Rather, we refer to each otheras “partners.”
The term partner describes the mutual trust and respect
we have for each other, and the values and culture
responsible for our accomplishments. Considering eachother as partners in our collective success is crucial
to how we operate, and it’s the foundation of our
Corporate Culture. It’s what makes Cintas so uniqueand special.

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APPENDIXOUR CORPORATE CHARACTER
To truly understand how important Cintas considers
people and the communities that we serve, we shouldlook more deeply at the second element of our
Corporate Culture: our corporate character.
Our Corporate Character defines the set ofcharacteristics and behaviors we believe are incumbent
on our employee-partners in our pursuit of our Principal
Objective: “We will exceed our customers’ expectations
to maximize the long-term value of Cintas for its
shareholders and working partners.”
These characteristics guide our business considerations
and decisions, and most especially, they provide
employee-partners with a standard framework of how
to conduct business on Cintas’ behalf – no matter
what their jobs entail, who they interact with, or where
they’re working.

THE CHARACTERISTICS
Honesty and integrity in everything we do
We don’t cheat each other, our customers, or
our communities. We give honest answers andare accountable.

Professional appearance
We believe outward appearances – of our people,
our facilities, and our vehicles – say a lot about us
and our company.

High ethical and moral values
We don’t want to do anything that could
cause us to lose our objectivity or place us in
a compromising position.

Courtesy
As a service-focused business, we appreciate theopportunity to help others. We believe courtesy is
contagious and politeness and good manners go
a long way.

Full compliance with all governmental laws
and regulations
We comply with the laws and regulations that
we face in our business.

In recent years, as societal perspectives on work have
evolved, we believe our commitment to nurturing our
Corporate Character is more important than ever.

Thoroughness
If it’s worth doing, it deserves thorough attention,
so it’s done right.

Our Talent Acquisition strategy seeks to identify,
recruit, and hire employee-partners whose careersand experiences exemplify these character traits
and behaviors.

A spartan attitude to our businessWe look at every cost very carefully and ask
ourselves, “If I were spending my own money, would
I spend it on this?”
Doing what’s right, not what’s expedient
We don’t target short-term gains at the expenseof long-term value. Instead, we focus on what’s
the right thing to do.

Enthusiasm
Positive attitudes and optimism are musts in a fastpaced environment like ours, and they go a long way
in cultivating success.
Competitive urgency
We believe it’s a simple, overriding necessity toexceed our customers’ and fellow employeepartners’ needs.
Positive discontent
We’re always seeking improvements to ourprocesses, systems, products, and services. We’renever satisfied with the status quo, or content toleave things as they are.

Humility and respect for all employee-partners
We recognize the potential in every human being.
We want every employee-partner to be confident andfeel empowered to contribute to the team. Leaders
don’t have all the answers. Many times, the bestsolutions may come from those performing the work.

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CINTAS 2022 ESG REPORTABOUT CINTASCORNERSTONE:OPERATIONAL
EXCELLENCE AND
RELIABILITY

While Operational Excellence programs support
process improvements, our Reliability program supports
mechanical and engineering efficiencies throughout
our organization. While they are separate pursuitsthat originated through different needs, Operational
Excellence and Reliability are equally important indriving efficiency gains and helping to improve ourenvironmental performance. This is especially true in our
Rental division’s operations, which currently account for
approximately 19% of our company’s estimated GHG
emissions and use the company’s largest percentages ofwater and energy.5

At Cintas, our Corporate Culture underpins our ambition
to be smarter and more efficient in everything we do. It
motivates us to push ourselves to constantly evolve andbe better.
We know that:

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

Our Ambition
Operational
Excellence

Be smarterand more efficientin everything we do

Reliability

We anticipate ongoing results from our Operational
Excellence and Reliability efforts will help us continue tolessen the environmental impact of our site operations.

• We can always improve on what we do and how
we do things• We can always do more with what we have
• We can always identify process improvements thatlead to greater efficiencies• Specific corporate characteristics support our pursuitof initiatives that can make a sizable impact on ourenvironmental footprint
Our spirit of positive discontent has been foundationalin these efforts.

OUR KEY PROGRAMS
Two programs – our Operational Excellence initiatives
and our Reliability program – are key elements of ouroperation. Separate but integrated initiatives, they bringdifferent departments together with the goals of helping
Cintas to do more with less and of being more judiciouswith what we have.

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CINTAS 2022 ESG REPORTABOUT CINTAS

Operational Excellence at Cintas

Redefining Reliability

Operational Excellence is a core principle at Cintas.

Cintas’ Reliability program centers on a four-partequation that supports equipment safety, productquality, process efficiencies, and environmental
compliance. Together, they help extend the usable lifeof some of our most capital-intensive equipment.

Integrated, cross-collaborative teams move process
improvement initiatives from concept to fruition.
Our Quality and Engineering Team works together
with our Black Belts, process specialists, andother groups to identify opportunities across ourcompany that can generate improvements in both
efficiency and costs. The collaborative effort results
in what we call proprietary operational process
improvements and is referenced under the banner of“Operational Excellence.”
Operational Excellence initiatives help us increase
efficiencies and realize gains by implementing process
improvements that don’t require substantial capitalcosts. Often, the minor changes that can arise fromthese improvements make dramatic impacts.
Technology has had a large role in helping reduce ourwater and energy needs, GHG emissions intensity,
raw materials requirements, and waste. However,more effective processes – layered over improved
technology and increased employee-partner training
and accountability – have considerably reduced
water withdrawals and energy use in our Rental
processing plants.

ENVIRONMENT

These four parts of Reliability complement each other.
When systems are working reliably, equipment is safer
to operate and produces consistent-quality products.
It also operates more efficiently. And when systems
are operating efficiently, they require fewer utilities
and inputs to work properly – meaning less water, lesselectricity, less steam, less compressed air, and lesschemistry to perform the same tasks.
In recognition of our Reliability program, in 2021 ourQuality and Engineering Team was recognized with theprestigious Uptime Award for Best Reliability Program –the organization’s top honor – at its International
Maintenance Conference. This followed previous

SOCIAL

GOVERNANCE

APPENDIX

Uptime accolades for Best Leadership for Reliability in2019 and special recognition for Safety in Maintenancein 2017.
We’re beginning to evolve our Reliability program tohelp us achieve alignment with our emissions targets
along our Path to Net Zero.
We expect to focus additional attention on ourequipment’s efficiency improvements when possible.
By placing increased attention on maintaining
efficiency gains, we also hope to further increase
the safety, quality, and environmental performanceof our equipment and further minimize energy andwater needs.
As technology is developed that will lead to thenext – more environmentally efficient – generation ofequipment, we hope our attention to reliability andefficiently maximizing and extending the useful life of
our equipment continues to yield such gains.

Recent Operational Excellence efforts have had asignificant impact on our resource requirements. A
recent initiative to improve the wash-loading process
led to a reduction in the number of wash cycles needed
to launder the same volume of textiles. As a result of
fewer wash loads, our wash process requires less energy,
water, and wash chemistry to process the same amountof product.

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CINTAS 2022 ESG REPORTMONITORING EFFICIENCY EFFORTS
Before we formalized our Operational Excellence
initiatives several years ago, Cintas exercised its efficiency
initiatives through a quality lens. We knew the higher
the quality of our processes, the more consistent ouroutcomes would be – which meant we were operating
better and more efficiently. Our new team of partners –the Operational Excellence Team – was first establishedlate in FY’20 and formalized in FY’21 to define ourprocess efficiency activities more accurately using an
academic lens.
The onset of the global pandemic advanced theinitiative at a faster rate than may have otherwise
occurred. Pandemic-related travel restrictions prevented
members of our Quality and Engineering Team fromtraveling to conduct site audits. In response, custom
monitoring technology was developed and deployedthroughout our Rental footprint, and the proprietary
application remains in use today.
The program requires plant management to self-audit
and submit their location’s performance metrics atregular intervals. Those submissions are centralized
and analyzed by our Operational Excellence Team,
who have a complete view of our entire production
footprint, and whose dashboard provides instant insight
into each location’s performance. The Operational
Excellence Team collects a wide array of data that helps
identify inefficiencies – products of either mechanicalor operational issues – and works with locations toadjust and refine processes that are leading to suboptimal performances.
Achieving optimal performance in run time and run
efficiency directly impacts our plants’ ability to generate
improvements on our environmental footprint. By
implementing and reviewing Operational Excellence
initiatives – and then layering in our Reliability efforts toensure our systems are performing at optimal levels –we can improve our overall performance and drive
greater efficiency.

ABOUT CINTASOUR ESG JOURNEY

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APPENDIX

THE IMPACT OF PRECISION
Our most recent Operational Excellence initiative
focuses on loading our soiled wash slings more
precisely and more repeatably.
Optimized wash load weights help us improve theoverall efficiency of our wash alley, optimize ourexisting plants and equipment, and maximize our
locations’ capacities. Ultimately this helps lower ourwater, energy, and chemical usage.
This ongoing initiative helps plant management
identify inefficient wash-sling-loading processes, holds
employee-partners accountable, and ultimately helps
make our entire laundry process more efficient.
The results of the initial pilot program in FY’21
suggested its potential to drive greater efficiency
savings as it was implemented across the company.
The testing scope demonstrated potential operational
efficiency gains of more than 10%, reductions in annual
water withdrawal of up to 350 million gallons per
year, and millions of dollars of savings in utility andchemistry costs.
After two locations piloted this program in FY’21,
28 locations had implemented the new process at theclose of FY’22. By the end of FY’24, we expect fullinstallation and use across all Rental plants that havebeen identified for this process upgrade.

Cintas’ processes and systems are monitored andreviewed from both Operational Excellence andReliability perspectives, and our Rental organization
hopes to leverage these systemic programs to generate
even greater efficiencies.

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APPENDIXENVIRONMENT

24
26
28
29
30
31
32
33
34

Overview and Approach
Climate, Emissions, and Energy
SPOTLIGHT: SmartTruck Routing Cintas
into the Future
Emissions Performance
Emissions Data
Energy Performance
Energy Data
SPOTLIGHT: Facility-Focused Energy Reductions
Water Stewardship

38
39
40
41
42
43
44
46

Water Data
SPOTLIGHT: Pursuing Greater Water Reuse
Chemical Safety
Waste
SPOTLIGHT: Zero Waste Project
SPOTLIGHT: Technology’s Role Managing
Waste Materials
Materials
SPOTLIGHT: Reducing, Reusing, Recycling,
and Repurposing Our Textiles
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ABOUT CINTASOVERVIEW AND
APPROACH

As we continue to seek out opportunities to do morewith less, we also make investments in our business that
help us further reduce our environmental footprint.

With our company origins rooted in sustainable
practices, environmental consciousness is a central
consideration in Cintas’ business model. Almost 100
years ago, Doc and Amelia Farmer’s business concept
minimized the need for new materials by recycling
potential waste.
We continue to operate Cintas with a similar businessmodel, even as our company has grown into one ofNorth America’s most visible and successful businesses.
At the very heart of our business, we are a recycling
and repurposing company. We believe that whenever
we can reuse or repurpose something, we should do
so. Further, we aim to process and use these materials
with as few natural resources as possible. We also aim
to pursue opportunities that help us use our resources
to their fullest extent possible, including energy,
water, materials, and waste. Our humble, sustainable
beginnings remain the foundation for our businessprocesses today.
Being environmentally conscious is a core part of ourbusiness and a key component of our success. Our
cultural mentality of positive discontent – our need anddrive for constant improvement – has helped us reduce:• The amount of water we require in our plants• The amount of energy we use in ourlaundering process

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APPENDIX

And we do all of this in a manner that continues todemonstrate a clear, aggregated impact – for Cintas,
our customers, and the communities we serve – as ourbusiness grows.

FOCUS ON EFFICIENCIES
Our enterprise-wide focus on Operational Excellenceand Reliability helps us identify opportunities to improveand refine our processes. We leverage industry-leading
technology and efficiencies that clean, dry, and process
products in a more environmentally conscious mannerthan consumers can at home.
We’ve developed proprietary wash processes andstandards that extend the life of garments, apparel,
and reusable items like towels, rags, and mops. And weleverage procedures and engineering to further amplify
these impacts across our organization. We continue toidentify and invest in technology that allows us to be
more exact in our laundry processing and even more
efficient in our logistics. Where possible, we also bringthis mindset into our Facility Services, First Aid & Safety,
and Fire Protection divisions.
As our business continues to grow, we utilize logisticalstrengths and innovation in our distribution chain
and our route-based delivery system to reduce ourenvironmental impact from those inputs.
Every layer of contributory factors helps us extend ourability to grow our business while using less.

• The amount of waste we generate• Our need for raw materials

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ABOUT CINTASENVIRONMENTAL POLICY AND POSITIONSTRAINING AND MONITORINGAs an enterprise, we utilize systemic checks andbalances to help us achieve our environmental
goals and drive efficiencies. And our evolving
policies, coupled with our investment in training anddevelopment, help us identify opportunities – no matter
how slight – to improve our efficiencies.

We stress that all employee-partners must understandour environmental positions and expectations, andwe expect them to perform their jobs with a “Reduce,
Reuse, Recycle, Repurpose” mentality.

In FY’22, our Environmental Policy was updated tomore directly reflect goals that will help us successfully
operate our business in a more sustainable manner.
It reiterates our company’s preference to conserve
natural resources, minimize waste in our operations,and support our customers’ sustainability efforts.
Further, it underlines that all employee-partners havea responsibility to support Cintas’ positions outlined in
our Environmental Policy and Climate Change, Energy,
Water, Waste, and Biodiversity position statements.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTTo help maintain our locations’ awareness andunderstanding of how our operations impact theenvironment, specific training is included in ourcompany’s certification process for all new Plant

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APPENDIXManagers, Maintenance Supervisors, and MaintenanceTechnicians. Further, these groups must take annual
learning modules on environmental compliance andwater optimization. These specific leaders engage daily
with our production partners and are on-the-groundexperts about our production processes. Becauseof their detailed knowledge, they are empowered
to identify opportunities that can create greater
efficiencies, which can lead to meaningful reductions
on our environmental footprint.

ENVIRONMENTAL MANAGEMENT SYSTEM
Our Environmental Management System (EMS)
builds off our Code of Conduct and Business Ethics
Compliance policy. This details our expectation that
all employee-partners perform their work in an ethicaland law-abiding manner, including compliance with all
pertinent environmental laws and regulations.
Our EMS is outlined in our Environmental Policy. The
system designates the responsibility for identificationand compliance with applicable environmental
regulations (federal, state, provincial, and local)
to location leaders. Our EMS empowers all Cintas
employee-partners to notify Cintas’ Corporate Chemical
and Environmental Engineering Group with any
concerns of a potential or actual noncompliance issue.
Together, Cintas’ Corporate Chemical andEnvironmental Engineering Group and local partners
can identify issues and implement solutions, training,support, and contractor or vendor oversight to address
the concerns and apply necessary corrective measures.

25

ABOUT CINTASCLIMATE,EMISSIONS,AND ENERGY

Our suppliers account for the largest percentage of
our Scope 3 totals – which make up more than 60%
of our total GHG emissions. As we seek to lessen
our own business’s impact on the environment, welook to influence, educate, and help them reduce
their emissions. This approach plays directly into
Cintas’ holistic “Reduce, Reuse, Recycle, Repurpose”
sustainable business model.

Cintas recognizes the effect and influence businessand commerce have on the environment. We have
implemented initiatives and programs that support
climate action by reducing our energy use andincreasing efficiencies, which help us reduce our
GHG emissions.
Energy is vital to our business and using it in the mostefficient manner is critical to our long-term success, aswell as being central in our efforts to reduce our GHG
emissions. As responsible corporate citizens, we must
continue to recognize reductions in our overall energy
consumption and adopt more efficient practices so theenergy we do require goes further and does more.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORT

Together, all these efforts help maximize our assets,
operate more efficiently, and lessen our environmental
impact on a day-to-day basis.

APPROACH
Our PACE Team is a cross-functional group that works
with our leadership teams to identify and implementa broader decarbonization strategy. The task force is
responsible for creating actionable plans to reduce ourenergy use across our business, which in turn lowers
GHG emissions.

SOCIAL

GOVERNANCE

APPENDIX

The PACE Team evaluates our operations and identifies
opportunities to reduce our use of natural resourcesthat contribute to climate change. With insight andexperience across our organization, this group evaluates
how changes and adjustments in certain areas of ourbusiness can have added and amplified effects in otherareas. They also continue to prioritize Operational
Excellence and Reliability initiatives that help us achieve
ideal operational conditions, and drive increasing
efficiencies in our operations and processes.
With fuel – natural gas, propane, and gasoline – beinga key consideration in our operations, the PACE Teamis also working with the business to evaluate emerging
and evolving alternative-fuel options. This includes
prioritizing work with our vendors to help innovate moresustainable solutions with non-carbon and renewableenergy sources.

Cintas’ ambition to achieve Net Zero GHG emissions
by 2050 is a driving force in our ongoing efforts tolower our carbon footprint, lessen our energy use,
and minimize our overall environmental impact. As we
progress toward this target, we expect to identify further
opportunities and initiatives that contribute to our
reduction in emissions.
Our long-time commitment to preserve our environmentand support the communities we serve is evident in our
focus on process improvements and innovations. Teams
dedicated to Operational Excellence and Reliability
help us maintain and streamline our systems. We rely
on our positive discontent to drive ongoing innovationand improvements that help make our business more
efficient and more environmentally conscious. These
programs impact both our Scope 1 and our Scope 2
GHG emissions and help us lower those totals.

26

ABOUT CINTASSTRATEGY

INITIATIVESOur current decarbonization strategy is a result of
the cooperative efforts of our Board of Directors, ourexecutive leadership, our PACE Team, and various
internal subject matter experts and leaders. Our
deep review of our company’s operations resulted
in a strategy that prioritizes the innovation andimplementation of technology to help us lessen our
reliance on carbon-based energy as we target our
2050 ambition.

Most of the energy we use includes electricity (primarily
for lighting and process equipment) and fuel – including
natural gas and propane, among other natural energy
sources – for facility heat, as well as dryers, boilers, andsteam tunnels in our processing plants. We also use fuel,primarily in the form of gasoline, to power our fleet.

Our Path to Net Zero will continue to require
cooperation between our internal leaders anddepartments, as well as with our external stakeholders.
We must all work together to create true and lasting
reductions in emissions that are generated throughout
our value chain, especially through collaborative
efforts. As a good partner, we also want to support ourcustomers’ goals and ambitions in this area throughcollaborative and supportive programming, offerings,
and initiatives.
Our current strategy prioritizes early investment andfinancial resources in areas that we expect to have thebroadest and most significant impacts on our overall
environmental footprint – especially our energy use
and resulting emissions.
As technologies develop, Cintas will continue toevaluate their potential to support lower energy
requirements and accelerate our Path to Net Zero.
The PACE Team’s ongoing review of our strategy andgoals against both our performance and progress
will help inform our refinements and updates to thestrategic plan.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORT

We continue to evaluate how our facilities are built
and powered, and we’ve begun evaluating solar
as a potential renewable energy source for our
processing facilities.
With the long-term goal to significantly reduce – if not
eventually eliminate – our fleet’s carbon-based fuelrequirements, we’ve launched our EV pilot program.
Additionally, our SmartTruck™ routing program is about
18 months into operation.

Minimizing Our Energy Needs
In our processing plants – the largest source of energy
consumption in our enterprise’s footprint – we currently
have systems installed that help minimize our energy
needs. Our heat reclaimer system is among thetechnology already in place that helps us reduce ourenergy requirements to heat and cool water used in
our wash process.

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GOVERNANCE

APPENDIXRECLAIMING HEAT
Our processing plants use water and energy tohelp transform dirty laundry into clean uniforms
and textiles.
One key engineering process that helps reduce
the amount of energy it takes to heat our water
to correct temperatures involves heat reclaimers.
These are installed in all our plants and are a centralcomponent of our plumbing and piping system.
In this system, two sets of pipes are installed
concentrically and work concurrently to helpbalance the temperature of our process water,which reduces the amount of energy required tobring it to required temperatures. The inside set ofpipes transports cold water in from the municipal
system, while the outside set of pipes routes the
hot wastewater from our wash alleys.
With the system’s pipe design, the hot wastewatertransfers its heat to the cold municipal water, with
their temperatures balancing within 10 degrees ofeach other.
By reusing the heat generated in our washingprocess to preheat the inflowing municipal water
we use less energy to achieve the necessary
water temperatures at key stages of ourlaundering process.

TRANSITIONING OUR DIESEL FLEET
Since FY’18, when 45% of our commercial fleet
ran on diesel fuel, we have been steadily removing
diesel-burning vehicles from our fleet.
At the end of FY’22, that percentage had fallen to
20%. Fewer than 3,000 vehicles in our commercial
fleet remain diesel-fueled.

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APPENDIXSPOTLIGHT

SmartTruck
ROUTING CINTASINTO THE FUTURE
Our service fleet is one of the most recognizable
Cintas brand symbols, as our vehicles make stops
along millions of miles of roads across the UnitedStates and Canada.
In FY’21, we began rolling out a new program
to help us gather detailed data from our Rental
division’s commercial fleet vehicles. This data wasused to evaluate and optimize our fleet routing,create denser routes, and help us to reduce thenumber of commercial vehicles needed to service
our customers.
We call this program SmartTruck™.

LEARNINGS AND GAINS
SmartTruck was fully installed in the Rental
division’s fleet of over 10,000 vehicles in earlyAugust 2021. In the remaining 43 weeks of the
fiscal year, we noticed increased efficiencies in ourrouting and improvements to idling behaviors.

Denser Routes
Once SmartTruck was fully installed in our
Rental business, we were able to leverage thedata and apply lessons learned to our routeoptimization efforts.

After SmartTruck was fully implemented, theRental business grew to accommodate morethan 5% more stops along our routes. However,with SmartTruck data supporting our routing, we
increased the number of routes by less than 2%.
We accommodated the increased business bycreating denser routes – adding an average of four
stops per route by the end of FY’22. By doing so,
and by taking route optimization into account, we
also cut the average distance between stops byalmost 5%.
Our business growth led to additional stops andmiles required to service our customers, but
SmartTruck helped us identify greater efficiencies
each week.

Idle Time Reductions
In addition, the technology allowed us to reduce
the number of idling hours. The average idlingtime decreased by more than 65% between August2021 and the final week of our fiscal year.
Reducing a truck’s idle time is an importantbehavioral change that will support our Path to
Net Zero, as every hour of idling time results inapproximately 8.5 kilograms of CO2 emissions.

WHAT’S AHEAD
We are expanding the SmartTruck program to ourFire Protection and First Aid & Safety business unit
vehicles. The SmartTruck team’s FY’23 work in the
Rental division – by far Cintas’ largest fleet group –will continue to minimize the number of newly
created routes.

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APPENDIXEMISSIONSPERFORMANCEIn FY’22, we focused on developing enterprise-wideaccounting of our carbon impact. In our previous ESG
report, we disclosed environmental data for our Rental
operations – both facilities and fleet – located only in
the United States. This year, we expanded both ouremissions and our energy data to widen the breadthof our disclosures to reflect all of our operations in the
United States and Canada, including facilities, fleet, andaviation. We have restated our FY’19 base year data toreflect these inclusions. We are also reporting our Scope
3 emissions using the Greenhouse Gas Protocol.

EMISSIONS INTENSITY CONTINUESDOWNWARD TREND
Our focus on operationalizing efficiencies throughout
our organization has resulted in an almost 27%
reduction in emissions intensity6 since our FY’19 baseyear. Over the last four fiscal years, we’ve lowered ourannual emissions intensity from 113.1 in FY’19 to 82.6
in FY’22. Following decreases of our emissions intensityof 7.6% in FY’20 and 14.6% in FY’21, we lowered ouremissions intensity by another 7.5% in FY’22.

FACILITY-RELATED EMISSIONSKEEP DECLINING
Efforts to reduce energy use in our facilities have had anoticeable effect on our gross emissions, lowering ourfacilities’ gross emissions by almost 21% since FY’19.
Our Operational Excellence and Reliability efforts havehelped us realize these annual reductions in grossmetric tons of carbon dioxide equivalents (MTCO2e) of
the Scope 1 and Scope 2 emissions produced by ourfacilities since FY’19. We reduced our annual emissions
by 7.8% in FY’20, 11.4% in FY’21, and 3.0% in FY’22.

EMISSIONS INTENSITY

27%

FY’19

113.1

since FY’19

FY’20

104.6
FY’21

89.3

FY’22

82.6

Unit: MTCO2e/$M
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APPENDIXEMISSIONS DATACINTAS CORPORATION

UNITS

FY’19

FY’20

FY’21

FY’22

MTCO2e/$M

113.1

104.6

89.3

82.6

GHG Emissions Intensity

7

Direct (Scope 1) + Indirect (Scope 2) Emissions Intensity
Annual Emissions Intensity Change

%

-7.6

-14.6

-7.5

Change from Base Year (FY’19)

%

-7.6

-21.0

-27.0

Gross GHG Emissions
Scope 1 (Gross Direct)

MTCO2e621,440

598,511

521,720547,631

Scope 2 (Indirect)

MTCO2e158,385

142,469

113,956

101,204

Total Scope 1 + 2 Emissions

MTCO2e779,825

740,980

635,677

648,834-38,845-105,303

13,158Annual Scope 1 + 2 Emissions Change

MTCO2eAnnual Change in Scope 1 + 2 Emissions

%

-5.0

-14.2

2.1

Change from Base Year (FY’19)

%

-5.0

-18.5

-16.8

Scope 3 (Other Indirect) Emissions

MTCO2e1,011,245

1,075,443

1,172,146

Annual Scope 3 Emissions Change

MTCO2e-26,620

64,19896,703

Annual Change in Scope 3 Emissions

%

-2.6

6.4

9.0

Change from Base Year (FY’19)

%

-2.6

3.6

12.9

Total Scope 1 + 2 + 3 Emissions

MTCO2e1,817,689

1,752,225

1,711,120

1,820,980

MTCO2e

94.2

14.6

8.6

69.9

1,037,864

Aviation, Facilities and Fleet GHG Emissions
Aviation (U.S.) Scope 1 Emissions
Annual Change in Aviation Scope 1 Emissions

%

-84.5

-41.0

714.6

Change from Base Year (FY’19)

%

-84.5

-90.9

-25.7

399,591

353,937

343,312

Facilities (U.S. and CAN) Scope 1 + 2 Emissions

MTCO2e433,260

Annual Change in Facilities Scope 1 + 2 Emissions

%

-7.8

-11.4

-3.0

Change from Base Year (FY’19)

%

-7.8

-18.3

-20.8

341,374

281,731305,452

Fleet (U.S. and CAN) Scope 1 Emissions

MTCO2e346,471

Annual Change in Fleet Scope 1 Emissions

%

-1.5

-17.7

8.4

Change from Base Year (FY’19)

%

-1.5

-18.7

-11.8

740,980

635,677

648,834

Totals

MTCO2e779,825

30

ABOUT CINTASENERGYPERFORMANCEuse during that time. Our energy use reductions are
more impressive considering our business growth duringthat same time. Since FY’19, revenues have increased
13.9%, growing from $6.89 billion to $7.85 billion.

Our energy requirements have decreased in the wakeof our ongoing Operational Excellence and Reliability
initiatives and facility enhancements. In the last four
years, we have reduced energy intensity8 by almost
25%, from 2,362 GJ/$M in our FY’19 base year to
1,779 GJ/$M in FY’22. The annual decrease in ourenergy intensity for FY’22 was almost 8%, which
continued our steady reduction during the previous
three years.

ENERGY REDUCTIONS
Since our FY’19 base year, we have lowered our
total energy use by almost 2.3 million gigajoules,
representing more than a 14% reduction in gross energy

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTSOCIAL

GOVERNANCE

APPENDIX

In the last four years, we’ve:• Reduced our electricity use by almost 28%. In FY’22,
we required 1,657,086 gigajoules of electricity to run
our business, a decrease from 2,289,508 gigajoules
in FY’19• Reduced our use of diesel fuel. In FY’22, we used
999,942 gigajoules, down from a high of 1,663,983
in FY’19 – almost a 40% reduction• Reduced our use of natural gas since FY’19, fromneeding 8,964,314 gigajoules in the base year torequiring 7,887,877 in FY’22. This represents a 12%
reduction in natural gas use in the last four years

ENERGY INTENSITY

25%

FY’19

2,362

since FY’19

FY’20

2,166
FY’21

1,931

FY’22

1,779
Unit: GJ/$M

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APPENDIXENERGY DATACINTAS CORPORATION

UNITS

FY’19

FY’20

FY’21

FY’22

GJ/$M

2,362

2,166

1,931

1,779

Energy Intensity7
Energy Intensity
Annual Energy Intensity Change

%

-8.3

-10.8

-7.9

Change from Base Year (FY’19)

%

-8.3

-18.2

-24.7

15,345,335

13,744,356

13,973,818

Gross Energy Consumption
Total Energy Consumption

GJ

16,279,433

Annual Change from Base Year (FY’19)

GJ-934,099-2,535,078-2,305,615

Change from Base Year (FY’19)

%

-5.7

-15.6

-14.2

Electricity

GJ

2,289,508

2,100,953

1,798,348

1,657,086

Natural Gas

GJ

8,964,314

8,328,817

7,847,789

7,887,877

PropaneGJ

40,69733,50446,00344,152Gasoline and E85

GJ3,320,931

3,465,858

3,048,074

3,384,761

Diesel

GJ

1,663,983

1,416,202

1,004,141

999,94232

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

FACILITYFOCUSED ENERGYREDUCTIONS
Throughout the United States and Canada, our 475
facilities of all sizes allow us to fulfill the needs ofour four business divisions. This total includes field
locations, distribution centers, and several corporate
facilities. That equates to approximately 23 million
square feet of space that requires heating, cooling,
and appropriate lighting. This is a significant areaof opportunity along our Path to Net Zero, and ourteams have been working to identify opportunities
to lessen the energy required to operate ourfacilities. Several projects are already underway.

LED LIGHTING CONVERSIONSAs FY’22 closed, Cintas was nearing completionof our multiple-year, company-wide LED lighting
transition project to help us lower energy use
at some of our older, more energy-intensive
locations. Our Quality and Engineering Teams
completed LED lighting installations at more than
125 locations by the end of FY’22, with fewer than
50 locations left to be completed in the current
phase. The LEDs installed at the completed
locations will save the company almost 23.3 million
kilowatt hours of energy annually – equating to
16,501 metric tons of CO2e avoided each year.

SOLAR POWER PILOT PLANNEDIn FY’22, we explored opportunities to test solar
technology and launched an effort to begin piloting
solar power at one of our Rental facilities. Working

with the state of New Jersey, we identified theopportunity to install our first solar-powered systemat our Rental location in Piscataway during FY’23.
Once the system is fully installed, we will evaluate
its capabilities and determine whether solarpowered systems are a viable option for other
Rental facilities. We anticipate that the data willallow us to evaluate the system’s performance yearround, as well as comparing the costs of operation
against traditional utility-based energy sources.
Ultimately, the performance of the pilot system in
Piscataway will help us better evaluate how renewableenergy sources like solar may fit into our future.

REVIEWING FACILITYBUILD-OUT PLANS
Cintas engineering is systematically evaluatingenergy- and water-reduction capabilities for use
in our existing and future facilities. Some of ourfacilities currently employ various energy-reduction
technologies, including entrances with multiple
doors, timing mechanisms on the HVAC and lighting
systems, water-flow reducers, and thermoplastic
polyolefin (TPO) roofs and ceilings made of lightercolored materials to reflect radiant heat.
Since 2017, all newly constructed buildings
have LED lighting installed, including external
LED lighting configurations that create zerolight spillage (photometric pollution) at our
properties’ boundaries.
As a result of our Path to Net Zero and our overall
Operational Excellence and Reliability initiatives,
our teams are also investigating the potential
benefits of standardizing facility plans. This would
incorporate a consistent set of energy-reducing
technologies across all our operations.
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APPENDIXWATERSTEWARDSHIP
Water is a central resource to our business and is anecessary input in one of our key business services.
Because of water’s importance in our operations, we
believe Cintas has a profound responsibility to be
mindful, considerate, and deliberate in our interactions
with this vital natural resource.
As a company, we recognize that water is already a scarce
resource, so we strive to be a responsible community
leader and respect our communities’ right to water.
To strengthen our resolve as a water consumer, we
continue to explore opportunities that help lessen ourwater consumption. And as a responsible water steward,
we continuously monitor our operations and processes,
so we discharge water back to our local communities ina sustainable, responsible manner.

WATER MANAGEMENT POSITION
Our Water Position outlines how we work to evolve ourbusiness practices that involve water, and informs ourefforts to conserve water and minimize our water draw.
These opportunities include:• Identifying further process efficiencies and waterutilization methods• Treating wastewater in compliance withprevailing regulations• Utilizing appropriate reuse technologies when able
• Engaging in cooperative relationships with ourvendors, suppliers, and customers to identify
opportunities and incorporate innovations to help
manage water more responsibly throughout ourvalue chain

These ambitions – added to our existing laundering
processes, which require less water (and energy) thanboth traditional at-home laundering and our industry
peers – help us maintain an acute perspective on ourwater stewardship activities.

throughout our company, we are placing focused
attention on increasing our water-reuse efforts. For
instance, we are seeking to build on the success that our
production facilities around the Great Lakes have had in
expanding their water reuse.

Further, our Water Position motivates us to identify andinnovate even greater efficiencies that help maximize
our achievements across our company’s scale, even as
our business continues to grow.

As we aim to prioritize higher water reuse in areas ofsignificant need, specific challenges presented by our
locations in water-stressed regions provide us with
opportunities to test and pilot programs. These areas
include Arizona, California, Colorado, and Nevada.

CINTAS’ WATER JOURNEY
We take pride in our water-conservation efforts todate. In addition to our ongoing efforts to minimize
water requirements and maximize water conservation

The majority of our FY’22 water withdrawal originatesfrom 14 major water basins.

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APPENDIXAPPROACH AND STRATEGY

Water Conservation

Cintas’ efforts to increase water conservation go backdecades. Decreasing our dependence on freshwater has
been an ongoing focus of our engineering efforts.

We’re proud of our legacy of water-conservation
efforts, and we know our ongoing commitment has
produced a positive ripple effect throughout our
industry. Throughout the last few decades, we’ve
focused conservation efforts on minimizing our draw
from freshwater sources and reducing our overallwater needs.

These efforts have also produced sound businesspractices by reducing our production costs and costs
passed on to customers through our pricing models.
The less water we use, the lower our costs – especiallyin areas where water prices are at a premium becauseof local restrictions or regulations, decreasing water
availability, and/or localized conservation programming.
Our water stewardship strategy has threemain components:• Conservation and minimization of the water
we withdraw• Identification and implementation of process
technologies and efficiencies that help further reduce
our water use• Implementation of water-reuse technologies
Throughout our water journey, we’ve fostered a cultureof innovation among our employee-partners andvendors and have challenged them to modernize thecommercial laundry industry.
At Cintas, we’ve led the way by:• Testing, refining, and installing capital equipment
systems that help us conserve water

We’ve made significant strides in lowering the amountof water required to wash a pound of laundry withoutcompromising our ability to meet hygienically clean
certification standards (where applicable), which is
critical to our customers.
We continue to seek opportunities that will help
us further reduce our water consumption. Ourcurrent initiatives highlight two key areas of ongoing
opportunity: process efficiency improvements and washchemistry. We work collaboratively with our capital
equipment manufacturers and our wash chemistry
partners to improve our operational footprint, and torealize the combined impacts of engineering efficiencies
and chemical improvements on our water requirements.

Cintas is a charter
member of the Laundry
Environmental Stewardship
Program (LaundryESP®)• Utilizing evolving wash chemistry technologies andoptimizing wash chemistry formulas• Adopting common-sense behaviors that, taken
together, have helped significantly reduce our costs
and water consumption• Exploring and installing broader waterreuse technologies

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ABOUT CINTAS

Water Reuse

In the western region, legacy systems currently installedat our Las Vegas and Denver-area locations haveprovided contextual examples of how expanded reusecapabilities can positively affect water consumption.

THE WASTEWATERTREATMENT PROCESSAs various reuse opportunities and technologies emerge
and evolve, we expect to prioritize the expansion ofwater-reuse capabilities in water-stressed regions andidentify and apply appropriate technologies in thesevital areas.

Our wastewater-treatment process is consistentthroughout all processing plants in our company.
It begins with the removal of lint and othersolids from wastewater after a wash cycle, which
generates non-toxic waste that is disposed ofin landfills.

We are continuing to identify ways to increase waterreuse rates throughout our production facilities. We
have seen impressive reuse capabilities at a number ofour facilities with full reuse technology and completemonitoring systems. Taking the cues and learnings
from these locations, we anticipate identifying the startof a more expansive enterprise-wide reuse strategy infuture years.
Our ability to expand and monitor our water-reusecapabilities at all our locations is an important step inour ongoing work to lessen our freshwater withdrawal
and lower our overall water consumption.

WATER RISK ASSESSMENT AND
WATER-STRESSED REGIONS
With our operational footprint stretching from coast to
coast across the United States and Canada, we draw
water from a variety of sources, including water-stressedregions. The majority our FY’22 water withdrawal
originated in 14 major water basins, with 82% of ourwater drawn from five sources: the Mississippi–Missouri
river system (35%), the Gulf of Mexico (14%), theSt. Lawrence River (17%), the North Atlantic Coast (9%),
and the state of California (7%).
An FY’22 water risk assessment identified 40 Rental
plants that operate in water-stressed regions of theUnited States and Canada, where they are experiencing
high to extremely high water stress. Of our 40
processing plants located in current water-stressedregions, 17 are in Arizona, California, Colorado, andNevada, states which have been severely impacted
by historic droughts and declining water tables. At
operations in these states and other water-stressedregions, we are emphasizing water-reuse technologies.
As good environmental stewards, increasing our reuse
efforts will also be important to help supplement ourongoing water-conservation efforts.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTMANAGING WASTEWATER
AND EFFLUENTS
Both our Environmental Compliance policy and ourWater Management Position outline our expectationthat our field locations treat and process wastewater
as necessary to comply with their specific local, state,
and federal regulatory requirements.
Our wastewater treatment strategy has threemain components:• Approved chemical suppliers and wastewatertreatment equipment

SOCIAL

GOVERNANCE

APPENDIX

At facilities that require wastewater to betreated before it is discharged, the effluent-freewastewater is routed through an equalization
tank for homogenization. It then flows through adissolved air flotation (DAF) system for additional
filtration and treatment.
Once wastewater has cycled through the DAF
system and has been treated, it is discharged backto the municipal water supply. However, if thelocation has reuse technology installed, the treatedwastewater may also be recirculated for reuse.

• Proper maintenance of all wastewatertreatment equipment• Wastewater testing and reporting
We have also implemented consistent treatment
systems at our facilities to help our locations returnwastewater to the local municipality according to all
local regulations.

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OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTABOUT CINTASWATER PERFORMANCE AND DATA

Lowering Water Requirements

Our Rental business is the overwhelming driver of ourcompany’s water interactions. Our ongoing operational
review has helped us more fully identify opportunities
for how we work with water. The water data in this year’s
report includes all of our Rental processing locations in
the United States and Canada.

Our ongoing efforts to innovate, increase efficiency, andexplore reuse opportunities have resulted in significant
reductions in our water needs.

As our business has continued to grow and
we’ve processed more product volume, we’ve
significantly invested in decreasing our business’s
water requirements.

Our Operational Excellence and Reliability initiatives
have helped our machines work more efficiently.
With wash chemistry programmed to meet specificproduct load weights, our washers and dryers are
more efficient – requiring less water and energy andfewer chemicals to clean, and less energy to dry. Our
employee-partners continue to work with our washchemistry and equipment vendors to target optimal
product load sizes.

With the increase in output at our processing locations,
we continue to realize the impact of our efforts to
reduce our overall water needs. Since FY’19, we havelowered our water intensity9 by almost 21% – even as
revenues have grown by almost 14%.

Since FY’19, we have lowered our water withdrawal by
9.1%, our water discharge by 9.8%, and our total water
consumed by 2.8%. We’re using the water we draw inmore effectively and increasing the amount we return
to local municipal water systems.

Water Intensity Decreases Since FY’19

GOVERNANCE

APPENDIX

We expect our efforts to increase water-reuse
opportunities will bear additional impact in coming
years, further helping to lower our overall water
withdrawal and consumption.

Water-Stressed Regions
We put significant attention on our water stewardshipin areas experiencing water stress. Since FY’19, we’ve
lessened our water withdrawn in these regions by
11.7%. In FY’22, our business withdrew 18.7% of our
total water withdrawal in stressed regions, but only
consumed 13.9% of our total water consumption in
the same areas.
As a company, we discharge 88.9% of the water wewithdraw back to municipalities, but in water-stressedregions that total is up to 91.8%.
Overall we consume 11.1% of the total water wewithdraw as a company, but that total is even lower inwater-stressed regions, at 8.2%.
Our efforts to optimize existing water-reuse systems
and explore further reuse opportunities in waterstressed regions are contributing to our lower waterrequirements in these important areas.

WATER CONSUMPTION
We return to municipalities approximately
90% of withdrawn water.
WaterTreatment Plant

SOCIAL

Cintas11%

consumed89%
returned37

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

WATER DATACINTAS CORPORATION

UNITS

FY’19

FY’20

FY’21

FY’22

ML/$M

1.9

1.7

1.5

1.5

Water Intensity7
Water Intensity
Annual Water Intensity Change

%

-12.0

-9.7

-0.4

Change from Base Year (FY’19)

%

-12.0

-20.5

-20.9

13,397

12,18913,464

Water Withdrawal
Total Water Withdrawal

ML14,813

Annual Water Withdrawal Change

ML-1,417-1,208

1,275

Change from Base Year (FY’19)

%

-9.6

-17.7

-9.1

Stressed Regions Total Water Withdrawal

ML

2,853

2,576

2,451

2,520

	Percentage of Total Water Withdrawal fromStressed Regions

%

19.3

19.3

20.1

18.7

ML

13,281

12,01010,898

11,975

Water Discharge
Total Water Discharge
Annual Water Discharge Change

ML-1,270-1,113

1,077

Annual Change in Water Discharge

%

-9.6

-9.3

9.9

Change from Base Year (FY’19)

%

-9.6

-17.9

-9.8

Stressed Regions Total Water Discharge

ML

2,704

2,441

2,319

2,313

	Percentage of Total Water Discharge to
Stressed Regions

%

20.4

20.3

21.3

19.3

ML

1,532

1,386

1,291

1,489

Water Consumption
Total Water Consumption
Annual Water Consumption Change

ML

-146

-95

198

Annual Change in Water Consumption

%

-9.5

-6.9

15.3

Change from Base Year (FY’19)

%

-9.5

-15.8

-2.8

Stressed Regions Total Water Consumption

ML

148

135

132

207

	Percentage of Total Water Consumption fromStressed Regions

%

9.7

9.7

10.2

13.9

38

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

PURSUING GREATER WATER REUSE
Our water journey has been full of advances andsuccesses, and as a water-intensive business, wemust keep innovating solutions that lessen our use
of natural resources. For that reason, we continue
to view our water-reuse initiatives as a tremendous
opportunity to reduce our total water consumption
and expand our water-conservation efforts.

We also completed an assessment of each type ofwater-treatment and -reuse system currently utilizedby Cintas to identify opportunities for improvement
and expansion. Further, we continued evaluating
advances in wastewater-treatment technologythat could also expand the long-term potential ofwater reuse.

OUR EFFORTS

This examination of our water-reuse technologies andcapabilities will be especially important as we identify
opportunities to reduce our total water consumption
in geographic areas experiencing significant
water stress.

In FY’22, our engineering and operations teams
focused on ways to better quantify our existing waterreuse efforts. We installed or improved metering
capabilities at many plants, and we will continue thiseffort in FY’23.

More than 30 years ago, Cintas started installing
Dissolved Air Flotation (DAF) systems in plants. Thosesystems aid our efforts to reuse water. Over time,

MAXIMIZING REUSE IN THE
GREAT LAKES AREA
3

2

2

4
2

5

5

2

4

2
3

4
3

4
5

2

2

2
5
2

2
3

Recently, we’ve had significant success inleveraging water-reuse technologies at facilities
in our Rental division’s Great Lakes and East
Central groups.
These groups include plant locations in Northern
Indiana, Michigan, Northern and Eastern Ohio,
Western and Central Pennsylvania, Western
and Central New York, Kentucky, West Virginia,
and Maryland.

we have worked with our vendors to standardize thedesign of our DAF systems and incorporate the latest
technological advancements into our plants.

WHAT’S AHEAD
Optimizing our ability to reuse water and lower our
overall water consumption is an important priority
at Cintas.
Water reuse will continue to be a focus of ourengineering, production, and plant management
teams. Our Operational Excellence activities willplay a central part in this work, and our customers’
expectations and satisfaction will continue tobe paramount.

Some locations near the Great Lakes havedemonstrated reuse capabilities approaching –and in some cases exceeding – 30% of their waterneeds, and have been ground zero for our reuseoptimization testing.
Optimizing reuse technology at these plants
has allowed us to create greater efficiencies atthese locations and expand their capacity while
continuing to operate within permitting limits. Their
success has also helped us identify optimal reusetechnology integrations and use cases that will
benefit our enterprise footprint. This includes ourprocessing locations in water-stressed regions thatface added challenges.

2
2

4

39

ABOUT CINTASCHEMICAL SAFETY

In addition to chemicals we introduce through ourprocesses and operations, we also work with customers
to understand what chemicals, if any, could come into
contact with our products. We implement precautions
necessary to handle products that meet any chemicals
originating at a customer’s place of business. This
process begins at the earliest stage of a new customer
relationship, starting during the sales process.

The use of chemicals, chemical formulations, andchemical-containing products is an important elementof our work.
Our Uniform Rental business requires the use ofchemicals in our wash process, maintenance activities,
boilers, and wastewater treatment. We may also
encounter chemicals that enter our facilities on soiled
uniforms and bulk items. Additionally, products andservices in our Facility Services, First Aid & Safety,
and Fire Protection segments also utilize chemicals,
compounds, and formulations to work effectively.
As our business’s interactions with chemicals andchemical substances have increased over the years,
we’ve established procedures and operational
requirements to identify and control our employeepartners’ exposure to chemicals in their workday.

APPROVALS REQUIRED
Before new chemicals or chemical-containing products
are used in our business, they are first reviewed by our
corporate chemical and environmental engineers forboth safety and environmental considerations, as wellas community protections.
We maintain an updated, full accounting of thechemicals and chemical-containing products usedin our business. These products are reviewed anddocumented annually by location production managers,
and the documentation is shared with our corporate
engineering team.

COMPLIANCE
Additionally, chemical safety documentation is createdfor each unique chemical and chemical-containing
product used by a location. That documentation iscarried on our delivery fleet vehicles and available tocustomers if requested.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTEMPLOYEE-PARTNER SAFETY
Our locations provide PPE to our employee-partners to
help protect them from hazards encountered while on
the job. We perform annual PPE hazard assessments for
all potential hazards that may be associated with ourprocesses and the chemicals used in our operations, aswell as chemicals used by our customers.

SOCIAL

GOVERNANCE

APPENDIXENVIRONMENTALLY FRIENDLY
WASH MIXES
Instead of using harsh dry-cleaning solvents,
we use NPE10-free detergents that are moreenvironmentally friendly.
We are the first industrial launderer to employ
washing standards that are 100% free from NPE,
phosphates, and EDTA11 in all our North American
laundry facilities.

COMMUNITY PROTECTION
Our U.S. locations are required to comply with the Tier II
U.S. federal statute requiring the mandatory reportingof hazardous and toxic substances housed at the facility
at any point during the reporting year. These reports
are publicly available and allow local residents to gaina greater understanding of what potential risks are in
their communities.
Our corporate environmental engineering teamsupports our locations in their annual Tier II filings andoversees Cintas’ compliance with the regulations.

OPPORTUNITIESIn recent years, we have increased the numberof environmentally preferable chemicals in our
product inventory. This includes Green Seal-certified
products, Design for the Environment (DfE) chemicals,
environmentally friendly detergents, and fire
suppression foam.

40

ABOUT CINTASWASTEOperationally, we have other inputs that support ourwaste-minimization goals. We leverage technology
throughout our supply chain and have increased visibilityof and access to our stockrooms and distribution
centers around the country. This allows us to manage
our available inventory more effectively and reduce theneed for new products.

From our very beginnings, our company reduced waste
and found new ways to extend the life of products.
Today, our business strategy is based on the conceptsof “Reduce, Reuse, Recycle, Repurpose.”
Waste was identified as an Impact Priority in ourrecent assessment. Our Waste Position formalizes
our organizational commitment to responsible waste
management. This includes evaluating our operations to
identify opportunities to minimize waste through process
improvements, recycling and reuse options, and newtechnologies, as well as collaboration with our vendors,
suppliers, and customers to identify waste-minimization
opportunities in our value chain.
We have also found great success with our Zero
Waste Program12 at our distribution centers, which
posted a diversion rate of 93.16% in FY’22. Cintas hasreceived eight TRUE certifications from Green Business
Certification, Inc., certifying eight of our 10 distribution
facilities. We plan to investigate additional programs
and initiatives that can lower our waste destined for
landfills, including broader enterprise-wide recycling
and reuse programs.

THE BUSINESS CASE FOR
REUSING PRODUCTS
Our business model reduces waste by reusing textile
products. Our Uniform Rental operation has perfected abusiness model that both reuses garments and textiles
and extends the average usable life of apparel to help
reduce textile waste.
We reduce the number of uniforms each wearer needs
over a lifetime by laundering them in a manner that
extends their useful lives compared to traditional at-homelaundering. This means we require fewer raw materials tomeet the same needs.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORT

By providing reusable alternatives to products often
treated as disposable, we offer our customers ameans to reduce their disposable waste. The broader
environmental impact of these offerings is significant.
These include reusable products like bar towels, fendercovers, shop towels, aprons, microfiber mops and mats.
We also provide healthcare-related items that have been
traditionally used in a disposable format – like isolation
gowns, surgical gowns, cleanroom coveralls, or evencleaning textiles.

Reusables vs. Disposables
Research conducted in 2020 for the American Reusable
Textile Association (ARTA) found that the use of reusable
healthcare products instead of disposable versions
reduces solid waste between 84% and 97%,13 andlowers waste-disposal costs. Reusing textiles also leads
to a 27% to 66% reduction in GHGs, depending on theitem type.

SOCIAL

GOVERNANCE

APPENDIXCURRENT WASTEMANAGEMENT INITIATIVESAs we continue formulating an updated enterprisewide waste-minimization strategy and complementarypolicies and programs, we expect to centralize existingsmaller-scale programs. These current programs –usually location- or region-based – help us reduce ouroverall waste and further divert waste from landfills, andalso allow us to learn and develop best practices.
At this time, these types of programs have not been
centralized, so we cannot provide company-wide data.
But these location-based programs include paper
recycling, disposal containers for recyclable plastics,
cans, and glass, technology and hardware disposal
and recycling, and printer toner cartridge recycling.

PARTNERING FOR CIRCULARITY
As we look for additional ways to incorporate
sustainability, we continue to identify new ways
to use and process end-of-life garments to help
reduce end-of-life waste. We are actively exploring
opportunities to create circular economics with our
garments and apparel, including a new relationshipwith Accelerating Circularity.

Additional research conducted by CWS (published 2021)
found that the circular system created by the apparelrental industry in part helped extend the life of garments
and reduced waste. When garments needed repairs,
researchers found that only about half of necessary
repairs were completed at home by wearers, resulting
in the unrepaired garments being discarded as waste.
In the circular rental environment, almost all thenecessary repairs were completed, and the garments’useful lives continued to be extended. Similarly to theadded climate benefits of reusable healthcare items,
circular garment programs also reduce a garment’s
associated GHG emissions by approximately 76%,or about 50% including transportation and delivery.
41

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

ZERO WASTE
PROJECTour distribution centers participate in our Zero
Waste Program, and they continue to remain TRUE
Certified by Green Business Certification, Inc. Thismeans they divert at least 90% of their waste fromlandfills each year.

Cintas has established several waste-reduction
programs throughout its operations. These initiatives
have demonstrated success in helping lessen ourwaste while creating opportunities to recycle (orreuse or repurpose) refuse that would otherwise
be destined for landfills.

The success of our Zero Waste Program is definedby our employee-partners’ commitment to ourprogram’s goals. Each location has its own Green
Team that:

The success of existing waste-reduction andrecycling initiatives is leading us to explore morecomprehensive programs. These are intended tohelp us minimize our company’s waste and expand
our adoption and implementation of recycling,reuse, and repurposing initiatives.

• Tracks their location’s waste anddiversion performances• 15.73 tons of pallets• Educates, motivates, and supports our
employee-partners’ efforts to reduce,reuse, and recycle our waste

Part of our diversion efforts in FY’22 included
redirecting 1,817 tons of products and other items
from distribution centers to Matthew 25: Ministries
and other charitable organizations.

CINTAS ZERO WASTE PROGRAM
The Zero Waste Program at our distribution centers
is an effort to increase our waste diverted fromlandfills. Currently eight locations housing 10 of• Champions our Zero Waste Program’s
goals throughout their location• Collaborates with our ESG and Global
Supply Chain Teams to identify recycling
and waste best practices that could benefit
the broader organization

FY’22 Results
Our Scranton distribution center posted our highest
diversion rate of 96.8%. The eight participating
locations produced an overall average diversion rateof 93.16%. Together these locations divert a total of
2,428.00 tons of waste from landfills, including:• 1,894.40 tons of cardboard• 24.33 tons of plastic• 27.17 tons of co-mingled products• 32.96 tons of fabric and trimming• 50.59 tons of paper

42

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHTTECHNOLOGY’S
ROLE MANAGING
WASTE
MATERIALS
We have made significant strides in leveraging
emerging technologies to help manage ourinventory. This has provided greater visibility to our
product supply and has created efficiencies in our
supply chain system to help us identify and create
processes that can lead to less waste and fewer
material needs.

INVENTORY MANAGEMENT
Our widespread SAP integration has provided
better insights into our inventory across our entire
organization. Further, it supports the managementof our global supply chain, especially where it
overlaps with inventory management.
Our inventory-tracking systems give us clearer
insights into our existing product inventory, nomatter an item’s location in our company footprint.
The systems provide users with greater knowledge
regarding where surplus exists, and encourage
utilization of products already in inventory before
placing an order for new products. As a result of
this expanded stockroom visibility, we’ve been able
to increase the number of garments our locations
share monthly.

Holistically, the technology integrations allow us
to better leverage products we already have inour system and reduce our need to order new
products. They also mean we avoid increased
waste and added costs generated by outdated
excess products and inventory.

AUTOMATED SORTING SYSTEMS
Automated sorting systems aren’t new to Cintas,
but we are exploring new uses for them.
We have had auto-sort systems in our laundering
processing plants for years. These complex systemsof rails, clips, hangers, barcodes, and scanners
have helped create significant efficiencies in ourorganization. They’ve provided streamlined storagelayouts for laundered garments and backstock,
reducing our plant footprints.
Cintas is also using a different kind of autosort system in our newest distribution center in
Middletown, Ohio (pictured to the right). Opened
in FY’22, it fulfills the needs of our First Aid &Safety division. This system utilizes a computerizedprocess to provide precise tracking and inventory
management. As a result of this new auto-sortsystem, Cintas can store the same amount of
product on a smaller footprint compared to
traditional shelf-based warehousing systems. Inturn, this helps us reduce the overall footprint of
the facility, helping to lower our energy needs.

43

ABOUT CINTASMATERIALS

This division has been our champion of fabric andmaterials innovation and continues to imagine ways
to create a more circular economy and, potentially, anentirely closed-loop system for our apparel. Its efforts
are also central to our company’s ongoing aim tocreate a broader circular economy for our garment andapparel products.

Because of the nature of our business, we work witha significant amount of material – especially textiles.
Being responsible with the materials we source andhow we use them makes a lot of business sense.
As our business grows, so too has interest in sustainableproduct offerings. Nowhere is this truer than in our
Design Collective® by Cintas business. Design Collective
creates and sells customized and bespoke uniform
programs, with customers that include some of theworld’s largest companies and travel, entertainment,
and hospitality brands.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTTo help meet our customers’ appetites for uniforms andapparel made in a more sustainable manner, Design
Collective has focused efforts on designing and testing
several new products and programs.

SUSTAINABLE MATERIALSAs interest in products made from sustainable materials
and fabrics grows, so too does our use of sustainablefabrics. This includes recycled polyester and ecofriendly, sustainable textiles – which are currently
available in more than 150 of our uniform styles. Ourcurrent product catalog includes 1,360 products thatare at least partially made from recycled materials.

SOCIAL

GOVERNANCE

APPENDIX

Sustainable fabrics in our product portfolio include:• Cintas’ proprietary ComfortFLEX®
• DuPont Sorona®
• Bamboo• Organic cotton• Recycled polyester (rPET)• Tencel™
• Other cellulosic fibers

TRACEABLE RECYCLED POLYESTER
Traceable waste from our clients, such as plastic bottles,
is processed and transformed into REPREVE® recycled
polyester fibers. REPREVE is then used to produce
apparel and accessories – including items for our
Regeneration Collection.

44

ABOUT CINTASUPCYCLING AND
REPURPOSING GARMENTS

As we continue exploring various recycling andrepurposing technologies, we also wish to gain a better
understanding of how these products perform and their
new-form lifespans.

We are active in recycling end-of-life garments fromour customers. Once we collect these garments, they
can be transformed – or upcycled – into other appareland products. Not only does this divert the garmentsfrom landfills, but it also gives life to them in new forms.
One such program is with Martex Fiber, which takes
customers’ end-of-life garments and recycles them into
an amalgamated marled material. This is generally usedin post-consumer textiles.

RECLAIMED GARMENTS
We partner with various charities to donate reclaimed
or unused garments. In FY’22, reclaimed garments wereamong the more than 1,817 tons of reclaimed goods
that we donated to Matthew 25: Ministries.

OUR ESG JOURNEY

ENVIRONMENTCINTAS 2022 ESG REPORTAs we investigate potential opportunities, we will always
keep our customers’ expectations and needs central to
our product-development strategies. Our products must
continue to meet customers’ ongoing needs.
We understand that even a smaller-scale productline made from a circular supply chain, or closedloop system, would have an instant impact on ourenvironmental footprint.

SOCIAL

GOVERNANCE

APPENDIXRECYCLING FIRE
PROTECTION EQUIPMENT
Our uniforms and garments aren’t the only
products subject to recycling. Our Fire Protection
division has also found ways to recycle
components of their products and help cut downon the need for new materials, as well as lowering
waste from those product lines.
In FY’22, the Fire division recycled 121,000
emergency and exit light batteries. Additionally,
our Fire Extinguisher Processing Centers recycled
750,000 pounds – or 375 tons – of metal from fire
extinguishers no longer fit for service.

WHAT’S AHEAD
We have already begun imagining a future that
includes Cintas-branded product lines produced
entirely in a closed-loop system. Collaboration between
stakeholders in our Rental, Design Collective, ProductDevelopment, Global Supply Chain, and ESG groups is
exploring how current and emerging technologies can
support such an initiative.
Our partnerships and ongoing programs with outsideorganizations – like Accelerating Circularity – to develop
new assets from end-of-life products have helped us
recognize and understand how impactful this could beon our total environmental footprint.

45

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

REDUCING,
REUSING,RECYCLING, AND
REPURPOSINGOUR TEXTILES
Our company’s origin story dates to the Great
Depression, when Doc and Amelia Farmer
unknowingly created a circular economy for ourarea’s shop rags. In doing so they also solved theirprimary problem of having to find a means to feed
and clothe their family during the Great Depression.
As we approach our second century of operations,
we are using the same ingenuity and resourcefulness
to place greater emphasis on extending the life andusefulness of our products. While Cintas alreadyprovides a circular model, we want to do more.
Less than 1% of used clothing in the United States isrecycled annually.14 This demonstrates a tremendous
opportunity to identify and create new opportunities
for end-of-life goods.
We are currently participating in several initiatives
to act on this opportunity. One of those is our
Accelerating Circularity Program.

ACCELERATINGCIRCULARITY PROGRAMIn FY’22, we joined Accelerating Circularity, a notfor-profit organizations that hopes to re-envision the
textile industry’s supply chain and use the value inexisting textiles for new products. The organization
brings together members from some of North
America’s largest clothing and apparel retailers,
textile producers, and manufacturers, as well as othertrade, industry, and research organizations.
As a company already focused on recycling, reusing,and extending the useful life of materials, ourmembership in Accelerating Circularity can help
expand potential new textile circular economies.
The consortium provides us with opportunities
to collaborate with other Accelerating Circularity
members and industry peers.
Accelerating Circularity focuses on identifying
new uses for end-of-life polyester, cotton, andmanmade cellulosics, which together represent
approximately 80% of the textile market. Creating across-collaborative circular textile supply chain would
help improve the industry’s environmental and social
impact by lowering its waste and the reliance anduse of raw materials, energy, and water.

WHAT’S NEXTWe expect our efforts to identify new uses for endof-life products or incorporate other sustainably
made products into our company inventory
will continue.
Our market presence and our company footprint,
coupled with our heritage incorporating a “Reduce,
Reuse, Recycle, Repurpose” mindset, affords
us tremendous opportunity to develop morecircular economies.
We believe there is tremendous benefit for ourcustomers and our environment to identify productofferings for our other divisions that further
expand our recycled offerings portfolio and help
minimize waste.
As recycling technology continues to evolve andmore opportunities are identified that maintain – orincrease – quality and customer experience, we’reeager to get further involved and incorporate
these offerings.

We are currently collaborating across our own
organization as we pursue more circular textiles.
Through Accelerating Circularity, Design Collective
has designed t-shirt and twill pant samples
constructed from circular textiles that can be
included in our product offerings.

46

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSOCIAL

48
49
51
53
55
56
58
59
63
65

Overview and Approach
Our People
Human Rights
Diversity, Equity & Inclusion
Workforce Data
Talent Recruitment and Retention
Talent Recruitment and Retention Data
Compensation and Benefits
Performance and Advancement
Training and Development

68
69
70
74
75
77
78
82
83

SPOTLIGHT: PBRGs: Supporting Partner
Development
Employee-Partner Engagement
Safety and Health
SPOTLIGHT: Ergo Excellence
Global Supply Chain and Supplier Relations
Supplier Diversity
Community Impact and Philanthropy
SPOTLIGHT: Cintas Partner Assistance Fund
Impacts of Our Products and Services
47

ABOUT CINTASOVERVIEW AND
APPROACH

every day and help our customers get Ready for theWorkday®. Our people – and the way they bring our
Corporate Culture to life day-in and day-out – haveultimately helped define Cintas and what we stand for.

We are committed to an overall culture that values thehuman rights of not only our employee-partners, butalso our customers, the communities we serve, and all
those in our value chain.

Our goal is to foster a working environment where
everyone feels their contributions help empower ourcollective success. We firmly believe an engaged andfulfilled workforce is a harbinger of our ongoing successand growth.

We strive to perpetuate a safe and healthy workplacethat encourages and celebrates Diversity, Equity &Inclusion so our employee-partners have a senseof belonging and purpose while they’re on the job
at Cintas.

To help ensure our employee-partners understandhow impactful they are to our overall success,we place tremendous importance on treatingthem fairly and ethically and providing ongoing,
meaningful opportunities.

Our goal is to foster a working environment where
everyone feels their contributions help empower ourcollective success.

We are intentional about our Corporate Culture andhow we’ve interpreted and evolved it through the years.
It’s the foundation of our company and continues toguide our growth and business decisions. Our dynamic
policies and procedures inform our management
activities and help us maintain our quality service as ourcustomers’ expectations and needs evolve.
At the heart of our company sit our employee-partners,
who are our best representatives. They are in the field

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTGOVERNANCE

APPENDIX48

CINTAS 2022 ESG REPORTABOUT CINTASOUR PEOPLE

FY’22 WORKFORCE HIGHLIGHTS16“It is important to recognize thepotential in every human being.
It is important to involve everyone,
and to make everyone a confident,
contributing member of the team.”
Dick Farmer, The Spirit Is The Difference
Dick Farmer’s philosophy continues to inform ourapproach to our employee-partners: one that prioritizes
our employee-partners’ needs, incentivizes theirsuccess, and supports their ongoing development. We
do this with a keen eye on consistency and fairness.
Our management system helps guide and inform ourinteractions with our people and those with whom we
do business.
At Cintas, we’re fortunate to have almost 43,00015
employee-partners in the United States and Canada
who reflect our corporate character, giving our business
an incredibly strong foundation. All our employeepartners are employed on a full-time or part-timebasis, helping to create an even deeper connection
to our company.
We believe our employee-partners are our best advocatesand brand representatives, primarily because they are
engaged in and feel fulfilled through their careers.

OUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

36+64+A 44+56+A
GenderMinority Status

35.7%
Women

44.2%
Self-Reported
Minority

Women
35.7%

Men
64.3%

Self-Reported
Minority
44.2%

Self-Report
Non-Minority
55.8%

99+1+A 98+2+A 92+8+A
Employment Type

Associated Partners

Geographic Location

Full-Time Partners
99.4%

Non-Unionized Partners
97.9%

U.S.-Based Partners
92.2%

Part-Time Partners
0.6%

Unionized Partners
2.1%

Canada-Based Partners
7.8%

49

ABOUT CINTASTRUSTING, RESPECTFUL, AND
SUPPORTIVE MANAGEMENTSHARING IN OUR SUCCESSASSOCIATIONS AT CINTAS

Because we value our employee-partners and theircontributions to our collective success, we share ouraccomplishments with them. We collectively enjoyownership in the company we’ve helped grow throughour Employee Stock Ownership Program (ESOP) andprofit-sharing. These are components of our threepart Partners Plan, in which every employee-partner iseligible to participate17 after they have been employedfor one year.

We recognize and respect the principles of freedomof association and our employee-partners’ right tocollective bargaining in accordance with applicablenational laws. We adhere to the protocols establishedby the U.S. National Labor Relations Board and theCanada Labour Relations Program to support ourpartners’ rights to exercise their freedom of associationand collective bargaining.

Our management philosophy is based on managers
and supervisors interacting with our employee-partners
every day. We expect our managers to walk around our
locations, talk with our employee-partners daily, andmaintain an “open door” to their offices in order to beavailable to their staff.
We believe these ongoing exchanges facilitate anenvironment of open communication and help us createstrong relationships built on trust and respect.
We also promote world-class safety and health practices
throughout our organization. We’ve been repeatedly
recognized and honored for our processes andcommitment to safe work environments – most notably
with the Occupational Safety and Health Administration(OSHA)’s recognition for workplace safety: the VoluntaryProtection Program (VPP).

EMPOWERING OUR WORKFORCE
We’ve worked hard to foster an environment where
every employee-partner is positioned to use theirstrengths and talents to help us meet our businessgoals, and to create a place where they feel supported
and championed in pursuit of their professional andpersonal goals. When our employee-partners areengaged and feel connected to our overall success, we
believe they’re more likely to remain at Cintas to growtheir careers.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTIn addition to our competitive pay and benefit
packages, we have programs to support the physicalhealth and wellness of our employee-partners andtheir families.

DEVELOPING AND SUPPORTING
OUR FUTURE
We prioritize the growth and development of ouremployee-partners, and our strong preference is topromote from within. With our diverse businesses andcorporate functions, employee-partners can continue
growing their careers and experiences with us. The
diversity of our jobs also helps us better retain our
employee-partners’ knowledge and skills so they cancontinue to make Cintas better and stronger.
The depth and breadth of our Learning & Development
offerings help employee-partners attain and refine
important knowledge and skills that further support their
ongoing career and personal growth. We also facilitate
training and certifications as positions require.

GOVERNANCE

APPENDIX

All our employee-partners are vital to our success. We
value their opinions and feedback, no matter their rolein the company. We are committed to promoting fairlabor practices and safe working conditions; providing
competitive pay, comprehensive benefits, and ongoingcareer development opportunities; and maintaining
our management philosophy, which not only promotes
accountability and employee-partner access but also
articulates our ethical expectations.
We hold that all these tenets – and more – have helped
us foster and perpetuate a strong, open environment
where our employee-partners feel valued, supported,and positioned to thrive. And we believe that thisis why, in almost all instances, when our employeepartners have had the opportunity to cast their votes
for association in private, government-supervised
elections, they’ve voted against association and union
representation.18
In areas where our employee-partners have voted
for union representation, we satisfy our bargaining
obligations as defined by the law.

We continue to monitor and mentor our workforce andto identify new opportunities for our employee-partners
to be influencers on our company and its businessthrough our leadership-development programs.

50

ABOUT CINTASHUMAN RIGHTS

STANDARDS AND REQUIREMENTS

HOURS AND WAGES

In our Vendor Code of Conduct, we support the United
Nations and the various legal entities’ requirements
and laws that establish and promote the fair treatmentof all people. Further, this responsibility doesn’t justfall on Cintas and its employee-partners: we have thesame expectations of our external suppliers, contractors,
and business partners.

We require that workers be paid at least the legal
minimum wage. While we understand that overtime isoccasionally necessary to meet production demands,
workers must be allowed a reasonable amount of time
off from their duties to afford humane and productive
working conditions. Further, we expect our Global
Supply Chain Suppliers to comply with all applicablelaws and regulations regarding working hours, wages,
and overtime pay in the countries in which they operate.

Cintas respects the value and worth of all human beings.
We pride ourselves on our Corporate Culture, and our
position on human rights throughout our value chain isa natural extension of those tenets.
Cintas is committed to promoting and upholding thehuman rights, workplace rights, and workplace safety of
our own workforce and the workforces of those entities
with whom we conduct business around the world.
Our Code of Conduct and Business Ethics and ourother corporate employment practices policies prohibit
discrimination or harassment of any employee-partner
based on any personal status or human rights protectedby law or statute.
We aim to create opportunities for individuals tochallenge themselves while working in supportive
environments that afford each worker an opportunity
for development and advancement.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORT

We know that cultural and societal differences exist
throughout the world. Our Vendor Code of Conduct
requires our Global Supply Chain Suppliers19 to meet
our standards and requirements to do business with us.

INTERNATIONAL LABOURORGANIZATION CONVENTIONSThe Human Rights Policy in our Vendor Codeof Conduct incorporates many key International
Labour Organization conventions, including wages
and hours; child labor; prison, forced, enslaved,or trafficked labor; discrimination and harassment;
and right to organize and workplace freedom.
We also support international human rights
principles, including the United Nations
Declaration of Human Rights, the United
Nations Guiding Principles on Business andHuman Rights (UNGP), and the European
Convention on Human Rights.

GOVERNANCE

APPENDIXCHILD LABOR
Cintas defines child labor as any work performed byindividuals under the age of 16, or those under thecompulsory school age defined by the location where
work is being performed if that’s higher than 16. The useof child labor by Cintas’ Global Supply Chain Suppliers
is strictly prohibited, and they must only employ workers
who meet the minimum age requirements in their area.

FORCED LABOR
We strictly prohibit the use of prison labor, forcedlabor, enslaved labor, or trafficked labor. Our Vendor
Code of Conduct also prohibits our suppliers fromknowingly utilizing or purchasing materials or products
manufactured from companies that use these types oflabor, or from companies requiring any worker to remain
under their employment for any period of time against
their will.
We participate in the American Apparel & Footwear
Association and Fair Labor Association Commitment
to Responsible Recruitment. This requires that noworkers pay for their jobs; that workers retain their own
travel documents and freedom of movement; and that
all workers are informed of the basic terms of theiremployment before traveling to start employment.
Our Global Supply Chain Suppliers are also expected
to commit to this.

51

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

Additionally, in FY’21, we identified Global Supply Chain
Suppliers who have been known to conduct businessin China and the Eastern Hemisphere. We required
them to attest that they do not work with or sourcefrom vendors or suppliers in China’s Xinjiang Uygur
Autonomous Region.

COLLECTIVE BARGAINING
We respect our employee-partners’ rights to collective
bargaining and association. We believe workers musthave the right to make an informed decision on thesematters; have the right to free, fair, and governmentsupervised elections; and to not be subject torepresentation that has been adopted unilaterally.
We expect our Global Supply Chain Suppliers to also
uphold their workers’ freedom of association and theirrights to organize and collectively bargain.

AT-RISK LOCATIONS
Cintas has not identified any locations under ouroperation where our employee-partners’ rights tofreedom of association and collective bargaining may
be at risk. Our Vendor Code of Conduct also requires
our Global Supply Chain Supplier operations to respectthese conventions.

MINIMUM NOTICE
In cases where operational changes are set to occur, we
make every effort to provide as much notice as possible
to our affected operations, given the scope of theimminent changes.
In cases where a Worker Adjustment and Retraining
Notification (WARN) is required in the United States,
we provide at least the minimum required noticeof 60 days to affected operation(s). Our U.S.-based
collective bargaining agreements include standard
60-day notification periods as required by law, unlessnegotiated otherwise for a different length of time.

52

CINTAS 2022 ESG REPORTABOUT CINTASDIVERSITY, EQUITY& INCLUSION

Fundamentally, we want our workforce to reflect thecommunities in which we do business. We believe thisleads to ideas, solutions, and improved outcomes that
better serve our customers, shareholders, and otherstakeholders in the long term.

We seek to foster a diverse workplace where employeepartners of different backgrounds can come together
to identify and champion opportunities, all whilefeeling a sense of equality, inclusion, and belonging.
Our Founder, Dick Farmer, stressed every employeepartner’s importance to the company – regardless of
their position or role. This has been a fundamental
belief at Cintas since the beginning.

Having a broad range of experiences to lean on also
helps us enter new markets and gain new customers.
Our diverse workforce helps us better understand how
our products and services are viewed, how they meet
our customers’ needs, and what innovations may benefit
our business.

We’ve made a committed effort to foster a diverse
workforce of employee-partners. We believe oursystematic approach to diversity, equity & inclusion(DEI) fosters a greater sense of belonging and purpose
for our employee-partners, which further supports
our business results. Bringing together employeepartners with different perspectives, life experiences,and backgrounds benefits everyone. Our results andsuccesses are compounded through the increased
exchange of perspectives and experiences, and provide
a forum for deeper insight, understanding, empathy,
and compassion.

Our constituents – both internally and externally –have shown significant interest in our programs,
opportunities, challenges, and progress in DEI, making
this area an Impact Priority. In late FY’21, we began an
ongoing assessment of our DEI strategy as a componentof our overall organizational review.

CHAMPIONING DEI
Formal DEI programs at Cintas date backalmost 20 years, when then-newly appointed
Chief Executive Officer Scott Farmer – now our
Executive Chairman – championed Diversity &Inclusion. Scott Farmer not only endorsed andcodified Cintas’ efforts to expand its workforce
diversity, but also introduced DEI metrics as
non-financial goals in our executives’ annualcompensation packages – components which still
exist in those packages today.

OUR ESG JOURNEY

ENVIRONMENTUPDATING OUR DEI STRATEGY

Following this review, we unveiled an updated DEI
strategy in FY’22. Notably, this included the transitionof our existing Diversity & Inclusion (D&I) programmingunder the broader umbrella of our refreshed
DEI strategy.
We expanded our dedicated DEI team to help broaden
its focus and impact on our overall corporate strategy,
and amplified our diverse recruiting, diversity training,and ongoing workforce education.
Todd Schneider – our CEO and President at the startof FY’22 – agreed to the CEO Action for Diversity &Inclusion™ Pledge, which positions Cintas among awide group of corporate and not-for-profit leaders.
This allows the company to collaborate and benchmark
with other signatories. His pledge extended Cintas’
commitment to CEO Action after Scott Farmer initiallysigned on in 2015 during his tenure as CEO andChairman of the Board.

SOCIAL

GOVERNANCE

APPENDIX

RECOGNITION FOR OUR EFFORTS
In recent years, our efforts to promote a diverse
workforce have been recognized with a host ofawards and honors, including:• Forbes’ “America’s Best Employers
for Diversity”• DiversityPlus Magazine’s “Top 30 Championsof Diversity”• “Influencer Award” from Autism Speaks• “Best Place to Work for Disability Inclusion”
by Disability Equality Index• Military Friendly® as a Bronze Employer andfor Military Friendly Supplier Diversity

DEI STRATEGY PILLARS
Our updated DEI strategy helps to guide our humanresources management and practices, and helps further
position DEI priorities in our overall corporate andbusiness strategy. Our updated DEI strategy includes
five components that can impact employee-partners
throughout their Cintas careers. These are:
• Recruiting• Partner Advancement• Training and Education• Partner Business Resource Groups• DEI Communications

53

CINTAS 2022 ESG REPORTABOUT CINTAS

Recruiting Strategy

underrepresented groups. We also have implemented
a new process to further support employee-partners
following promotion and transfer interviews, which
provide beneficial feedback and action plans to help
better position them for future opportunities.

We have created a new recruiting structure that places
additional emphasis on identifying and recruiting
potential employee-partners from underrepresented
demographics and experiential groups. This work has
initially focused on three key areas: our Management
Trainee program, our Advanced Management Partners,
and our leadership positions.
We have expanded our team of Campus TalentAcquisition Managers. This has allowed us to further
prioritize on-campus recruiting at historically Black
colleges and universities (HBCUs), members of the
Hispanic Association of Colleges and Universities(HACU), and other Hispanic-serving institutions.
In March 2022, we joined the HBCU Partnership
Challenge, which was formed by the Congressional
Bipartisan HBCU Caucus. By joining this groupof 94 companies, we’ve accepted the challenge
to form meaningful partnerships with HBCUs andacknowledged that HBCUs are part of our diversity
and inclusion efforts.
Our recruiting strategy also includes an ongoing focus
on outreach and recruiting efforts to veterans andmilitary-affiliated candidates. This includes identifying
opportunities for Junior Military Officers and othercommissioned and reserve enlisted candidates.

Partner Advancement
We have placed additional focus on DEI in ourannual succession planning and partner-development
cycles. This includes the identification of additional
development opportunities for high-potential
employee-partners from underrepresented groups,
including expanded access to our Executive Leadership
Program (ELP) and additional mentorship connections.
Our leadership team is engaged with relevantorganizations to help identify hiring and promotion
opportunities for employee-partners fromOUR ESG JOURNEY

ENVIRONMENT

Training and Education
Our refreshed DEI training curriculum was launchedat the start of FY’23. This is required instruction for
all managers with direct reports, as well as all Human
Resources employee-partners.
Additionally, our Meticulous Hiring curriculum – required
for all hiring managers – has been reviewed to include
updated DEI priorities and considerations that havebeen implemented in Cintas’ hiring process.
Further curriculum development is underway to develop
training courses in unconscious bias and culturalcompetency. These are expected to become training
requirements for various groups of employee-partners,
including managers and supervisors.

Partner Business Resource Groups
Our Partner Business Resource Groups (PBRGs) serve
broad employee-partner populations, both at a
corporate level and through smaller regional chapters
throughout the United States and Canada.

SOCIAL

GOVERNANCE

APPENDIX

The holistic review of our DEI strategy helped identify
new opportunities for these groups. Each grouptransitioned its leadership, and the groups were allassigned goals intended to help better support theirmembers’ professional development. This was achieved
through focused programming and initiatives, meaningfulconnections, and productive networking opportunities.

DEI Communications
Cintas’ DEI team also launched an ongoing initiative toregularly communicate to our workforce about our DEI
strategy and programming.
Building on established recognition months, cultural
holidays, and milestones, the DEI team produced
weekly and monthly content series to help our entire
workforce become more familiar with Cintas’ DEI
goals, opportunities, and challenges. This included
video messages from executives on their perspectives
about DEI and experiences at Cintas, as well as
regular features and profiles highlighting our diverse
employee-partners.
To reach employee-partners without a computerconnection these pieces were also produced in amanner that could be shared directly with frontline
partners at the location level.

In FY’22, we expanded our PBRG offerings from four to
six groups. These are:
• IMPACT: LGBTQ+ employee-partners and allies (newin FY’22)• LEAD: Asian and Pacific Islander employee-partners(new in FY’22)• RISE2: Black/African American employee-partners• TODOS: Hispanic and Latin employee-partners• VALOR: military-affiliated employee-partners• WAVE: female employee-partners
54

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXWORKFORCE DATACINTASCORPORATION

FY’21

PCT

FY’22

PCT

Employee-Partners23

CINTASCORPORATION

FY’21
PCT

FY’22
PCT

EEO-1 Demographic Breakdown of U.S. Workforce24

Total

40,099100%

42,693

100%

White

57.3%

55.8%

Men

25,72364.1%

27,471

64.3%

Hispanic/Latin

21.1%

21.7%

Women

14,37635.9%

15,222

35.7%

Black/African American

14.5%

15.2%

Asian

4.1%

4.0%

Total Full-Time

39,81499.3%

42,445

99.4%

Two or More Races

2.4%

2.5%

Full-Time Men

25,565

63.8%

27,33864.0%

Native American/Alaskan

0.4%

0.4%

Full-Time Women

14,24935.5%

15,107

35.4%

Pacific Islander/Hawaiian

0.4%

0.4%

Total Part-Time

285

0.7%

248

0.6%

Part-Time Men

158

0.4%

133

0.3%

Part-Time Women

127

0.3%

115

0.3%

8,115

20.2%

8,689

20.4%

5,757

14.4%

6,273

14.7%

Employment TypeAge Group Breakdown
Under 30
Men Under 30
Women Under 30

2,358

5.9%

2,416

5.7%

22,051

55.0%

23,14654.2%

Men 30–50

15,13837.8%

15,865

37.2%

Women 30–50

6,913

17.2%

7,281

17.0%

9,933

24.8%

10,85825.4%

Men Over 50

4,828

12.0%

5,333

12.5%

Women Over 50

5,105

12.7%

5,525

12.9%

30–50

Over 50

55

ABOUT CINTASTALENTRECRUITMENT
AND RETENTIONEXPANDING OUR TEAMATTRACTING THE BEST TALENT

We’ve invested heavily in our talent pipeline andhave created many new full-time jobs to support ourcompany’s ongoing and forecasted growth. During
FY’22 alone, we expanded our workforce by 6.29%,
finishing the year with almost 43,000 employee-partners.

To maintain our competitive advantage and generate
a diverse and qualified applicant pool, we post our
positions both internally and externally across careersites, job boards, and social media platforms. To
support our general hiring efforts, we expanded ourrecruiting efforts by hiring a team of in-house recruiters
to specifically target various roles and functions in the
United States and Canada.

We firmly believe Cintas is an employer of choice inthe United States and Canada because of the care andsupport we offer our employee-partners.
Our preference is to create full-time roles and hire
employee-partners on a full-time basis. We offer
competitive salaries and wages with an attractive
benefits package as well as ongoing opportunities foradvancement and career development. We also provide
significant opportunities to further champion our
employee value proposition to potential – and current –employee-partners.

“Cintas is a really, really powerful –but incredibly humble – industry
leader. It can feel like people don’t
always know much about us, what
we do, and what we offer our
employee-partners unless they work
here. Our goal is to change thatand make sure more recruits know
Cintas is an incredible brand and an
unbelievable employer.”

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTAs we continue to grow, we understand the need
to better position Cintas among a crowded field of
employers, and help our company better stand out to
top talent. To facilitate this, we’ve expanded our Talentand Employment Solutions team, and created a newVice President of Talent Acquisition role.
This new leader will:• Champion our efforts to refine our TalentAcquisition strategy

GOVERNANCE

APPENDIX

We continue to leverage external agencies thatspecialize in specific industries or geographies.
Further, we work with a wide group of minorityfocused commerce groups and business organizations
around the country to source and recruit applicants formany roles.

• Identify new, overlooked, or underutilized avenues
to source and secure talent to support our
growing workforce• Articulate the company’s employee value propositionin new and refreshed manners to better reflect our
holistic approach to our employee-partners

David Coe, Vice President of Talent Acquisition

56

CINTAS 2022 ESG REPORTABOUT CINTASON-CAMPUS RECRUITING

INTERNAL RECRUITING

We use a broad on-campus recruiting network for someof our positions, including our Management Trainee andundergraduate internship programs. We’ve fosteredrelationships with many colleges and universities aroundthe United States and Canada – including HBCUs andthe HACU.

Our organizational structure presents opportunities for
employee-partners to pursue new work experiences
while remaining Cintas employee-partners. Aligningwith our strong desire to promote from within wheneverpossible, individuals can apply for open positions on
our website.

In FY’22, our corporate recruiting teams participated inalmost 1,000 on-campus recruiting events in the UnitedStates and Canada. These included career fairs, diversity
events, case studies/role play competitions, professional
development events (resume reviews, table talks, mockinterviews, etc.), and advisory board sessions.

Additionally, hiring managers have tools to recruit
internally and identify potential team members from ourexisting workforce. Each year, employee-partners are
asked to update their in-depth personal profiles – which
include career objectives, skills, and special assignments,
among other categories – in our human resource
information system. This information is searchable andallows hiring managers to see the entire spectrum of
talent at Cintas and source internal candidates who may
not otherwise be aware of available opportunities.

Our internship program is open to undergraduate
students and exposes them to all facets of our business.
We offer competitive wages, extensive training, andwork experience in one area of Cintas, along with thepotential to transition directly into our Management
Trainee program upon graduation.
We’ve also developed competitive apprenticeship andshadow programs with a small group of universities.
These allow potential applicants the opportunity tolearn more about our business from local management
employee-partners before applying for positions.

METICULOUS HIRING
Our hiring managers must complete our Meticulous
Hiring curriculum before they evaluate candidates
and hire new employee-partners. Our systemic hiring
process helps create a consistent recruiting and hiringexperience across our organization with documented
hiring processes and centralized hiring profiles.
Our hiring process is detailed and leverages a series
of introductory and in-depth behavioral interviews,
plus job trials when appropriate. This process helps us
understand candidates’ work experiences and the skills
and acumen they may bring to Cintas.

OUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXPROFESSIONAL
DEVELOPMENT PHILOSOPHY
We offer a flexible path to a long-term meaningfulcareer. We call this our “career jungle gym.” Thisdistinguishes Cintas from other companies.
At Cintas, we can offer different careers and job
opportunities to meet someone’s professional needs
at every stage of their career, with both lateral andupward opportunities that continue to provide support
alongside ongoing company investment in theirdevelopment. Between our various business divisions,
corporate departments, and locations across the UnitedStates and Canada, we can provide employee-partners
with new opportunities and work experiences. This isa defining characteristic at Cintas and has been a key
factor in helping us retain the best talent.

TALENT RETENTION
Approximately 43,000 employee-partners companywide, we have a dynamic and talented workforce.
Our goal is to provide employee-partners with
opportunities to stay engaged and support their growthand development.
Our competitive salaries and comprehensive benefits
are attractive to our partners. But we stand out for our
focus on professional development. Further, our Partner
Business Resource Groups (PBRGs) are importantresources for employee-partners who seek a culturalconnection to others at work.
We’ve evaluated the value proposition of working at
Cintas at every stage of an employee-partner’s careerand in every operational area. We found that ouremployee-partners value the opportunity to gain new
skills, do new jobs more frequently, and grow theircareers faster.

57

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEYWORKFORCE RECRUITMENT DATACINTASCORPORATIONSOCIAL

GOVERNANCE

APPENDIXWORKFORCE RETENTION DATA

FY’22

PCT

New Hires: By Gender
Total New Hires

ENVIRONMENTCINTASCORPORATION

FY’22

PCT

11,27426.4%

Turnover Performance: By Gender
14,933

35.0%

Men

9,728

22.8%

Men

7,322

17.1%

Women

5,205

12.2%

Women

3,952

9.3%

3,624

32.1%

New Hires: By Age
Under 30

Total Turnover

Total Turnover Performance: By Age
5,688

38.1%

Men Under 30

4,082

27.3%

Men Under 30

2,511

22.3%

Women Under 30

1,606

10.8%

Women Under 30

1,113

9.9%

7,123

47.7%

5,914

52.5%

Men 30–50

4,634

31.0%

Men 30–50

3,934

34.9%

Women 30–50

2,489

16.7%

Women 30–50

1,980

17.6%

2,122

14.2%

1,736

15.4%

Men Over 50

1,012

6.8%

Men Over 50

877

7.8%

Women Over 50

1,110

7.4%

Women Over 50

859

7.6%

30–50

Over 50

Under 30

30–50Over 5058

CINTAS 2022 ESG REPORTABOUT CINTASCOMPENSATION
AND BENEFITSPAY EQUITY

Cintas is proud to offer a competitive, robust
compensation package to its employee-partners – bothfull time and part time. Our standard compensation
package includes regular salaries and wages, acomprehensive benefits package, and a generous
retirement program.
Cintas and employee-partners share the expense ofsome components of our benefits package, with thecompany bearing a large portion of that expense. The
company also contributes to its employee-partners’
retirement plans.

OUR ESG JOURNEY

ENVIRONMENT

Cintas will continue to be an equal opportunity
employer. We aim to develop a workforce of diverse
talent, and we reward our associates equitably. All
personnel decisions, including those relating to pay, aremade without regard to race, religion, color, veteranstatus, national origin, citizenship, gender, sexual
orientation or gender identity, age, or disability.
We review our compensation practices annuallyand leverage outside, third-party consultants toevaluate our overall compensation programs. We also
incorporate market and geographic analysis in ourannual evaluations.

SOCIAL

GOVERNANCE

APPENDIX

Our latest annual review continued to confirm that ourcompensation practices pay our employee-partners
equally. This includes the consideration of related
factors like position, experience, education andtraining, Cintas tenure, and geographic location, andapplies regardless of gender, race, ethnicity, or otheridentifying characteristics.
We also use our annual performance review process
to consider market factors – like competitivenessand geography changes – and make compensation
adjustments, if necessary.
Employee-partners who meet the necessary
qualifications are eligible for annual merit increases.

SALARIES AND WAGES
Our employee-partners are paid on a weekly basis.
We abide by all prevailing employment laws, including
federal, state/provincial, and municipal regulations.
U.S.- and Canada-based employee-partners who workin positions that meet the standards and responsibilities
required for an exemption are paid their annual
salary. Those in non-exempt and/or hourly positions
receive overtime payment for time worked above thestandard workweek.
For those U.S.-based employee-partners who are paidon an hourly basis, our entry-level minimum wage is
at least $15.00 per hour. This figure is adjusted, as
necessary, based on work experience, the geographic
location of the employee-partner’s work facility and/or other overriding local or state minimum wage
requirements. This figure is higher than the current
U.S. federal minimum wage for non-tipped employees($7.25 per hour), which went into effect in 2009. The
entry-level minimum wage for our Canadian hourly
employee-partners is at least $15.00 CAD per hourand may also be adjusted as necessary.
59

ABOUT CINTASEXECUTIVE COMPENSATIONCOLLECTIVE REWARDS FORCOMPANY PERFORMANCE• Health insurance plans, including medical,
prescription drug, dental, and vision components

Our compensation plan rewards our employee-partners
for the company’s overall financial performance andhealth. The company has established a robust retirementsavings and investment program – The Partners Plan –which includes three components: a traditional 401(k)account, profit sharing, and an ESOP.

• The Partners’ Plan, including retirement savings
options with a company match, and othercompany contributions

Our executive compensation plan is designed tosupport the company’s Principal Objective to exceed
our customers’ expectations by maximizing the longterm value of Cintas for its shareholders and working
employee-partners. The Compensation Committeeof the Board of Directors, which is composed of all
independent Directors, conducts an annual review ofour executive compensation strategy. This includes
a review of job functions and a market analysis of
executive compensation.
Our executive compensation programs include both
fixed and variable payment components, including basesalaries, annual cash incentives, annual cash payments,and long-term equity incentives, as well as health,retirement, and other benefits.
Further, the Board of Directors reviews the resultsof our annual “say-on-pay” vote for insight into ourshareholders’ views on our executive compensation.
This vote is monitored, and the shareholders’ opinions
are taken into account. These factors, as well as the
program’s effectiveness and alignment with the annual
review of business practices, are considered when theCompensation Committee reviews changes to the
executive compensation program.
To support the goals of this program, the Board has
adopted an anti-hedging policy and a claw-back policy.
It also has established standards for executive payment
upon termination, retirement, and death or disability.
More information about our Board and executive
compensation strategy is available in our 2022 Proxy
Statement. This includes specific information on the
programs, how they are determined and reviewed,
our executives’ annual compensation goals andperformance, and compensation ratios.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORT

Every employee-partner is eligible to participate in the
ESOP and profit sharing after they have completed
1,000 hours of service. Our emphasis on being“partners” in success means we also collectively enjoyownership in the company we’ve helped grow throughour ESOP and profit sharing.
Each year, the Board of Directors allocates the company’s
discretionary contributions to The Partners Plan basedon the prior year’s financial performance, and those
funds are distributed to qualified employee-partners’plans annually.
Additionally, a certain percentage of management-level
employee-partners have compensation plans that include
components tied to the company’s annual and long-term
performance and individually defined performance goals
for initiatives like safety and leadership development.

EMPLOYEE-PARTNER BENEFITS
All full-time and part-time employee-partners can enroll
in our comprehensive benefits program, and they
can decide to enroll in the entire program or choose
components a la carte.
Employee-partners become eligible for most contributory
benefit options after 30 days of employment, while ourretirement package has different eligibility criteria.
Our benefits program seeks to support our employeepartners’ holistic health, including their physical health,mental health, and financial health, and includes:

GOVERNANCE

APPENDIX• Retirement savings and company contributions• Paid time off• Paid leave• Flexible spending• Health savings accounts• Disability coverage• Basic life insurance
We also offer free programs designed to support
healthy living, preparing for parenthood, andcommuting expenses.

Medical and Health Insurance Programs
Cintas provides employee-partners with access tomultiple medical insurance plans, along with prescription
drug, dental, and vision insurance coverage.
U.S.-based employee-partners can choose to participate
in a selection of national health care plans that offer
varying levels and combinations of co-pays, deductibles,
and out-of-pocket expenses, including a free healthinsurance option. Canada-based employee-partners canelect to participate in Cintas-provided medical insurance
plans that supplement the country’s universal healthcare system.
Employee-partners may also elect to open a HealthCare Flexible Spending Account or Health Savings
Account with eligibility based on their medical planelections. These savings plans allow employee-partners
to put pre-tax dollars aside for medical co-payments,prescription co-pays, deductible payments, and othereligible health care expenses.

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CINTAS 2022 ESG REPORTABOUT CINTASOur employee-partners can reduce their healthinsurance contributions by participating in confidential
annual personal health evaluations and health screening,
including basic preventive blood tests.

PARTNERS PLAN AND
RETIREMENT SUPPORTFor many years, we’ve offered our Live Well programand encouraged our employee-partners to makeprogress on their health and wellness journeys. The
company provides a free annual biometric screening,
free annual flu vaccines, free COVID-19 vaccines,
and access to free tobacco-cessation and discounted
weight-loss programs. Further, our Employee Assistance
Program provides complimentary access to counselingfor mental health, legal, and financial issues.
Cintas provides alternative benefit programs to ouremployee-partners whose benefits packages arenegotiated separately through their respective collective
bargaining agreements.

Plan Offerings
Cintas offers four different health and medical plan
options to support a broad range of personal situations.
These include plans that cover the employee-partner
only, the employee-partner and their spouse, theemployee-partner and their child(ren), and theemployee-partner and their spouse and child(ren).
Our plans also cover married same-sex domestic
partners and grandfathered unmarried same-sex
domestic partners who were covered by their employeepartners’ plans before January 1, 2021, when a spousal
requirement was implemented.

OUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

Our employee-partners are eligible for The Partners
Plan, a three-part retirement program including a
traditional 401(k) investment account, ESOP, and profit
sharing. After three months of service, all employeepartners are automatically enrolled in our 401(k)program. Employee-partners can adjust their percentage
of contribution any time before or after enrollment.
Based on eligibility,22 company matching contributions
are allocated up to the first 10% of employee-partners’
contributions to their 401(k) accounts. Employeepartners’ own 401(k) contributions are vested
immediately, while the company’s contributions fully vest
after five years.
Cintas also makes annual discretionary contributions toemployee-partners’ individual retirement accounts inthe form of profit sharing and its ESOP. Contributions
are approved by the Board of Directors based on thecompany’s financial performance and are distributed
based on a point system weighted by an employeepartner’s company tenure and compensation. Bothcontributions are made automatically and fully vest
after five years at Cintas.
Since FY’15, Cintas has increased its annual discretionary
contributions. From FY’21 to FY’22, Cintas increased its
contributions into the U.S. Partners Plan from $73 million
to $85 million. Cintas also contributed $4.3 million to
its Canadian profit sharing and Registered Retirement
Savings Plan.
Of tenure-eligible employee-partners, 100% participate
in the Partners Plan, while our associated workers’
participation rates in their designated 401(k) plans range
from 34% to 60%.

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CINTAS 2022 ESG REPORTABOUT CINTASDEFINED-BENEFIT PROGRAMS

The company provides an additional seven paid
holidays (office closures) to U.S.-based employeepartners and a minimum of seven paid holidays for
Canada-based employee-partners, including New Year’s
Day and Christmas Day. In the United States, Memorial
Day, Fourth of July, Labor Day, and Thanksgiving arealso paid holidays. Employee-partners are also afforded
an additional day of PTO for their birthdays.

A select number of our employee-partners covered bycollective bargaining agreements have other retirement
programs in place that Cintas supports, including adefined benefit plan that requires employer-partner
participation if eligible.
Additionally, a limited number of partners who remain at
Cintas after joining the company through an acquisition
are also beneficiaries of defined benefit plansestablished by their previous companies. Those plans
have been frozen and are no longer accruing benefits,
but the impacted employee-partners are eligible for The
Partners Plan to augment the defined plan benefits later
due to them.
More information about the assets and liabilities of
Cintas’ existing defined benefits plans is available in
our FY’22 Cintas Form 10-K.

PAID TIME OFF AND LEAVE
Cintas offers employee-partners several paid time off(PTO) and leave benefits to both enjoy time away fromwork and attend to personal matters.

Paid Time Off
All employee-partners are eligible for PTO, which isclassified as vacation in Canada. The amount of time
employee-partners are eligible to receive each year isbased on their Cintas tenure and job classification. PTO
allocations for part-time employee-partners are adjusted
based on their standard hours worked.
On June 1, each employee-partner is credited with afull year’s worth of PTO, and the total hours credited
are based on the year of service they will attain thatyear. Additionally, employee-partners may carryover a portion of their prior year’s unused PTO. New
employee-partners receive credit for PTO, prorated
based on their start date, on their first day of work.

OUR ESG JOURNEY

ENVIRONMENT

Employee-partners are also eligible for additional
bereavement pay, jury duty and witness pay, andsick pay.

Maternity and Parental Leave
Cintas has a parental leave policy for all U.S.-based
employee-partners that encompasses maternity leave,
as well as parental leave.
Maternity leave is available to employee-partners whomeet the eligibility for short-term disability leave after
giving birth to a child. Employee-partners on maternity
leave are eligible for six weeks of 100% pay. Those
employee-partners who have been approved for amaternity leave longer than six weeks are also eligible
for short-term disability pay; they may use PTO in lieu
of short-term disability if they wish.

SOCIAL

GOVERNANCE

APPENDIXOTHER BENEFITS
Cintas provides a host of other benefits, including basic
life/accidental death and dismemberment (AD&D)
insurance to all employee-partners at no cost, as well
as voluntary life/AD&D insurance, spouse life/AD&D
insurance, child life/AD&D insurance, and businesstravel accident coverage. Employee-partners arealso eligible for short-term disability and long-term
disability coverage.
U.S.-based employee-partners can also elect to opena Dependent Care Flexible Spending Account whichallows parents or caregivers to direct pre-tax dollars to
pay for eligible dependent expenses like day-care orafter-school program costs.
We also offer to our U.S.-based employee-partners acommuter program to assist employee-partners who use
public transportation to work or those who must pay forparking. This program allows them to purchase bus ortrain tickets or parking permits with pre-tax dollars.

Eligible U.S.-based employee-partners may also takeunpaid leave through the Family Medical Leave Act(FMLA). Cintas affords employee-partners a total of
16 weeks of unpaid leave under FMLA (which runs
concurrently with paid maternity leave). In addition to
FMLA leave, employee-partners may take two weeks
of unpaid parental leave, which is a two-week leavethat can be utilized if they need time off to care for a
newborn or adopted child.
Canada-based employee-partners are eligible for atleast 16 weeks of parental leave, as mandated by theirrespective federal and provincial policies.

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ABOUT CINTASPERFORMANCEAND
ADVANCEMENTManagers have access to a wide selection ofdevelopmental tools and resources to help employeepartners improve in many different areas of leadershipand other skills, including emotional intelligence,
public speaking, delegation, and conflict resolution.

Hourly Partners

The performance review process also serves as aplatform for potential compensation adjustments
through merit increases, market adjustments,
promotions, and position or responsibility changes.

These discussions also include conversations aroundcompensation changes, as well as the employeepartners’ career progression, including promotional
and training opportunities and position andresponsibility changes.

Our business relies on the passion, expertise, and the
dedication of our people, and our commitment to theircareer development is vital to our company’s success.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTGOVERNANCE

APPENDIX

Hourly employee-partners and their managers
must also meet annually to review the employeepartners’ performance, as well as ongoing goals
and expectations.

Each year, we undertake a holistic approach to ouremployee-partners’ performance and advancement.
This supports our immediate company and personnel
goals and helps position our employee-partners tomaximize their performance at Cintas, both today andthroughout their careers.

ANNUAL PERFORMANCE REVIEWS
Corporate policy requires that every employee-partner
partake in an annual review of their performance with
their supervisor.

Salaried Partners
For salaried partners, the review process includes
both a self-assessment and a manager assessment of
their performance against their business goals anddevelopmental targets.
Additionally, salaried employee-partners and their
managers agree on new objectives for the coming
year. These typically include two or three measurable
business goals along with individual development plans.

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CINTAS 2022 ESG REPORTABOUT CINTASSUCCESSION PLANNING

our annual review process and succession planninghelp identify skill and knowledge opportunities.
For the company, the results of this comprehensive
process factor into both short- and long-term training
and development planning, as well as our recruiting
strategy – for both internal candidate development
and external candidate sourcing.

Succession planning is an integral part of our businessthat happens at every level of our company as part ofour annual performance review process.
Succession planning at Cintas is designed to provide ahuman capital road map for the company for the next
three to five years. The process provides leadershipwith a detailed analysis of our people and their skills,
capabilities, professional interests, and goals. The
process is detailed and deliberate, requiring time,attention, and careful consideration from our managers
and executives alike.
In addition to identifying leadership potential within ourorganization, it also helps us detect potential knowledge
or skill gaps that have developed within the last year
as our leadership tree evolves. For employee-partners,

OUR ESG JOURNEY

ENVIRONMENT

Succession planning also helps us identify and develop
the company’s future leaders. Once an employeepartner is identified as having high potential or aptitude,
they are offered additional resources and opportunities
specifically developed to continue their accelerated
career path at Cintas.
Employee-partners also maintain updated personal
information about their background, education, awards
and honors, interests, skills, and other professional

SOCIAL

GOVERNANCE

APPENDIX

preferences, including their willingness to relocate
for a new role. This gives managers and supervisors
deeper insight into employee-partners already within
the company as positions open or promotions or rolechanges are considered.
In addition to our performance review program,
Cintas management leads an annual succession
planning process. In FY’22, leadership reviewed anddiscussed the succession plans for more than 70% ofmanagement-level employee-partners.
More information about our succession planningand talent development for our CEO and otherexecutive officers is available in our Corporate
Governance Guidelines.

EMPLOYEE-PARTNER DEVELOPMENT CYCLE

Our Employee-Partner Development Cycle helps
ensure that our organizational “talent bench” isstocked, positioned for great success and achievement– both professionally and personally – and well
prepared to best support our company’s future.

The cycle is supported by ongoing, year-round
touchpoints with managers and supervisors about
employee-partner progress and company priorities, aswell as our other talent-development platforms like ourindividualized Learning & Development (L&D) learningplans and curriculums, mentoring program, leadershiptraining and executive connections, and our PBRGs.

cuss BusinessDis velopment G and
e
oa
D
ls

Performanc
Review Proceess

We are committed to Cintas’ holistic sustainability, anda key component of that is to identify and develop ourcompany’s next generation of leaders and employeepartners who are poised to lead us into the future.

The Employee-Partner Development Cycle is an
ongoing process with all steps continuously linked
together. The yearly cycle begins with annual
performance reviews, and continues with discussions
about business and development goals, succession
planning, and six-month progress checks.

cession Plann
Suc
ing

Our commitment to and investment in meaningfulprofessional development is intentional and designed
to help employee-partners enhance performance,
achieve goals, and progress in their careers. It’s also
intended to set up the company for ongoing success.

S ix
Ch Month Progresseck
Discussion

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CINTAS 2022 ESG REPORTABOUT CINTASTRAINING AND
DEVELOPMENTTRAINING AND CERTIFICATIONS

Training and development – as well as an employeepartner’s growth resulting from ongoing professional
development – is a major component of ourcareer development process at Cintas, including
succession planning.
Ongoing training and development are major
components of a Cintas employee-partner’s career
path. Each year, throughout the Employee-Partner
Development Cycle, managers and employee-partners
discuss skills and competencies that can be further
established and enhanced. Specific development tracks
available to help the employee-partner close gaps intheir individual competencies or help them acquire newknowledge or skills needed for career growth are shared
during this process.
Every position has a required curriculum or learning
plan that includes specific trainings and/or certifications,which Cintas provides and facilitates at no charge tothe employee-partner. At the close of FY’22, there
were almost 660 different learning plans created andassociated with each of the company’s existing job codes.

OUR ESG JOURNEY

ENVIRONMENT

Frontline partners receive continual training in avariety of areas specific to their positions, including
safety training and awareness, position and processcertifications, and professional certifications. These may
include Cintas’ award-winning certification program for
maintenance employee-partners, as well as other federal
or state certifications required for specific positions.
Employee-partners in our Rental, First Aid & Safety, andFire Protection divisions all have division-specific training
curricula to keep them up to date on the latest productand service offerings. They also have specific safety andbusiness trainings to increase their functional knowledgeof the nuances in their respective business lines.
Our field partners undergo a rigorous training
curriculum early on in their Cintas careers, and thisprogram continues as they prepare for each new roleat the company.

SOCIAL

GOVERNANCE

APPENDIX(SSRs), Sales Managers, Service Managers, Production
Supervisors, Production Managers, and General
Managers. Each of these training and certification
programs lasts several weeks and provides additional
knowledge and background for employee-partners
preparing for, or just entering, these roles.
All production partners who work in our Rental plants
and distribution centers undergo a lengthy safety
training curriculum that includes functional andnecessary training and awareness coursework to help
them perform their jobs in a safe, healthy environment.
Employee-partners who drive Cintas vehicles and those
who participate in the company’s personal vehicle
lease-back program must participate in a year-round
Smith System® safe-driving program. This 12-partprogram provides ongoing safety training, and thoselessons are reinforced with our fleet drivers throughmonthly live driving assessments with a certified Smith
System trainer.

Each of our divisions also trains and certifies its
employee-partners for various roles in its organization,
including our Service and Sales Representatives

In addition to Cintas’ internal training programs, thecompany makes available a wealth of general skill,proficiency, and aptitude courses and learnings to
employee-partners from third-party and independent
resources at no cost to employee-partners.
In FY’22, Cintas employee-partners accumulated morethan 865,000 hours of documented training throughCintas’ Learning & Development (L&D) Department’s
online portal, averaging more than 17 hours of training
per Cintas employee-partner.

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ABOUT CINTASPROFESSIONAL AND
DEVELOPMENT TRAINING

INSTRUCTIONAL FORMATS

Management Trainee Program

L&D trainings are offered in a variety of formats,including immersive, multiple-day, in-person sessions;full-day or half-day seminars; live virtual classes, andonline training-on-demand (TOD) modules. Thesesessions bring employee-partners together from acrossthe United States and Canada. Most of the multipleday classes have historically been taught in person at
the company’s corporate headquarters located justoutside Cincinnati.

Many of our top leaders began their careers in ourManagement Trainee (MT) program. Our Executive
Chairman, Scott Farmer, was a member of the very
first class of MTs in 1982. President and CEO Todd
Schneider and our First Aid & Safety President andChief Operating Officer, Mark Carter, are also program
graduates. Overall, 21 employee-partners currently
in a Vice President role, equivalent role, or higher
are graduates of our MT program.

The onset of the COVID-19 pandemic in the spring of2020 forced much of the L&D catalog to be reimagined
so instruction could continue remotely and online,
either as live virtual classes or as TODs. Because of the
program’s success in reaching, engaging, and instructing
employee-partners through virtual class offerings, theL&D team continues to offer many of its non-core course
offerings through virtual means.

Management Trainees at Cintas are typically hired upon
graduation from college, but some recruits have somepost-graduate work experience already. Our robust
campus recruiting program identifies potential MT
candidates each year, and the program helps create asustainable leadership pipeline for the company.

Our L&D group offers a broad range of trainings,
seminars, and learning modules to help employeepartners learn or further develop skills and enhancetheir knowledge. While employee-partners are
assigned annual curricula based on their current jobs,
the full catalog of course offerings is available to mostemployee-partners who wish to expand their knowledge
base or skill sets.
These are generally taught by trained Cintas Human
Resources and L&D staff, as well as other employeepartners who are specifically trained and certified toteach different topics and trainings to fellow Cintas
employee-partners.

COURSE OFFERINGSThe L&D team facilitates a range of department- anddivision-specific learning opportunities as new products,
initiatives, and campaigns are rolled out. Its centralized
learning portal gives employee-partners access to theinformation in a consolidated and convenient mannerand allows them to learn more about our business.
Management-track employee-partners takeadditional class-based training sessions so they are
better positioned to lead and manage at Cintas.
New managers, or employee-partners who havedemonstrated leadership or management potential, canalso enroll in training courses that help them effectively
manage their locations. In addition, these employeepartners can also participate in division-specificbootcamps to gain the knowledge they need to leadother employee-partners to success.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTTo help attendees interact with fellow employeepartners both in and outside the classroom the L&D
team has also begun offering key, multiple-day courses
in the curriculum exclusively through in-person sessions.

OTHER DEVELOPMENT OPPORTUNITIES
Beyond formal training and certifications, we offer andfacilitate other opportunities for employee-partners togain further insight, experience, and support on the job.
These include our Management Trainee program, our
ELP, and our mentor program. Additionally, we offer six
PBRGs that support our employee-partners in all stagesof their careers.

GOVERNANCE

APPENDIX

MTs gain the skills, tools, and knowledge they needto succeed at Cintas through on-the-job training, withan intensive, hands-on rotation through many areasof our company, including Sales, Service, Production,
Operations, and Administration. They also have an
extensive training curriculum that gives them a widebackground of our entire organization, including eachbusiness division.
At the end of the 15-month program, Cintas works
with trainees to place them in full-time positions, whichusually include field sales or service positions and thenmanagement roles. This progression of responsibilities
helps accelerate their career paths.
The MT class that entered the program in FY’22
comprises 251 members, including 32% womenand 21% with diverse backgrounds.

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CINTAS 2022 ESG REPORTABOUT CINTAS

Executive Leadership Program

Mentoring

We launched our ELP in 2015 to help identify andincrease the pool of diverse employee-partners best
qualified to fill our mid-management positions. This
includes corporate Director-level department heads
and General Manager roles at our locations acrossthe organization.

Cintas is an advocate of professional mentoring, and it
forms a universal element of our development strategy.

Initially, one ELP class was conducted annually, exposing
about 25 employee-partners a year to the advanced
curriculum. In 2021, we began running two concurrent
sessions and increased participation to 35-40 employeepartners per year.
The goal of the 10-month program is to further
enhance participants’ leadership skills, Cintas businessknowledge, and visibility to our company’s top leaders
at a key stage of their management careers. Participants
are nominated by company leaders.
The ELP includes regular sessions with company leaders
to discuss career paths and trajectories, leadershipphilosophies, and general business strategies. The L&D
Organizational Development Team, in coordination
with company executives, has created three uniqueleadership seminars for the ELP.

OUR ESG JOURNEY

ENVIRONMENT

Our mentorship philosophy maintains that mentor–
mentee relationships should be professional andsituationally based, and that the mentee’s current
development needs are focused upon. We feel strongly
that when a formal mentoring process is followed,
the mentee receives the greatest benefits fromthe relationship.
Much consideration goes into creating mentorship
relationships. We work to best position mentors to
guide their mentees on their current career path andhelp them obtain the necessary skills, knowledge,
professional relationships, and insight to take the next
steps in their careers. Mentor–mentee relationships areformed to support professional goals.
Mentoring is a key component of our succession
planning and has provided tremendous returns in
helping develop our current and future leaders. We

SOCIAL

GOVERNANCE

APPENDIX

believe each unique mentor–mentee relationshipshould have a specific and defined purpose, as well as
objectives, goals, and outcomes.
We also offer formal training to our new mentors.
This means they enter the program with a strong
understanding of the process, its application, and whento recognize that a mentor–mentee relationship hascome to its natural end.
Employee-partners may be paired with a mentor to help
assist acclimation to a new role or department, or tohelp seed relationships in a complementary discipline.
Employee-partners often begin with one mentor, andthen change mentors as they develop in their roles,
change positions, or advance in leadership. The cycle
continues when they become mentors themselves andguide newer employee-partners starting their Cintas
careers. Most members of our leadership team continue
to mentor employee-partners and are trusted to
dedicate their time and attention to our company’s next
generation of leaders.

Each participant also works directly with an executive
mentor during the program for additional one-onone advice. Program participants undertake a 360°
assessment and receive personalized feedback aspart of their ongoing development. Overall, morethan 150 employee-partners have graduated from our
ELP. Women represent more than 45% of program
graduates, while more than 40% of graduates are fromdiverse backgrounds. At the start of FY’23, more than
20 who were in General Manager or corporate Directorlevel positions are ELP graduates.

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CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

PBRGs:SUPPORTING
PARTNERDEVELOPMENT
Our Partner Business Resource Groups (PBRGs),
Cintas’ workplace affinity groups, are an importantelement in our overall human resources and humancapital strategy.
Cintas has established six PBRGs to support specificgroups of employee-partners. These include IMPACT
for our LGBTQ+ community and their allies, LEAD
for our partners from Asian and Pacific Island (API)heritages; RISE2 for our Black and African American
employee-partners; TODOS for our Hispanic andLatin employee-partners; VALOR for our veteran andmilitary-affiliated employee-partners; and WAVE for
our female employee-partners.
IMPACT and LEAD were created in 2022 in
response to our company’s growing employeepartner populations and their appetite for groupbased, collaborative development resources.
PBRGs provide members with outlets to lend
their voices and perspectives, and with spaces
where they can share experiences and support
one another. They also provide a platform for
management to hear from our employee-partners
directly about the issues that matter most tothem. It’s a two-way dialogue that we believe
benefits everyone.

CAREER DEVELOPMENT
Our PBRG missions not only align with ourbusiness objectives and help us secure continued
competitiveness, but also provide a platform forour employee-partners to grow and connect withpartners from similar backgrounds.
While our mentor program is built on skill- and jobbased criteria, our PBRGs are based on common
backgrounds and shared experiences. We also
believe that the PBRGs give our employee-partners
a louder voice, additional leadership opportunities,
and greater access to management.
PBRG leadership, past and present, is active andvisible throughout our organization. Employeepartners who accept PBRG leadership roles –including president, vice president, and committee
assignments – are actively engaged with a broadcross-section of our company, from the field all
the way up to the executive offices. Many of our
PBRGs also have field chapters that help bring thegoals and ambitions of formalized development
to employee-partners throughout the UnitedStates and Canada. This helps to promote stronger
connections to our corporate development strategy
and goals, and makes connections between
employee-partners across our company who may
not otherwise have the chance to cross paths.

Employee-partners
in the LGBTQ+
community and allies

Asian and PacificIsland (API)employee-partners

Black andAfrican American
employee-partners

Hispanic and Latin
employee-partners

Military-affiliatedemployee-partners

Femaleemployee-partners

Our PBRGs have gained national attention. For
example, TODOS – our PBRG to support our
Hispanic and Latin employee-partners – is a twotime finalist (2020 and 2021) in the U.S. Hispanic
Chamber of Commerce Annual Conference’s ERG(Employee Resource Group) Challenge.

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CINTAS 2022 ESG REPORTABOUT CINTASEMPLOYEEPARTNER
ENGAGEMENT

We monitor the general engagement of our workforce
through surveys to stay abreast of our employeepartners’ current attitudes and opinions. We then review
the results and identify adjustments that can help drive
deeper engagement. We partner with Willis Towers
Watson (WTW) to administer those engagement surveys.

We believe that our employee-partners reach their fullpotential in an inclusive environment, and that they dotheir best work when they are highly engaged with thecompany and their fellow employee-partners.
As a service provider, we’ve seen the benefit of anengaged and fulfilled workforce, and what it meansfor our customers. Further, academic and industry
research has proven the direct connection between
employee loyalty and engagement on crucial company
performance indicators such as customer loyalty, returnon investment, and financial performance.

OUR ESG JOURNEY

ENVIRONMENT

Our surveys include corporate- and location-basedquestions to help gauge our employee-partners’
feelings about the company as a whole and their
specific worksites.
After the surveys are completed, WTW analyzes andevaluates the data with focuses on both the corporate
and location level, and provides our management teamwith the results. Once the results are delivered, company
leadership develops cooperative action plans with both
corporate department and location management teams
to address opportunities identified by the survey results.

SOCIAL

GOVERNANCE

APPENDIX

In the Fall of 2022, we launched our most recent
company-wide engagement survey. The anonymous,
26-question survey took employee-partners
approximately 10 minutes to complete.
Since our last survey, which was administered in 2018,
the world has changed as a result of the COVID-19
pandemic. We recognize those changes and that new
challenges and opportunities now face the company,
our employee-partners, and the workforce. This year’s
survey reflected those changes and set out with six
main goals:
1. Understand our current culture in the context
of internal and external influences since 2019
2. Measure our employee-partners’ levelof engagement and what we can do to
impact engagement
3. Better understand what may attract and retain
employee-partners to Cintas
4. Measure progress in focus areas identified in the2019 survey
5. Equip leaders and managers with insight to takerelevant and meaningful local action
6. Discover how we can position ourselves for
future successAt the time of this report’s preparation, data andfindings from the 2022 engagement survey were not yet
available. We anticipate publishing information about
our 2022 survey in our 2023 ESG Report. Prior survey
results are outlined in Cintas’ 2021 ESG Report.
Our next survey is currently slated to occur in 2024
and we expect to administer surveys bi-annually inthe future.

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CINTAS 2022 ESG REPORTABOUT CINTASSAFETY ANDHEALTH

OCCUPATIONAL SAFETY AND HEALTH
MANAGEMENT SYSTEM

Safety has always been important to us – it’s partof our desire to run our company ethically and tosupport the work our employee-partners do on ourbehalf. We prioritize an organization-wide culture ofsafety that constantly innovates better and safer ways
to work, continually emphasizes best practices, andrecognizes ongoing improvements in our practices
and performance.
We’re exceptionally proud of Cintas’ reputation for
our world-class management of – and innovation in –employee-partner safety and health. It’s a commitment
that’s embedded deep within our culture and is also
spelled out in our ambitious Safety Vision.
With the added focus on safety for nearly the last
15 years, we’ve lowered our incident rates dramatically,
creating, hand in hand with our employee-partners,
a safer workplace. Involving our frontline workers has
been vital to these efforts.

OUR SAFETY VISION
We developed our Safety Vision in 2008 and it
continues to serve as the touchstone for our efforts
and programs promoting safer and healthierworkplaces. It expresses our ambition that:• Every Cintas location is injury-,illness-, and fire-free• Every partner is engaged incontinually improving safety• Cintas is widely recognized
as one of the world’s leadersin safety and health performance

OUR ESG JOURNEY

ENVIRONMENTOur Cintas Health and Safety Management
System (CHSMS) is modeled after the ISO 45001
and OSHA VPP safety and health management
systems. It’s been developed to identify hazards
and safety concerns; implement safer processes andimprovements; and monitor our organization for safetyenhancement opportunities.
Our CHSMS system applies to all Cintas employeepartners, contractors, vendors, and visitors at ourfacilities, as well traveling to and from – and working
at – our customer locations. Our CHSMS also
complements our Corporate Culture, fulfilling deeper
employee-partner engagement, buy-in, participation
and accountability.
Programs in our CHSMS are based on relevantinternational, federal, and local laws and regulations;applicable standards, including the American National
Standards Institute (ANSI), The CSA Group (formerly the
Canadian Standards Association), and the International
Organization for Standardization (ISO); and technicalbody directives and guidelines from the National Institutefor Occupational Safety and Health (NIOSH), OSHA, theCanadian Centre for Occupational Health and Safety, andthe European Agency for Safety and Health at Work.

ANNUAL CHSMS EVALUATIONSOur CHSMS is evaluated annually and incorporates
evolving standards, emerging best practices, andfeedback from our organization, as well as ananalytical profile of our performance outcomes to our
performance tracking.
Our CHSMS uses the “Cintas 7 Keys” assessment
tool to evaluate and measure each location’s safety
and health progress and performance. The tool wasdeveloped after identifying the safety performance traits
that support organizations with world-class safety andhealth programs.

SOCIAL

GOVERNANCE

APPENDIXThe Cintas 7 Keys evaluate:
1. Leadership engagement
Engaged leaders prioritize safety and make theachievement of safety excellence possible. Partners
emulate the safety leadership and engagement
exhibited by their leaders.
2. Frontline employee-partner engagement
Engagement is essential to achieve safety excellence.
Frontline employee-partners are consulted in thedevelopment of the CHSMS, and participate in theprocesses to plan, support, operate, and continually
evaluate its effectiveness.
3. Hazard and incident prevention
By identifying and trying to eliminate hazards andincidents, we get closer to our vision of an injuryfree workplace.
4. Safety responsivenessOur collective response to an injury, near miss or
safety hazard helps underscore the importance ofsafety at a location.
5. Organizational culture
How a location fosters and grows employee-partner
engagement and effectiveness can affect employeepartners’ collective care for one another – which is an
important part of a strong safety program.
6. Safety programs and compliance
Our CHSMS incorporates compliance audits
in safety and health, transportation, and driversafety, including employee-partner competency
exercises to demonstrate understanding and use ofsafer practices.
7. Safety training and resource allocation
We support and encourage ongoing training by
allocating resources to improve safety and health.
After a location is evaluated, it develops a Safety and
Health Business Plan, including annual goals, against
which it is assessed for its response to action items.

70

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXONGOING MONITORINGCOMMITMENT TO VPP
Our commitment to OSHA’s VPP Program has set
a new standard for U.S. companies. A total of 127
Cintas sites were recognized by OSHA as VPP Star
certified as of September 2022, a total that outpaces
every American company.

commitment to hazard prevention and control,
perform ongoing analysis, and implement effective
training programs. Every location that earns VPP
certification must provide OSHA with annual detailed
reports outlining their safety and health process
improvements. These locations must also undergoa rigorous on-site audit by OSHA and third-party
assessors every three to five years to maintaintheir certification.

We believe in the program and support OSHA’s
mission to recognize companies that prioritize thesafety and health of their employees.
The VPP certification process is rigorous. Businesses
must demonstrate that management and employees
work cooperatively – and proactively – to prevent
workplace accidents. They must display a joint

We’re honored to dedicate such time and resources topursue VPP Star certifications across our organizationand maintain our certifications once we achieve them.

4
2

6
2

5

2

6

3

3

3
3

3

2

2

5
2

2

2

3

3
2

2

2
2

Locations self-assess against safety and health protocols
and undergo routine evaluations by our corporate
Safety and Health team. Employee-partners who are
certified Smith System Evaluators conduct quarterly
driver assessments by riding a route with a driver. The
results of these assessments must be verified by thelocation’s General Manager each month.
To ensure we continually focus on improving oursafety journey, each of our business divisions holds
regular meetings with our Safety and Health team.
These are supported at each location level by routine
assessments to evaluate safety and health operations
and work on action items from the location’s Cintas 7
Keys assessment.

EMPLOYEE-PARTNERS CENTRALTO IDENTIFYING CONCERNS

3

3

Safety and health are ongoing commitments at Cintas,
and every level of the organization participates inthese efforts.

2

2

A key element of our safety and health success is our
employee-partners’ continued personal investment inour journey. Safety is truly a team effort at Cintas, andhas helped us create a deeper, more direct connection
with our people.
While they are on the job, our employee-partners aretrained to identify risks and issues in their work area andto report issues immediately. Further, they are trained to
not perform dangerous work or work in conditions that
could cause injury or harm. They are also coached toreport near misses.
Field locations have a designated Safety and
Improvement Committee which includes trained
employee-partners from across the location’s
departments, as well as the local management team.

NOTE: The numbers appearing in the orange pins represent
the number of VPP Star Certified locations in each locale.

71

CINTAS 2022 ESG REPORTABOUT CINTASAWARENESS, TRAINING,
AND DEVELOPMENT

Our Cintas Ergonomics training was designed with
the Cintas culture of engagement and specific hazards
in mind. It has been recognized by the International
Ergonomics Association and has resulted in doubledigit decreases in ergonomics-related injuries for two
consecutive years.

Employee-partners are trained in more than 50 safety
and health topics each year – offered in-person or
online, or available on-demand – with specific trainings
assigned by job and work scope. They are thenevaluated by written, verbal, or skill-based assessments,
and their progress is monitored and reviewed. Training
and evaluations are conducted by locally based
corporate or third-party instructors, depending on the
topic. Some select training sessions – such as electricaland driver safety – are taught by external experts.
The training is reinforced with signage and posters
designed in the predominant languages at our field
locations, displayed throughout our facilities.
Most of our training curriculum has been designed
in cooperation with industry experts and focuses on
situations specific to Cintas. These include the Cintas
Maintenance Safety Certification, which was recognizedby the International Maintenance Conference in 2017and 2019. All maintenance and engineering employeepartners must successfully complete the written andperformance test to earn certification.
Safe driving is imperative at Cintas. Through ourpartnerships, we offer enhanced driver training,on-the-road evaluations, and driver drills to bettercoach and assess driving skills. To reinforce our safedriving policies, our executive leaders deliver regularreminders about safe-driving practices as we strive tobe recognized as a top performer by the Network of
Employers for Traffic Safety.

OUR ESG JOURNEY

ENVIRONMENT

Our frontline employee-partners are not the only ones
who undergo rigorous safety and health training. Our
Safety and Health team managers are required toattend OSHA’s 10-hour Safety Improvement course andManagement Safety Leadership Skills course – whichis featured in the Harvard T.H. Chan School of Public
Health safety and health curriculum.

OCCUPATIONAL HEALTH INITIATIVESOur goal of supporting a workforce of healthy, engaged
employee-partners also includes programming andbenefits around physical and mental health. Cintas
employee-partners are eligible for our benefits package,
which includes a host of medical insurance programs
and health-focused offerings, as well as other programs
to support our employee-partners’ financial, career, andcommunity health.
In addition to job-specific training required by theirroles, our field employee-partners also receive ongoingeducation and awareness training in a variety of topics,
including nutrition, flexibility, fitness, performing in
extreme temperatures, and hydration.
Cintas locations partner with local third-party medical
and wellness providers to enhance our employeepartners’ knowledge and help locations minimize andeliminate risks. They also support work accommodation
requests and help monitor return-to-work programs
and requirements.

SOCIAL

GOVERNANCE

APPENDIX

Our award-winning Ergonomics team, recognized by
OSHA and the International Ergonomics Association,
supports our workforce to help identify solutions
that can reduce occupational injuries like strains andsprains. Ergonomics evaluations and training areavailable to all employee-partners, and palliative
accommodations are provided to employee-partners
with appropriate documentation.
In 2019, our Ergonomics program was recognized with
the VPP Participants’ Association, Inc.’s Innovation
Award for our unique and successful approach todesigning and implementing a corporate Ergonomics
program that focuses on our frontline partners’ ideas
and solutions to join our problem-solving efforts.
In FY’22, our corporate Ergonomics team helped
our Rental organization save more than 773 million
motions – and helped reduce susceptibility to repetitiveuse musculoskeletal injuries – though the use of morethan 3,000 ergonomic solution integrations acrossthe division.
As the pandemic continued into its third year, we
continued to update our COVID-19 Preparedness
Plan with ongoing Centers for Disease Control andPrevention (CDC), Health Canada, and OSHA advisories
and related publications as guidance.
On top of maintaining enhanced cleaning protocols at
our facilities and locations, implemented at the startof the pandemic, employee-partners also performdaily health assessments and are expected to maintainelevated personal hygiene and hand-washing practices.
As necessary and as based on federal guidance, theyalso wear masks in public and shared areas, sociallydistance, and adhere to capacity reductions in public
and shared areas.

72

CINTAS 2022 ESG REPORTABOUT CINTASOPERATIONALIZING SAFETY
AND HEALTH

WORK-RELATED INJURIES AND ILLNESSOur Safety and Health team isn’t just focused on our
employee-partners’ daily routines. It consults a broad
range of corporate and support departments withevaluations of new equipment reviews and installations,as well as our process-efficiency developments.
The innovations and developments our Safety and
Health team has worked with key suppliers and vendors
to develop and implement include:• The Safeload system for safer, more ergonomic
handling of soiled laundry into and out of vehicles• The patented Graceport device for safe
electrical maintenance

OUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

Each business division conducts regular safety andhealth meetings, which include a review of thecompany’s work-related injuries and trends, as well as
corrective actions.

Cintas tracks the total number of injuries suffered by our
employee-partners while on the job, as well as fatalities
suffered because of work-related injury. Incidents areinvestigated and recorded, including near misses anddriver incidents, and trends are tracked and reviewed
weekly. On-the-job injuries have generally resulted
from lifting, lacerations, pulling and pushing motions,
repetitive motions, and vehicular incidents.

Cintas’ injury and illness rate is far better than the
averages for our industry. In 2021 – the last available
calendar year of industry data – Cintas’ total injury rate
was 1.54 to TRSA’s industry-wide average of 3.2. During
the year, we sadly recorded one fatality, which was
suffered in an auto accident caused by another driver.

Work-related illnesses are also tracked, and those findings
are included in weekly tracking. On-the-job illnesses are
generally due to heat or extreme temperatures, disorders
associated with repeated trauma/motion, or reactions toallergens while on the job.

• Contractor safety qualification processes• Our Tag-In, Tag-Out wash-alley safety system forsafer access to industrial laundry equipment

SAFETY AND HEALTH DATA

Further, at the request of the Honduran government, wehelped the country establish a set of national workplacesafety and health standards, and we were the first
workplace in Honduras to receive the “Safe Company
with Safe Work” designation.

CINTAS CORPORATIONSHARING OUR SAFETY KNOWLEDGE
Our dedication to raising world-class safety and healthstandards doesn’t stop at our doors. Members of
our award-winning Safety and Health team regularly
offer ongoing education sessions at conferences andsymposiums around the world, and serve on influential
professional boards, panels, and committees.

FY’19

FY’20

FY’21

FY’22

Total Recordable Injury Rate (TRIR)

2.17

1.79

1.72

1.61

Days Away, Restricted, or Transferred (DART)

1.44

1.19

1.20

0.87

Lost Time Injury Rate (LTIR)

0.58

0.46

0.60

0.41

Work-Related Illnesses

24

9

3

3

Fatalities

0

0

0

1*

91,270,940

87,899,328

77,795,740

82,856,412

Hours Worked* The fatality was the result of a vehicular chain-reaction accident on a highway where a tractor trailer collided withanother tractor trailer from behind at high speed, which triggered a chain reaction including a Cintas vehicle that was
stopped or slowed in traffic. Our employee-partner driving the Cintas vehicle suffered fatal injuries from the impact.

73

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

ERGO
EXCELLENCE
Our award-winning Ergonomics program helps
our employee-partners perform their jobs in asafer and more efficient manner. At the same time,
our employee-partners get personally involved
in developing ergonomic solutions. Locations
are challenged to reduce risks and set goals formotions saved and projects implemented using
best-practice solutions, available through the
Cintas Ergo Catalog.
Cintas’ Ergonomics team hosts an annual Ergo
Competition, which encourages frontline partners
to submit their own solutions. Entries are evaluatedfor their creativity for solving common workrelated issues like lifting, reaching, pushing, or
pulling. Judges include the Cintas Ergonomics
team, company executives, and nationallyrenowned ergonomics experts and corporate
ergonomics leaders.
Competition winners also have the chance to enter
national and international ergonomics competitions
where they compete against employees of othercompanies around the globe.
Our employee-partners have earned great acclaim
at the annual Applied Ergonomics Conference(AEC)’s Ergo Cup. Approximately 60 companies are
selected to compete in:• The Ergo Cup – Judged by a panel of academic
and industry judges• The Excellence Awards – Judged by more than800 conference attendees
Since 2018, Cintas has won six awards at theevent – four Ergo Cups and two Excellence Awards.

AEC AWARDS
2018

Ergo CupAward

GermanCastellanos

Garment
Table

2019

ExcellenceAward

Woody Rogers
and Brian Tollison

Ergo
Cart

2021

Ergo CupAward

Woody Rogers
and Brian Tollison

TrollyTuggerErgo CupAward

Woody Rogers
and Brian Tollison

Fire
Hook

Ergo CupAward

Davana Pilczuk
and Glenn Flood“How to
Build anArmy”

ExcellenceAward

Mike Medina

Hand
Sanitizer
Stand

2022

Additional awards include 2018 Practitioner of
the Year at AEC for Cintas Director of Safety and
Health Stephen Jenkins and the 2020 Institute ofIndustrial and Systems Engineers Cup for Rogers
and Tollison’s Fire Hook innovation.

74

CINTAS 2022 ESG REPORTABOUT CINTASGLOBAL SUPPLYCHAIN AND
SUPPLIER
RELATIONS

Our supply chain procures almost 100% of the finishedproducts for the core uniform rental garments we offer,
and for garments and apparel sold by Design Collective.
Our suppliers help us both manufacture our owned
brands (Cintas, Design Collective by Cintas, Doc andAmelia, and Fourmy) and acquire products from national
brands. GSC does not facilitate vendor purchases madedirectly by our locations for the purpose of fulfillingorders that include products beyond our standard
product lines or stocked in our distribution center.

A critical component of our business is our global
supply chain. We aim to meet our customers’ needs fora better workday, which increasingly include sustainableproducts, to help them get Ready for the Workday®
and build a better future.

We also obtain raw materials and garment components,
such as fabric, zippers, and threads, from GSC Suppliers
that invest in their own research and development.

To support our relationships with our largest suppliers,
our Global Supply Chain (GSC) Department is
structured to effectively support the three segments of
Cintas’ business:

Cintas is committed to sourcing its finished goods andsupply products in a lawful, ethical, and responsible
manner. To that end, we expect GSC Suppliers to
conduct business to the same ethical and moral
level, both domestically and internationally. While
we recognize that many different legal and cultural• Garment (Rental Uniform and Design Collective)

OUR ESG JOURNEY

ENVIRONMENTVENDOR CODE OF CONDUCTSOCIAL

GOVERNANCE

APPENDIX

environments exist throughout the world, our Vendor
Code of Conduct (VCOC) details our basic expectations
for GSC Suppliers to do business with us.
Our VCOC promotes GSC Suppliers’ compliancewith standards regarding human rights and fairlabor practices. These include laws and regulations
related to working hours, wages, and overtime pay;child labor; prison, forced, enslaved, or traffickedlabor; discrimination; paying for work; and collective
bargaining and the right to organize.

GSC AUDITS
GSC Suppliers are subject to annual, in-person auditsthat review more than 300 points of business. These
audits are conducted by independent third-party
inspectors, including those who certify under Worldwide
Responsible Accredited Production (WRAP) standards
or others who are certified in global compliance
audit standards. GSC Suppliers are assessed against
corrective action plans if any issues are identified during
the audits.

• Facility Services• First Aid & Safety/Fire
GSC primarily manages our largest corporate suppliers.
These suppliers are those we typically spend $1 million
or more with and must meet specific requirements to dobusiness with us.
GSC Suppliers are expected to adhere to our corporate
policies on purchase agreements and suppliercompliance. These include stipulations on contractual
obligations, administrative tasks, supplier business
review requirements, purchase agreement approvallevels, and Code of Conduct requirements.
We procure goods and products from a global networkthat includes vendors in the United States, as well
as from China, Colombia, Costa Rica, Dominican
Republic, Egypt, El Salvador, Ethiopia, Guatemala, Haiti,
Honduras, India, Kenya, Malaysia, Mexico, Nicaragua,
Pakistan, the Philippines, and Vietnam.
75

ABOUT CINTASASSESSING AND MONITORING NEW
GLOBAL SUPPLY CHAIN SUPPLIERS

FY’22 MONITORING AND RESULTSREPORTING CONCERNS

Suppliers with a contract to manufacture for Cintas
and an annual spend of more than $30,000 must
undergo a Cintas Social Compliance audit, or provide
an alternative certification from WRAP, SA8000, Bureau
Veritas, Intertek, SGS, or Sedex.

We provide several means for both Cintas employeepartners and external parties to register concerns orreport issues about GSC Suppliers.

We assess all potential new vendors and monitor current
suppliers to confirm we work with GSC Suppliers thatprioritize ethical working standards and treat theiremployees fairly. Our sourcing group identifies thepotential new supplier or facility and triggers a social
compliance exam. Some situations – including geographic
location or types of goods being manufactured – mayalso trigger a preliminary risk evaluation of the potential
facility, which is conducted by a Cintas field engineer.
The actual assessment, conducted by an independent
third-party auditor, continues with a physical compliance
audit of the facility, which includes more than 300 pointsof business. Following the conclusion of the assessment,
Cintas works with the supplier to produce the requiredcompliance documentation and explain any actions
needed to comply with our VCOC through a Corrective
Action Plan.
These findings are categorized as Below MinimumStandards or Immediate Action, and Corrective Action.
The report outlines the corrective measures required
for any finding, with the potential for a follow-up audit
to document compliance. Once corrective actions aresupported with proper documentation, the supplieror facility is certified to do business with Cintas as a
GSC Supplier.
If the facility already holds a compliance certificationfrom an independent certification agency (such as
WRAP, Intertek, SA8000, or another recognized body),
those certifications generally satisfy our requirements.
Once a supplier is certified as a GSC Supplier, they are
subject to regular compliance audits – like the initialassessment process – to maintain our business. These
audits are typically conducted in person by independent
inspectors who are trained on local labor laws andrequirements, are fluent in the language(s) spoken bymanagement and employees, engage directly withfacility leadership, and conduct employee interviews.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTIn FY’22, we conducted 78 such supplier audits with inperson visits by third-party auditors. We also confirmed
current certification for suppliers holding current thirdparty certifications with the Cintas Desktop Remote
audit process. These audits identified a total of 615
items requiring follow-up. Of these, 605 were identified
for remediation through a Corrective Action Plan. Ten
were highlighted as Below Minimum Standards or
Immediate Action and addressed appropriately.

TRAINING ON SUPPLY CHAIN ISSUES
Employee-partners with direct responsibility for supply
chain management receive mandatory internal training
on social issues that could arise in a GSC. These include
the risk of child labor, human trafficking, and modern
slavery, as well as issues concerning conflict minerals.
Cintas uses external TRACE e-learning resources, which
specialize in maintaining global compliance standards inthese areas.
TRACE courses outline the requirements of global
trafficking-related statutes, including the UK Modern
Slavery Act and U.S. Federal Acquisition Regulation. This
helps learners understand human trafficking risks andformulate a plan to identify and address trafficked labor.
Through Cintas’ anti-corruption training program,
GSC employee-partners who are directly involved inbusiness activities with the potential to elicit bribery or
corruption are identified for additional anti-corruption
training. This annual training is overseen by our Chief
Compliance Officer and is separate from other GSC
training modules.

GOVERNANCE

APPENDIX

Anyone can report an anonymous concern using
the Cintas Direct Line – online, or via phone or text
message – which is staffed 24/7 by an independent
third party. Cintas employee-partners can also reportconcerns to their supervisor, HR, or managing executive.
External parties, including GSC Suppliers, canraise concerns:• During the annual on-site compliance audit• Through their relationships with category managers
and field engineers• As part of annual supplier business review meetings

CONFLICT MINERALS
Cintas does not purchase raw materials directly fromsmelters, and expects GSC Suppliers to source materials
from socially responsible sources. Our conflict minerals
policies are included in our VCOC as a key provision.
GSC conducts an annual review to identify suppliers
that may use conflict minerals in their production
processes. They are reviewed using a qualification
survey to determine if they may supply us withcomponents, products, or goods manufactured using
conflict minerals.
Those identified are enrolled in our Conflict Mineral
Training seminar so they understand our Conflict
Minerals Policy and must also report their conflictminerals use to us. We then submit that information
as required to the U.S. Securities and Exchange
Commission (SEC).
GSC Suppliers that do not comply with our annual
conflict minerals review are subject to penalties, up to
and including denial of Cintas business.

76

CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSUPPLIERDIVERSITY
We believe a diverse supplier base provides enhanced
product offerings, better meets customer needs,
and reflects the ever-changing demographics of thecommunities in which we do business. It also provides
increased competition, creativity, and flexibility to our
supply chain.
Cintas uses many different suppliers to fulfill its businessneeds, and one metric we’ve prioritized is our spend withcertified diverse suppliers. To qualify as a diverse supplierat Cintas, the vendor must be:• A for-profit business headquartered in the UnitedStates or its territories• At least 51% owned, operated, and controlled by
a U.S. citizen who is a minority, woman, or veteran
We believe our award-winning supplier diversity
program is a model for our industry and business. In
Cincinnati, where we are headquartered, we work withminority business organizations like the African American
Chamber of Commerce, the Hispanic Chamber, andthe Minority Business Accelerator – all subgroups of theCincinnati USA Regional Chamber. We also work withvarious national and local advocacy agencies, including
the National Minority Supplier Development Council andthe Women’s Business Enterprise National Council.
Since FY’07, we have spent $3.118 billion with diverse
suppliers. In FY’22, we spent $318.1 million with certified
diverse suppliers, which represents 13% of our total U.S.
supplier spend.
We continue to look for additional ways to include
diverse suppliers in our supply chain. While we aim toincrease our year-over-year spend with diverse suppliers
overall, we’re also looking to increase our spend withveteran- and service-disabled-veteran-owned businesses.

DIVERSE SUPPLIER DATACINTAS CORPORATION

FY’19

FY’20

FY’21

FY’22

Diverse Supplier Spend$277.9M$247.8M$387.7M$318.1M

12.7%

11.4%

16.9%

% of U.S. Spend

23

13.0%

77

CINTAS 2022 ESG REPORTABOUT CINTASCOMMUNITY
IMPACT AND
PHILANTHROPY

Our Canadian employee-partners engage and support
local organizations concerned with cancer, diabetes, andheart health.

We’re immensely proud of the impact we’ve had in our
local communities through our corporate philanthropic
activities. These include monetary donations, in-kind
donations, and active fundraising on behalf of key
charitable and not-for-profit organizations, which wecollectively brand under the banner of Cintas Cares.
Cintas has six enterprise-wide philanthropic initiatives
that are managed at the corporate level by the Corporate
Affairs Department, and which allow involvement fromour U.S. locations and employee-partners. These include
relationships with the American Cancer Society, American
Diabetes Association, American Heart Association,
National Fallen Firefighters Foundation, and Matthew
25: Ministries. Additionally, Cintas has created its own
charitable program, the Cintas Partner AssistanceFund, to support its partners who experience hardships
resulting from natural disasters.

OUR ESG JOURNEY

ENVIRONMENT

A key component of our philanthropic success is thepassion our employee-partners have for giving back.
Our Impact Champions program helps bring our
initiatives to life at our local operations and provides anational footprint for our efforts. More than 290 Impact
Champions across the company work with their local
Human Resources staff and management to generateawareness and buy-in for our major initiatives.
Year over year, we’ve witnessed increasing local support
for, and commitments to, these national partnerships.

In FY’22, Cintas’ charitablemonetary and in-kind donations
to our corporate philanthropy
partners totaled $1,933,704.

SOCIAL

GOVERNANCE

APPENDIXCORPORATE PARTNERSHIPS

Matthew 25: Ministries
Our extensive partnership with Matthew 25: Ministries
goes back to 1998 and is our longest-standing
corporate philanthropic relationship. We assist Matthew
25: Ministries with its national and global disaster-relief
efforts by providing Cintas products and garments forthe organization to distribute in displaced communities.
The organization’s disaster response includes a Cintasbranded van, which we donated to assist with theiron-the-ground efforts in disaster areas.
In the past, we have also partnered with Matthew
25: Ministries to send Cintas employee-partners on
mission trips to Haiti and the Appalachian area of West
Virginia, as part of our annual Clothe the Kids campaign.
Through that program, our employee-partners havedonated almost 4 million articles of clothing and schoolsupplies for disadvantaged children and contributed
thousands of volunteer hours since 2003. As well as
helping children in need, the program also contributes
to the circular economy by finding a positive way toreuse items of clothing.
Since FY’05, Cintas has provided more than $488,000
in direct monetary support to Matthew 25: Ministries,
in addition to our in-kind donations of garments
and products to support the organization’s disasterrelief efforts.

78

ABOUT CINTAS

American Cancer Society

American Diabetes Association

American Heart Association

At a corporate level, our relationship with the American
Cancer Society began in 2020 and includes fundraisingthrough national Relay for Life and Making Strides
Against Breast Cancer events. We also support theorganization with a company-wide apparel sale eachfall, with the proceeds from our Canadian employeepartners’ purchases directed to the Canadian Cancer
Society. Since 2020, Cintas has provided morethan $112,000 in direct support to the American
Cancer Society.

Our relationship with the American Diabetes Association
began in 2019 and was established to raise awarenessabout diabetes among underserved and minority
communities. Through this partnership, the American
Diabetes Association also has a business partnership with
our First Aid & Safety division to produce health kits with
first aid items frequently needed by diabetics.

The American Heart Association (AHA) shares one of ourlongest-standing corporate philanthropic relationships,
dating back to 2005. Cintas partners with the AHA as aprovider of CPR, first aid, and AED training nationwide,and certified trainers in our First Aid & Safety divisionteach AHA’s certification curriculum in their courses.
Since 2016, we have trained and certified more than
900,000 people in lifesaving CPR and first aid.

Through this partnership, our employee-partners haveaccess to some of the American Cancer Society’s support
resources, including the Road To Recovery® program,
24/7 live online patient support, live cancer-prevention
webinars with medical experts, and access to Hope
Lodge if they need to travel out of town for treatment.

OUR ESG JOURNEY

ENVIRONMENTSOCIALCINTAS 2022 ESG REPORTThe American Diabetes Association provides free,
confidential diabetes risk-testing to our employeepartners so they can understand their potential fordeveloping Type 2 diabetes. It also provides access to its
Diabetes Food Hub app with recipe and meal-planning
options for those living with diabetes.

GOVERNANCE

APPENDIX

Each year, Cintas employee-partners across the UnitedStates participate in both the Heart Mini-Marathonand Walk and the national Heart Walk. More than 400
employee-partners participated in the 2022 events,
raising more than $56,000. Cintas is also a sponsor of
the organization’s Go Red for Women campaign.

Although our corporate relationship was establishedrecently, Cintas’ employee-partners have long supported
the American Cancer Society at a grassroots level. Overthe years, we have helped raise more than $1 million
across our locations.

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CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

SOCIALENVIRONMENTGOVERNANCE

APPENDIXIMPACT: CORPORATE PHILANTHROPIC PARTNERSHIPS SINCE FY’19

PHILANTHROPIC PARTNER

CINTASFUNDRAISING/
DONATIONSEMPLOYEEPARTNER
FUNDRAISING/
DONATIONSTOTALPARTNERSHIPIMPACT

National Fallen Firefighters Foundation

American Cancer Society$51,073$272,226$323,300

We formalized our relationship with the National Fallen
Firefighters Foundation (NFFF), our latest corporate
philanthropic partner, in 2021.

American Diabetes Association$276,600$150,000$426,600

American Heart Association$349,000$208,538$557,538

Matthew 25: Ministries$1,259,000$23,442$1,282,442$95,026$145,026

The NFFF works closely with our Fire Protection division
on a variety of key initiatives. Cintas is a Chief Sponsorof the organization’s 9/11 Memorial Stair Climbs
program, which features fundraisers across the UnitedStates in September and October in observance ofthe events of September 11, 2001. The funds raised atthose events support families of fallen firefighters and
New York City Fire Department programs.

National Fallen Firefighters Foundation$50,000

24

The NFFF relationship is also an opportunity for Cintas
to engage directly with local fire departments when
we host the organization’s Prevent the Preventablelearning & development programs at locations acrossthe United States.

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CINTAS 2022 ESG REPORTABOUT CINTAS

Local Programming

Other corporate headquarter relationships, throughsponsorship, donations (monetary or in-kind) or
participation, include Boys Hope Girls Hope, Cincinnati
USA Regional Chamber, Disabled American Veterans
5K, Easterseals, All About Women, Toys for Tots,
Hispanic Chamber Cincinnati USA, Ohio Minority
Supplier Development Council, Paloozanoire, the Urban
League of Greater Southwestern Ohio, and the YWCA
of Greater Cincinnati.

In addition to these six programs, we also havesuccessful programs supported by our corporate
headquarters in Cincinnati. These include relationships
with Adopt A Class, where teams of volunteer
employee-partners present weekly lessons in local
classrooms; the United Way of Greater Cincinnati;
and Dress for Success in Cincinnati.

OUR ESG JOURNEY

ENVIRONMENT

Our field locations across the United States andCanada are also encouraged to get involved and form
relationships that are meaningful to their businesses
and local communities. We also provide toolkits andsupport to locations interested in initiating civic andcommunity relationships in their cities and towns.

SOCIAL

GOVERNANCE

APPENDIXUPCOMING STRATEGIC REVIEWAs our ESG Journey continues, we expect to evaluate
our current corporate philanthropy strategy and evolve
our program to further align with our leadership team’s
business goals and priorities, as well as our ESG goals
and initiatives. The strategy review is expected to begin
in FY’23 and continue into FY’24.
Once this review is complete, we hope to launch arefreshed philanthropic program that outlines specificcommunity impact objectives, establishes annual
fundraising and donation targets, tracks employeepartners’ and locations’ volunteer and service activities
and charitable donations, and ultimately encourages,
incentivizes, and celebrates even greater participationand impact in philanthropic efforts throughout
our organization.

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CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXSPOTLIGHT

CINTAS PARTNERASSISTANCE
FUND
We launched the Cintas Partner Assistance Fund
(CPAF) in 2019 to provide financial assistanceto our own employee-partners who have been
negatively affected by natural disasters. What
started with $500,000 in seed money from
Cintas is now valued at more than $4 million.
This total includes ongoing donations fromour own employee-partners, as well as onetime contributions from company executives
and partners.

$4M+

was raised by CPAF
through fundraising andgrants awarded25

343 grants
were provided to
employee-partners
through FY’22

The mission of the CPAF aligns with our company’s
ambition to reduce its environmental impact andsupport global efforts to mitigate climate change.
With catastrophic weather events rising acrossNorth America – and with all types of natural
disasters causing greater harm and damage –we recognize the need to provide support forour employee-partners when these challenging
situations occur, many times unexpectedly.

SUPPORTING PARTNERS IN TIMESOF DISASTER
Employee-partners can apply for both shortterm grants to help immediately resettle after acatastrophe and long-term assistance for more
expansive reparative property needs. ThroughFY’22, a total of 343 grants were provided to
employee-partners who applied for assistanceafter they were impacted by catastrophic or
natural disasters.

FURTHER AIDING OUREMPLOYEE-PARTNERS
CPAF has continued to grow thanks to thegenerosity of our employee-partners’ giving andour investment strategy. The fund’s size has now
provided us with the opportunity to expand CPAF
grant eligibility to include other personal life events
as defined by the U.S. Internal Revenue Service,
which will allow us to further aid our employeepartners in their times of greatest need.

82

CINTAS 2022 ESG REPORTABOUT CINTASIMPACTS OF OURPRODUCTS ANDSERVICES

Design Collective offers a wide selection of sustainabletextiles and styles. It has also developed a variety of
programs to help customers reduce waste generated
by end-of-life apparel. These efforts include offering
partnerships that help enterprises recycle, repurpose,and reuse these garments instead of sending them tolandfills. Design Collective’s catalog includes a variety of
STANDARD 100 by OEKO-TEX® certified products as well.

We have a vast catalog of products and services thatprovide our customers with sustainable solutions andprograms. We also support our customers’ safety journeys
through an array of product and service offerings.

OFFERINGS AND SOLUTIONSROOTED IN ESG
Customers who participate in our uniform, apparel, andbulk rental programs reduce their environmental impact
in many ways. Our laundering processes use less waterand energy than traditional at-home laundry alternatives
and emit fewer GHGs as a result. Our choice to use
reusable textiles means our customers inherently reduce
waste and their own use of raw materials.

OUR ESG JOURNEY

ENVIRONMENT

Likewise, our Facility Services offerings help ourcustomers operate cleaner, healthier, and safer
businesses. By offering a wide variety of cleaningproducts and services, disinfectant and sanitizer sprayservices, and entrance matting, we help promotecleaner work environments.
Our Fire Protection business helps businesses withproducts and services intended to help avoid the lossof property and life.
And our First Aid & Safety business supports the overall
health and wellness of our customers, their employees
and customers and our communities at large. We do thiswith our extended assortment of products, services, andtraining courses.

SERVICES AND PRODUCTS THATCUSTOMERS CAN USE
One of Cintas’ strengths is our ability to help customers
keep their employees safe. We provide a wide rangeof solutions that businesses rely on to supply theiremployees with the products they need on the job.
For example, in recent years, the use of PPE has
expanded into new industries and job categories. Cintas
offers a wide variety of solutions to help employers meetthe specific needs of their workers, such as providing:

SOCIAL

GOVERNANCE

APPENDIX• Eye protection and safety glasses• Cut-resistant gloves and sleeves• Protective workwear• Hard hats
• Bump caps
Through our First Aid & Safety division, Cintas offers
first aid cabinets that include over the counter (OTC)
medications, bleeding control kits, and other items that
help our customers and employee-partners respond to
workplace incidents. We provide other workplace safety
solutions to help companies, such as AEDs, eye wash
stations, accident-prevention signs, and bloodborne
pathogen response kits. We also offer on-site testing
and fitting for respirators and hearing protection, as wellas training on how and when to use them.

Safety and Health Training
Our extensive safety and health training curricula are
available in-person, online, or on-demand. These
course offerings include CPR and first aid training andcertification through the AHA and AED use training. We
also provide a range of workplace safety trainings andcertifications for other required workplace compliance
topics, including:• HAZWOPER• Confined spaces• GHS/HazCom• Hazardous materials• OSHA record keeping• Emergency preparedness• Forklift operation• Flame resistant clothing• Fire extinguisher use• High-visibility clothing and accessories• Workplace violence• Barrier products• Active shooter preparedness• Isolation gowns
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CINTAS 2022 ESG REPORTABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIX

GOVERNANCE

85
86
88
90

Overview and Approach
ESG Governance and Oversight
Ethics and Integrity
Tax Policy

91
93
94
95

Public Policy and Advocacy
Cybersecurity and Data Privacy
Regulatory Compliance
SPOTLIGHT: First Aid & Safety Product Regulation

84

CINTAS 2022 ESG REPORTABOUT CINTASOVERVIEW AND
APPROACH

our business in a way that is consistent with protecting
the environment and enhancing humanity while
maintaining accountability for our actions and decisions.

Strong and ethical governance is a primary foundationof our Principal Objective: to exceed our customers’
expectations to maximize the long-term value of Cintas
for our shareholders and employee-partners. And ourapproach to business drives our financial and social
performance, providing accountability to our stakeholders.

CODE OF CONDUCTOur governance and management structure are
guided, first and foremost, by our Code of Conduct
and Business Ethics. This outlines clear and consistentexpectations for decision-making by all Cintas Directors
and employee-partners, and requires adherence to laws
and regulations.
Upon joining the company, each Director, executive,
manager, and employee-partner is required to undergo
Code of Conduct and Business Ethics training andagree in writing to abide by the Code of Conduct andBusiness Ethics. Further, they are required to annuallyengage in refresher training and provide further written
acknowledgment of that training.
We supplement our Code of Conduct and Business
Ethics with other policies and procedures that help us
manage our company ethically, honestly, and with astrong commitment to accountability. They are reviewed
annually and updated when necessary.

INCORPORATING ESG PRINCIPLES
We are committed to being a responsible corporate
citizen and strive to incorporate ESG principles andconsiderations into the daily operations of our business.
Under the Board’s direction of our strategic approach tosustainable long-term value creation, we aim to operate

OUR ESG JOURNEY

ENVIRONMENT

As we consider our business decisions, we leverageinternal processes that include disciplined due diligenceand risk assessment to evaluate potential outcomes. Our
Principal Objective and our strategic plans also factor
heavily into our planning.
Our business activities involve fossil fuel, water, and raw
material use, and generate GHG emissions and waste.
We work with our Board of Directors, management, andstakeholders to run our business in a manner that aims
to reduce, mitigate, or eliminate our impact and risks inthese areas.

GOVERNANCE STRUCTURE
The Board of Directors is our highest governing
body. Elected annually by a one-for-one voteof Cintas shareholders, the Board oversees the
management of our company, as spelled out in our
Corporate Governance Guidelines. These guidelines
also contain more information on independent Board
leadership responsibilities and good governancepositions. Additional information and more information
about our Board members, including biographicalinformation and professional affiliations, is available inour 2022 Proxy Statement.
Today, the Board is made up of nine Directors – sevenmen and two women – and 33% of the Board is diversein terms of gender, race, or ethnicity. To address
key issues in greater detail, the Board has createdfour working committees: the Audit Committee,
Compensation Committee, Nominating and Corporate
Governance Committee, and Executive Committee. All
members of the Audit, Compensation, and Nominating
and Corporate Governance Committees meet theindependence requirements that apply to thosecommittee assignments, as established both by Nasdaq
and the Sarbanes-Oxley Act.

SOCIAL

GOVERNANCE

APPENDIXFY’23 BOARD OF DIRECTORS26
Scott D. Farmer
Executive Chairman
Executive Committee
Joseph Scaminace
Lead Director
Chair, Executive Committee; Chair,
Nominating and Corporate GovernanceCommittee; Compensation Committee
Gerald S. Adolph
Chair, Compensation Committee;
Nominating and Corporate
Governance Committee
John F. Barrett
Audit Committee,
Nominating and Corporate
Governance Committee
Melanie W. Barstad
Compensation Committee,
Nominating and Corporate
Governance Committee
Karen L. Carnahan
Audit Committee,
Nominating and Corporate
Governance Committee
Robert E. Coletti
Executive Committee
Todd M. Schneider
Cintas President and CEO
Ronald W. Tysoe
Chair, Audit Committee;
Nominating and Corporate
Governance Committee

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CINTAS 2022 ESG REPORTABOUT CINTASESG GOVERNANCE
AND OVERSIGHT

ESG MANAGEMENT

The Board of Directors oversees our ESG-related
strategies and initiatives, which we include as acomponent of our risk oversight and management
process. We do not delegate risk oversight to a specificcommittee because of its importance to the company
and our overall business strategy.

OUR ESG JOURNEY

ENVIRONMENTIn September 2021, we created the new role of
VP of ESG and Chief Compliance Officer to leadour coordinated ESG efforts. This position, which
reports to our Senior Vice President and Secretary,
General Counsel, has been tasked with developing
our enterprise-wide ESG strategy and supporting ourongoing ESG initiatives.
The VP of ESG and Chief Compliance Officer, Christy
Nageleisen, works with business and functional leadersacross our company to develop and enhance our

SOCIAL

GOVERNANCE

APPENDIX

integrated sustainability strategies. She develops
policies, reporting procedures and goals related to our
corporate responsibility initiatives to help ensure ourcompany’s commitment and accountability.
In FY’22, Ms. Nageleisen built a new integrated ESG
team to support existing ESG initiatives and related
goals. She also brought together a cross-functionalgroup of employee-partners to form the PACE Team.
This team meets regularly to discuss environmental
initiatives and ways to address energy, waste, water,and other environmental impacts at Cintas.

The Board oversees and monitors ESG-related matters,
including our:
• Environmental programs• Workplace conduct• Training and development• Employee-partner health and wellness• Diversity and inclusion• Pay equity• Workplace conduct• Responsible and ethical sourcing• Cybersecurity and data privacy• Principal operations, business, and compliance
We use an enterprise risk management process tomonitor, measure, and manage risks. Each year, we
review the existing and potential risk environment,
evaluate our risk exposure, and elevate certain key risks
for discussion at the Board level as appropriate.
ESG-related matters are reviewed regularly by thefull Board, as well as during committee meetings
as necessary.

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CINTAS 2022 ESG REPORTOUR ESG STRUCTURE

BOARD
OF DIRECTORSAND CEO
Oversees ESG strategies
and progress

EXECUTIVE SPONSORS

Executive Administration
Determines Cintas’ ESG ambitions and goals
and provides ongoing advisory functions

ABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXCOLLABORATIVE ESG EFFORTS

Senior Sponsors

The ESG team brings together an enterprise-widecommitment to our ESG strategy. While our Board of
Directors and CEO oversee our strategy and progress inthese areas, several other groups support the company
on its ESG Journey.

Our Senior Sponsors are our business unit leaders who
work with our VP of ESG and Chief Compliance Officer
and our ESG team to:

Executive Sponsors• Monitor and track performance

Our Executive Sponsors:• Help raise awareness of our ESG efforts and their ties
to our broader business strategies through our public
reporting and communications programs• Determine our ESG Impact Priorities
and opportunities• Operationalize our ESG ambitions• Integrate them into our broader business strategy• Establish our ESG ambitions and goals

PACE Team• Monitor progress and industry best practices

Our PACE Team includes a broader reach of organizational
leaders and subject matter experts. Together they help
identify and develop potential strategies to drive our ESG
initiatives. The group also works side by side with otherpartners to help spread information and awareness about
these initiatives and how they complement and support
our broader ambitions.

• Provide executive presence to help further promotea holistic, sustainable mindset across the company

BOARD ESG INVOLVEMENT AND STRATEGYVP OF ESG AND CHIEF COMPLIANCE
OFFICER AND SENIOR SPONSORS

VP of ESG and Chief Compliance Officer
and Business-Unit Leaders
Cross-functional team of ESG and business-unit leaders
who guide and operationalize our ESG initiatives
and ensure integration and viability in our broader
corporate strategy

PACE TEAM

Organizational Leaders and Subject Matter Experts
Recognize opportunities in ESG-related functional
areas, develop pilot programming, and identify
broader implementations

Our VP of ESG and Chief Compliance Officer provides
regular updates to the Board and its individualcommittees as appropriate.
These updates include regular touchpoints to theBoard on the progress of the company’s strategy
and initiatives, as well as educational and businesslandscape discussions to support the Board’s broader
awareness of ESG trends and best practices.
Other Cintas officers who oversee our business andoperational areas that are intrinsically linked to our ESG
strategy also make regular presentations to the Board or
its individual committees.

ESG FEEDBACK
We encourage our stakeholders to provide feedback
about our ESG activities to us through theirstandard stakeholder communications channels, as
communicated in our 2022 Proxy Statement.

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CINTAS 2022 ESG REPORTABOUT CINTASETHICS AND
INTEGRITYCORRUPTION, FRAUD, ANTI-BRIBERY,
AND ANTI-COMPETITIVE BEHAVIOR“Cintas has a reputation as acompany that operates with strong
moral principles and excellent values.
This is a product of our collective
efforts, and we’re all responsible forour actions and our commitment togood business.”
Todd Schneider, President and CEO
Cintas is committed to operating our business –including our interactions with our customers,
employee-partners, competitors, shareholders,
vendors, government and regulatory agencies, and thecommunities we serve – in a respectful, ethical manner.
We also aim to do so in full compliance with regulatory
and legal requirements, and expect our partners to beaccountable for their actions.
Our governance structure promotes the awarenessof, and responsibility to adhere to, our policies andprocedures by all our employee-partners, from our
Directors to our part-time staff. We support ample
training programs to regularly reinforce our expectations
and rules.
Together, our policies and training help us promote an
enterprise-wide culture of compliance and help us raiseawareness about our stakeholders’ understanding andexpectations related to ethics and integrity.

OUR ESG JOURNEY

ENVIRONMENT

We pride ourselves on operating our business inan ethical and lawful manner – a cornerstone of
our Corporate Culture. We strive to ensure that ourcompany and our employee-partners comply with laws
and regulations, including those that promote free
and fair competition in the marketplace. Our company
has established a robust culture of governance to help
mitigate instances of corruption, fraud, or other illegal
acts that could impact our company, our ability to
conduct business, and our company’s reputation.
Policies and procedures have been enacted to support
the company’s pursuit of ethical operations andinteractions. Among these are our Code of Conduct
and Business Ethics, Anti-Corruption Policy, and Vendor
Code of Conduct.
Topics in this area are also included in our Code of
Conduct and Business Ethics annual training, which is
required of all employee-partners.

SOCIAL

GOVERNANCE

APPENDIX

Further, our Risk & Compliance Department provides
appropriate guidance to vendors working with our
GSC so the vendors are aware of our policies andexpectations. These are captured in our Vendor Codeof Conduct. Our vendors’ compliance is monitored
through annual third-party audits.
Every year, we identify employee-partners directly
involved in our business activities in markets where
bribery or corruption activities are more prevalent.
Those employee-partners are required to undergo
additional anti-corruption training. We perform audits
on a regular basis to support ongoing compliance andidentify potential issues.

CRITICAL CONCERNS
Should a critical concern be identified, it would bepresented to the Audit Committee and then immediately
reported to the full Board. No critical concerns wereidentified or raised to the Audit Committee in FY’22.

RISK ASSESSMENTS
Under the direction of our senior management’s annual
Enterprise Risk Assessment, our Internal Audit and Risk
& Compliance Departments conduct annual reviews of
our business operation for corruption risks.
Activities or processes that have been identified as
potential corruption risks include our GSC operations,doing business in markets known for corruption, using
customs brokers or carriers to import products frominternational suppliers, and potential vendor or thirdparty relationships.
We have not identified any known instances ofcorruption during this process.

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CINTAS 2022 ESG REPORTETHICS AND COMPLIANCE TRAINING
Cintas employee-partners receive our Code of Conduct
and Business Ethics training on their first official dayof employment with us. They also receive a booklet
containing the Code – available in English, Spanish, orCanadian French – at their orientation session and mustsign an acknowledgment that they have received andunderstand the training.
Additionally, employee-partners must complete threedifferent annual training courses focused on ethics
and integrity: Code of Conduct and Business Ethics,
Workplace Harassment Prevention, and Workplace
Violence Prevention.
These are either completed through an online TOD
platform or conducted in person for employee-partners
who do not have computer access at work. Our annual
training results are reported to the Board of Directors to
confirm we’re maintaining compliance.
Further, management-track employee-partners also
receive a copy of The Spirit Is The Difference, which further
articulates our Corporate Culture and how it functions
within our Code of Conduct and Business Ethics.
Additional compliance training is required annually for
employee-partners whose positions or responsibilities
require additional compliance and monitoring.
This includes:

ABOUT CINTASOUR ESG JOURNEY

ENVIRONMENTSOCIAL

GOVERNANCE

APPENDIXREPORTING CONCERNS
Cintas is committed to maintaining an ethical,
responsible workplace. Both employee-partners
and external parties have access to several
mechanisms to report questions or concerns.

of anyone requesting guidance or reporting
questionable behavior and/or a possible violation.
Company policy prohibits retaliation against any
employee-partner raising or reporting a businessconduct or ethical issue or a perceived violationof policies or laws.

Direct LineAnyone can report any violations or concerns
through our Direct Line, a confidential third-party
resource dedicated to Cintas’ stakeholders andoperated 24 hours a day, seven days a week. It is
accessible globally, and includes submission options
available online, via phone call, or through text
message. Submissions can be received in more than
50 languages.

Lines of Communications
In addition to the Direct Line, our employee-partners
have a structured avenue to report concerns.
This process begins with their supervisors, HR, orcompliance departments, and includes approved
escalation channels if necessary. External parties also
have their own direct communications channels inwhich they can register concerns.

We document concerns and strive to maintain, within
the limits allowed by the law, the confidentiality

COMPLIANCE TRAINING DATAREQUIRED COMPLIANCE
TRAINING MODULES

FY’19

Code of Conduct and Business Ethics

100%

100%

100%

100%

Workplace Harassment Prevention

100%

100%

100%

100%

Workplace Violence Prevention

28

100%

-

100%

100%

Information Security Awareness29

100%

100%

100%

100%

• PCI training for employee-partners who could haveaccess to credit card data

Anti-Corruption Training

100%

100%

100%

100%

PCI Training29

100%

100%

100%

100%

Cintas also requires its California-resident employeepartners (and partners who manage employee-partners
residing in California) to complete AB1825 sexual
harassment prevention training every other year.

AB182530

100%

-

100%

-

• Information Security Awareness for employeepartners who have computer access at work
• Anti-Corruption training for employee-partners
who could potentially interact with a foreign official
or representative

COMPLETION PERCENTAGE27
FY’20
FY’21

FY’22

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CINTAS 2022 ESG REPORTABOUT CINTASTAX POLICYTAX DISCLOSURES AND REPORTING

We have a responsibility to pay our fair share of taxes
and we do so transparently. We disclose the taxes wepay, as well as our projected effective tax rate guidance,on our financial reports and quarterly earnings calls,
which are open to the public.
Cintas has instituted a compliance program to help
ensure that we comply with applicable tax-reporting
requirements worldwide. We review our tax strategy
under a low-risk methodology and do not engage inany material global profit-shifting strategies.
The VP of Tax sets and implements Cintas’ tax strategy.
All material tax planning is discussed and approvedby the Chief Financial Officer throughout the year,with updates presented to the Board of Directors’
Audit Committee.

RISK ASSESSMENTS
Cintas conducts ongoing risk assessments to help
prevent compliance concerns. The Tax Department
remains up to date with regulatory guidance andcommunicates regulatory policy and tax law changes to
executive management as part of the annual Enterprise
Risk Assessment.
If tax-related risks are identified, they are communicatedto senior management to help ensure they are managed
appropriately and according to applicable law.
Our Code of Conduct and Business Ethics supports
our ongoing efforts to identify, analyze, and pay our
global tax obligations in a lawful and ethical manner.
We encourage our partners or outside parties toreport any suspected irregularities through appropriate
stakeholder mechanisms.

OUR ESG JOURNEY

ENVIRONMENT

All tax disclosures contained in our audited financial
statements are prepared in accordance with GAAP ASC
740 and SEC reporting standards.
EY, our independent auditing firm, reviews all disclosures
as part of its review of our annual SEC Form 10-K.
The company’s global taxation work is also managed by
the U.S.-based Tax Department. To help support propertax reporting, the group seeks outside and third-party
consultation and advice when necessary.

CONNECTION TO BUSINESS STRATEGYThe Tax Department regularly collaborates with ourbusiness leaders and corporate departments to help
support our ongoing tax planning and strategy.
These interactions help provide our business leaderswith a deeper understanding of tax mechanisms
available to our business, their required connections
to our business, and the magnitude of theirpotential impact.
They also allow our leaders opportunities to solicit
counsel about potential tax impacts of various strategic
decisions as part of our business planning and overallrisk assessment.

TAX ADVOCACY
We actively engage registered, third-party
representatives to assist our advocacy and education
efforts about tax policy.
We also advocate for key legislation that is in the bestinterest of our customers and our external stakeholders.
Most notably, this includes the continued impacts ofthe 2017 Tax Cuts and Jobs Act, as well as evolving
impacts of ongoing federal and state legislation andpolicy development.

SOCIAL

GOVERNANCE

APPENDIX

Our tax implications and financial benefits available
from the government are regularly evaluated as partof our normal business operations and strategic
decision-making.

FINANCIAL ASSISTANCE
In our last three fully reported fiscal years – ending with
FY’21 – we received $5.8 million in tax relief from the
U.S. government in the form of various federal and state
incentives and credits.
Three of the U.S. federal tax programs we participate inare the:• Work Opportunity Tax Credit: Our largest tax
credit benefit relies on a successful collaboration
between HR and our partners in the field. This credit
provides tax relief for the creation of meaningfulemployment opportunities for new employees fromneedy families and welfare recipients, qualified
veterans, ex-felons, designated community residents,
vocational rehabilitation participants, Supplemental
Nutrition Assistance Program participants,
Supplemental Security Income recipients, and thelong-term unemployed.
• Indian Employment Credit: We received federal tax
credits for providing new employment opportunities
to more than 150 Native Americans who live on ornear an Indian reservation in the United States.
• Federal Empowerment Zone (EZ) Credit: Several of
our locations are located in Federal EZs. We hired
more than 115 new employee-partners who also livein those EZs, benefiting from tax credits.
Additionally, in the same three-year period, Cintas
benefited from a total of $19.9 million in U.S. tax
deductions from charitable donations.

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CINTAS 2022 ESG REPORTABOUT CINTASPUBLIC POLICYAND ADVOCACY

The VP of Corporate Affairs also monitors politicalcontributions made to political figures and organizations
by the Cintas Partners Political Action Committee(Partners PAC). The Partners PAC is funded entirely
by our employee-partners’ voluntary donations – notby Cintas.

POLITICAL ADVOCACY
Cintas regularly and proactively advocates for ourbusiness and our industry. We conduct our advocacy
efforts and political action activities through a variety
of means, including face-to-face meetings, facility
and location tours, memos and position papers, andmemberships in associations and organizations.
We collaborate with various corporate, industry, andtrade organizations to help identify and determine
positions on issues that impact our company andsupport further economic growth. However, given thesize and breadth of some of these organizations – andthe nuances associated with various topics – the public
positions expressed by some of these groups do notalways align with our company’s views.

OUR ESG JOURNEY

ENVIRONMENTOther Public Official Interactions
Outside of our company’s formal advocacy efforts, we’veestablished a formal process that prescribes limitations
and guidelines on how our company and our employeepartners may engage with public officials – including
those from government and regulatory organizations –on the company’s behalf. To help the company and our
employee-partners avoid the perception of impropriety,this covers different types of interactions with public
officials. These include, but are not limited to expenses
related to hospitality, travel and entertainment
expenses, and gifts and promotional items.

SOCIAL

GOVERNANCE

APPENDIX

Local Strategic Relationships
We strongly encourage leaders in our local markets
to develop strategic relationships with key leaders intheir communities. We understand that local political,
business, and civic leaders can have a broad andimpactful influence on our local communities, especiallyon issues important to our business. We encourage
our local leaders to identify decision-makers, thought
leaders, and agencies who can help Cintas demonstrate
and amplify our community commitments.
We support our local leaders with counsel and otherresources for their networking efforts, including
suggested outreach assets and best practices fromother locations’ civic involvement.

Advocacy Structure
Our Anti-Corruption Policy outlines the way we may
engage with political candidates and representatives.
All public policy and advocacy activities are managed
by the VP of Corporate Affairs, who is responsiblefor developing and maintaining pertinent third-party
advocate relationships and procedures to maintaincompliance with the company’s official politicaladvocacy process.
To help further maintain accountability and compliance,
the VP of Corporate Affairs coordinates and monitors all
communications related to public policy between Cintas
stakeholders, registered third-party advocacy agencies,and government and policy representatives.

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Employee-Partner Political Contributions

Our Anti-Corruption Policy outlines the manner inwhich we may engage with political candidates andrepresentatives. As a company, Cintas Corporation
generally does not make political contributions togovernment officials, political candidates, or politicalparties and any exceptions to this require the priorapproval consent of the CEO and the Vice President of
ESG and Chief Compliance Officer. The same is true forthe use of donating our locations or services to public
officials, candidates for political offices, political parties,
official election campaigns, or other political issue orreferendum campaigns. The approval requirement
does not apply to contributions made by any of ourauthorized political action committees (PACs), which
are bound to follow our Cintas Corporation Partners
PAC bylaws.

Neither Cintas nor the Partners PAC governs or restricts
political contributions made by our individual employeepartners. This includes those made by membersof our Board of Directors on their own behalf fromtheir personal funds and for their personal reasons.
Employee-partners’ personal political contributions are
not governed by or affiliated with Cintas Corporation.

PARTNERS PAC
A 12-person executive committee operates the Partners
PAC, an independent organization that was created
to represent employee-partners’ perspectives fromacross the organization. The Partners PAC is not fundedby Cintas, and it does not receive direction from thecompany or its Board of Directors.

SOCIAL

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APPENDIX

The Partners PAC is funded entirely by voluntary
donations made by our employee-partners. The nonpartisan executive committee reviews and approves
potential political contributions to individual candidates
using six criteria:• Strategies important to Cintas• Cintas employment presence in their district/state• A reasonably high level of approval in theirdistrict/state• Supported legislation or voted in a manner that isfavorable to Cintas’ continued economic growth• Maintained integrity and professional dealings intheir position in Congress• Member of a committee that has influence overissues important to Cintas
PAC donations may not be made to presidential candidates.

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CINTAS 2022 ESG REPORTABOUT CINTASCYBERSECURITY
AND DATAPRIVACYDATA SECURITY MONITORING
AND TESTING

Cintas operates in a connected economy, withcomputers and network services around the globe
creating the foundation for our business. We rely
extensively on complex, integrated computer systems,
including third-party platforms, to process transactions,maintain information, and manage our businesses.
While technology has helped us identify and amplify
efficiencies, it also inherently adds a layer of risk toour business.
Cintas is committed to compliance with all applicablegovernment laws and industry regulations related tothe protection, use, and disclosure of information, as
outlined in our corporate polices. We have significantly
invested in our Information Technology (IT) Department,
and in IT and data security infrastructure to maintaineffective cybersecurity. We have also implemented
training, education, and certification requirements tofurther support these measures.

STANDARDS AND PRACTICES
Cintas continues to expand our use of industry standards
and controls devised by the National Institute of Standards
and Technology, leveraging both their Cybersecurity
Framework (CSF) and their SP 800-53 controls.
These best practices and terminologies have been
incorporated into Cintas policies, standards, andprocedures documents. These are reviewed on arolling basis.

OUR ESG JOURNEY

ENVIRONMENT

We have implemented multiple industry-leading tools
to scan for potential vulnerabilities and to help preventand detect malicious activities. These include automatedprevention measures and requiring system users andadministrators to use multi-factor authentication, andsingle sign-on when available, to access network andconnected services.
We have partnered with a trusted third-party
cybersecurity vendor to provide 24/7 monitoringand expertise, which supplements Cintas’ internal
Data Security Team and helps improve and expand
our capabilities. Additional cybersecurity practices
conducted through third-party providers include programassessments, maturity assessments, and penetration
testing. These are in addition to control effectivity selfassessments, incident-response tabletop exercises, andplaybook reviews regularly conducted by internal teams.
In early FY’23, Cintas implemented industry-leading
tools to help improve enterprise security awareness andemail security.

IT SECURITY GOVERNANCE

SOCIAL

GOVERNANCE

APPENDIX

Department-specific policies outline the company’s
IT risk management, security system monitoring andresponse, vulnerability management, disaster recovery
plan, and foreign system connectivity. They also further
outline our management of user accounts, computerroom security, and role-based security practices.

IT SECURITY AWARENESS TRAINING
All Cintas employee-partners who access our company
networks through devices or other systems are required
to complete annual Information Security Awarenesstraining. Employee-partners who may have access tocredit or payment card data must also undergo annual
PCI Training.
Training completion and success is monitored, withthe results submitted to the Board of Directors’ Audit
Committee. Employee-partners who fail to complete
their annual trainings are not eligible for their next merit
pay increase.

CYBERSECURITY DATAIn FY’22, Cintas did not experience any confirmed
successful breaches, leaks, thefts, or losses of customer,
company, or employee-partner data.

The Board of Directors’ Audit Committee oversees
our information security. The Chief Information Officer
regularly updates this committee about our information
security processes and provides topical updates tothe full Board throughout the year. Further, the Audit
Committee monitors compliance for our annual
Information Security Awareness and PCI Compliancetraining courses.
Cintas’ IT governance is supported through a robust setof enterprise and department policies and procedures.
Our enterprise policies govern our overall information
systems, data security, and information security. They
also detail our handling, management, and disposal/
destruction of records, confidential information, andcredit card data.
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CINTAS 2022 ESG REPORTABOUT CINTASREGULATORYCOMPLIANCE

Through FY’22, we were subject to a minor number of
instances of noncompliance with local environmentally
focused ordinances across the United States andCanada. After being notified of these issues, wetook appropriate corrective actions to confirm thenoncompliance did not continue and paid any resulting
fines and fees.

“It is essential that we conduct
ourselves at all times with integrity
and in full compliance with the laws
and regulations that govern ourbusiness activities.”

OUR ESG JOURNEY

ENVIRONMENT

Across the United States and Canada, we paid lessthan $25,000 for various wastewater pretreatmentcompliance violations. None of these local issues

SOCIAL

GOVERNANCE

APPENDIX

resulted in material or significant fines or penalties tothe company under applicable reporting requirements.
Further, none of our locations are situated on
designated protected areas.
In FY’22, none of our facilities or locations contributed
to spills that were material to our company. Additional
information about other legal proceedings is available
in our FY’22 Form 10-K.

Cintas Code of Conduct and Business Ethics
Cintas’ Code of Conduct and Business Ethics clearlystipulates the company’s expectation that ouremployee-partners and those who conduct business on
our behalf do so in a manner that is in full compliancewith all applicable laws, rules, and regulations in the
countries that we operate in.
In FY’22, we were not subject to any substantiatedsignificant instances of noncompliance or fines –raised through normal grievance or compliancechannels – about our actions or activities related tocorporate conduct, bribery or corruption, human rights,
supplier management, data privacy/cybersecurity,environment, safety and health, discriminatory practices,violations involving the rights of indigenous peoples,
product and service information, or labeling andmarketing communications.

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APPENDIXSPOTLIGHT

FIRST AID
& SAFETYPRODUCTREGULATION
Our First Aid & Safety division maintains
accountability for the products and services
offered by its business. Our Risk & ComplianceDepartment supports this group by creating
standards and expectations for their products,
operations, and management.

REGULATORY PROCESSES
To help meet regulations set by the U.S. Foodand Drug Administration (FDA) and Health
Canada, we maintain Good Manufacturing
Practices (GMPs) and provide appropriate GMP
training to our employee-partners. Our employeepartners follow GMPs to maintain compliancewith regulations regarding the manufacturing,handling, and repackaging of OTC medications
and medical devices.

The Risk & Compliance Department also outlines
our expectations that locations be prepared
to respond immediately to any federal, state,
or local authority inquiry. This includes having
documentation and personnel ready who canspeak to and attest to regulated products,
activities, and processes.

QUALITY MANAGEMENT
To help maintain product integrity and efficacy,
we have established systemic controls under
our Quality Management System. One of thesetypes of controls includes a supplier qualification
process to review, evaluate, and qualify suppliers.
We perform periodic reviews to ensure that our
suppliers continue to meet stated requirements.
As required by the FDA, we also maintain a strict
process for receiving product complaints or reports
of injury, illness, death, or adverse reaction to theuse of a product distributed by Cintas First Aid& Safety. If any such report is received, we haveappropriate processes implemented to ensure
proper and complete documentation of thenotification, as well as the execution of a consistentand standardized investigation, resolution,and remediation.

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APPENDIXAPPENDIX

97 Citations, References, and Annotations
98 Notes and Methodologies
99 GRI Index
108 SASB Index
111 UN Sustainable Development Goals

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APPENDIXCITATIONS, REFERENCES, AND ANNOTATIONS
1

We define employee-partners as personnel who are employed in full-time or part-time rolesin the United States and Canada. The total referenced through the report, 42,693, does notinclude workers who support our business in irregular business capacities, such as those whoserve as seasonal or temporary workers or act as interns. Our business sometimes utilizes
contract-based workers, but the situations giving rise to contract-based work is limited andamount to short periods of time.
2 In our 2021 report, the energy, emissions, and water data reported represented only Cintas’
U.S. Uniform Rental and Facility Services locations in operation during the reporting periods
and their associated fleet vehicles.
3 See page 98 of appendix for science-based algorithmic model methodology used toapproximate utility data.
4 The COVID-19 pandemic began in the fourth quarter of FY’20 and continued through theentirety of both FY’21 and FY’22. As of the close of FY’22, the World Health Organization
continued to characterize COVID-19 as a worldwide pandemic.
5 Our U.S. and Canadian locations and facilities that contribute to our Rental division’s
operations. In FY’22, this included 205 processing plants and 134 branches. The number oflocations can change year-to-year because of closures, consolidation, and/or relocations.
6 Our emissions intensity is calculated as our company’s total Scope 1 and Scope 2 emissions
as a factor of total company revenue in millions: (MTCO2e/$M)
7 Cintas’ intensity metrics are calculated based on Cintas Corporation’s annual revenue.
(FY’22: $7,854M; FY’21: $7,116M, FY’20: $7,085M, FY’19: $6,892M)
8 Our energy intensity is calculated as our company’s total energy use as a factor of totalcompany revenue in millions: (GJ/$M).
9 Our water intensity is calculated as our Rental process locations’ total water discharge as afactor of total company revenue in millions: (ML/$M).
10 Nonylphenol ethoxylate
11 Ethylenediaminetetraacetic acid
12 Our “Zero Waste Program” began in FY’13 in an effort to decrease our waste destined for
landfills that originated in our distribution centers (DC). The program initially included sevenof our DCs, with an eighth joining in FY’17. Each DC submits its waste diversion information
annually to recertify its zero waste TRUE Certification by Green Business Certification Inc.
13 American Reusable Textile Association, “Life Cycle Assessments: Make the Case for Reusable
Textiles.” arta1.com/life-cycle-assessments/. Accessed August 28, 2022.
14 Ellen MacArthur Foundation, 2017, A New Textiles Economy: Redesigning Fashion’s Future.
A New Textiles Economy: Redesigning Fashion’s Future (ellenmacarthurfoundation.org).
Accessed by Accelerating Circularity in 2020.
15 The references to “almost” or “approximately” 43,000 employee-partners throughout thisreport cite the 42,693 employee-partners based in roles in the United States and Canada,
which is the scope of this report. Other employee-partner workforce totals referenced in our
financial filings include the approximately 1,000 employee-partners in roles based in Mexico,
Honduras, the Caribbean, or other international locations.
16 Figures relate to our 42,693 employees in the United States and Canada, with the exceptionof the Self-Reported Minority and Non-Minority data. Those percentages relate only topartners in the United States, because Cintas does not collect this data for partners based in
Canada due to regulation on the collection of demographic data.

17 ESOP and Profit Sharing: To be eligible to become a participant, an active employee-partnermust be credited with at least 1,000 hours of service. Once an employee-partner is creditedwith 1,000 hours of service, they automatically become a participant in the Profit Sharing and
ESOP portions of the Plan on the same date they are credited with 1,000 hours of service.
To receive an allocation for both Profit Sharing and ESOP, an employee-partner must be an
active, eligible partner on the last day of the fiscal year and have service credit of at least
1,000 hours during the plan year for which the contribution is made. The contribution isdetermined based off a formula that factors in eligible compensation in the prior plan year,
as well as years of service.
18 Our employee-partners who are currently unionized joined their associations while working for
a company that we later acquired. The majority of our currently associated employee-partners
are in Canada.
19 References to Global Supply Chain Suppliers throughout this ESG report refer to our
suppliers, vendors, and business partners that generally facilitate $1 million or more inpurchases by Cintas and that must meet specific requirements to do business with us. Cintas
and our locations also regularly do business with other vendors, suppliers, and business
partners that do not fall within this spend threshold and, for the purpose of this report, are notincluded in this reporting.
20 FY’21 included full-time, part-time, temporary, and seasonal workers.
21 Figures relate only to our employees in the United States. This is because Cintas does
not collect this data for partners based in Canada due to regulation on the collection ofdemographic data.
22 To be eligible for the company’s discretionary 401(k) match, employee-partners must:a) be employed by Cintas on the last day of the fiscal year; b) credited at least 1,000 hours(generally the equivalent of 25 40-hour workweeks) the previous plan year; and c) contributea portion of their salary to the 401(k) during the previous plan year.
23 In FY’21, supplier diversity spend ($387.7 million) increased when additional purchases weremade from suppliers of Personal Protection Equipment (PPE) at the height of the COVID-19
pandemic. Cintas made purchases with certain suppliers who were certified diverse for
products like masks, gloves, and isolation gowns. In late FY’21, one of those larger suppliers
sold the business to non-diverse ownership and no longer qualified as a diverse supplier. In
FY’22, purchases of PPE from that supplier were not credited toward diverse spending, andour overall purchase of PPE was reduced dramatically as our customers’ needs decreased.
24 Fair-market tax value of 5,535,000 pounds of repurposed products and garments donated toMatthew 25: Ministries.
25 The Cintas Partner Assistance Fund is tracked by calendar year, not by fiscal year. Cintas
Partner Assistance Fund 2022 totals are disclosed through the end of Cintas’ FY’22, which
ended May 31, 2022.
26 More information about our Board members, including biographical information andprofessional affiliations, is available in our 2022 Proxy Statement.
27 Partners who were assigned training, but who were no longer employed by Cintas prior tothe completion deadline for the assigned training, are not included in these calculations.
28 Workplace Violence Prevention training was not deployed during the early phases of
COVID-19 in FY’20.
29 In FY’19 Information Security Awareness and PCI Training was offered as one combined
training course.
30 AB1825 compliance training is required and implemented every two years.

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APPENDIXNOTES AND METHODOLOGIESREPORTING FRAMEWORK AND DATA DISCLOSURESIn our 2022 ESG Report, we have reported our company’s disclosures in reference to
the Global Reporting Index (GRI) Standards as they were available on June 1, 2022.
There are select instances where we have chosen not to report required componentsof GRI’s disclosures because we anticipate forthcoming guidance from U.S. federal
and regulatory bodies – including the Securities and Exchange Commission (SEC)and the Nasdaq stock exchange – that may conflict with GRI Standards requirements
and thus require significant changes to, and restatements of, our data in future years.
Further, in some areas of our social data, we have chosen to align our disclosureswith the GRI requirements, rather than the EEO-1 reporting requirements of the U.S.
federal government (e.g., employee age brackets). As further and continued guidance
about ESG reporting requirements is provided by the U.S. government and regulatory
agencies, we expect we will report our data as necessary to meet any statutory
requirements in future years.

COVID-19 EFFECT ON DATA AND PERFORMANCE
Our environmental performance has demonstrated continued improvements from
FY’19 through FY’21. However, the COVID-19 pandemic’s effect on our performanceand data cannot be isolated from other efficiency and process changes that
contributed to performance improvements.
The COVID-19 pandemic began in the fourth quarter of FY’20 and continued during
all four quarters of FY’21.

ENVIRONMENTAL DATA EXPANSION IN 2022 ESG REPORTOur 2022 ESG Report includes expanded environmental data from what was firstpublished in our 2021 ESG Report.
Our emissions and energy data sets now encompass Cintas’ full U.S. and Canada
operations. These include business locations, distribution centers, and corporate
facilities in operation during the reporting periods. This year our fleet data includes ourcommercial fleet vehicles in both the United States and Canada.

This report also includes significant updates to our environmental data as a result of
our ongoing organizational review and baselining initiative. Our water data has also
been expanded to include all Rental processing operations in the United States andCanada. Further, our previously reported FY’19 emissions, energy and water baselines,
and our FY’20 and FY’21 performance data have been updated and restated to reflect
the expanded scopes of disclosure.
For the purposes of calculating Scopes 1 and 2 GHG emissions, in any instance whena location’s utility information was not available, a science-based, algorithmic model
was used based on the location’s square footage to best approximate and compete
the data set. Please note that Cintas complies with air permitting requirements forapplicable operations that include emissions of other pollutants, however they are notincluded in these GHG emission calculations.
For our Scope 3 emissions, we used Environmentally Extended Economic InputOutput (EEIO) analysis for our annual supplier and procurement spend data. Thisis a categorization model to convert $USD spend based on relevant NAICS sector
categories into carbon emissions associated with the extraction, production andtransport of purchased goods and services, capital goods, upstream transportation,
downstream transportation and a portion of business travel acquired or purchased
by Cintas in the reporting year.
Cintas reserves the right to amend these calculations as data collection andmeasurement evolve and progress.

WATER DATA ASSUMPTIONS
Water data has been converted to megaliters (ML) for our 2022 reporting. Whenreferring to our water data table:• Withdrawal is the sum of all water meters (including irrigation).
• Discharge is calculated from withdrawn water minus consumed water. This water
may require pretreatment to meet local discharge requirements.
• There has been no change in water storage. Consumed water is the sumof irrigation and 10% (assumed factor of evaporation) of the rest of withdrawn water.

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APPENDIX

2022 GLOBAL REPORTING INITIATIVE (GRI) INDEXThis GRI Index accompanies our 2022 ESG Report and references the Consolidated Set of Global Reporting Initiative (GRI) Standards 2021 as
they were available on June 1, 2022. The data in this report relates to the period from June 1, 2021 to May 31, 2022, unless otherwise stated.
For a detailed explanation of the indicators, visit the GRI website: globalreporting.org.

DISCLOSURE

DESCRIPTIONPAGE NUMBER(S), URL(S) AND/OR INFORMATION

Organization and its Reporting Practices
2-1

Organizational details

FY’22 Form 10-K (pg. 1)

2-2

Entities included in the organization’s sustainability reporting

About This Report

2-3

Reporting period, frequency and contact point

About This Report2-4

Restatements of information

About This Report

2-5

External assurance

Cintas did not pursue external assurance for its 2022 ESG Report.

FY’22 Form 10-K (pg. 4)

Activities and Workers
2-6

Activities, value chain and other business relationships

This is Cintas
Social > Global Supply Chain and Supplier Relations
Governance > Public Policy and Advocacy
Social > Community Impact and Philanthropy

2-7

Employees

Social > Our People
Social > Diversity, Equity & Inclusion > Workforce Data

Governance
2-9

Governance structure and composition

2022 Proxy Statement (pg. 9)2-10

Nomination and selection of the highest governance body

Corporate Governance Guidelines
2022 Proxy Statement (pg. 9)
Governance > Overview and Approach

2-11

Chair of the highest governance body

Corporate Governance Guidelines
2022 Proxy Statement (pg. 9)
Governance > Overview and Approach

2-12

Role of the highest governance body in overseeing the management of impacts

2022 Proxy Statement (pg. 15)
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DESCRIPTIONPAGE NUMBER(S), URL(S) AND/OR INFORMATION

2-13

Delegation of responsibility for managing impacts

2022 Proxy Statement (pg. 15)

GOVERNANCE

APPENDIX

2022 Proxy Statement (pg. 16)
Governance > Overview and Approach
Governance > ESG Governance and Oversight
2-14

Role of the highest governance body in sustainability reporting

The 2022 ESG Report was produced with guidance from and review by Cintas senior
executives and business leaders.

2-15

Conflicts of interest

Code of Conduct and Business Ethics
2022 Proxy Statement (pg. 47)

2-16

Communication of critical concerns

Governance > Ethics and Integrity > Critical Concerns

2-17Collective knowledge of the highest governance body

Governance > ESG Governance and Oversight > Board ESG Involvement and Strategy

2-18

Evaluation of the performance of the highest governance body

Corporate Governance Guidelines (pg. 5)

2-19

Remuneration policies

2022 Proxy Statement (pg. 23)

Corporate Governance Guidelines (pg. 6)

Social > Compensation and Benefits
Compensation Committee Charter
2-20

Process to determine remuneration

2022 Proxy Statement (pg. 23)
Social > Compensation and Benefits
Compensation Committee Charter

2-21

Annual total compensation ratio

2022 Proxy Statement (pg. 40)

Strategy, Policies & Practices
2-22Statement on sustainable development strategy

2-23

Policy commitments

Governance > Overview and Approach2022 Proxy Statement (pg. 16)
Position on Policy Creation
Cintas’ corporate policies related to responsible business conduct are referenced andlinked (when publicly available) throughout this 2022 ESG Report.

2-24

Embedding policy commitments

Position on Policy Creation

2-26

Mechanisms for seeking advice and raising concerns

Governance > Ethics and Integrity > Reporting Concerns

2-27Compliance with laws and regulations

Governance > Regulatory Compliance100

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APPENDIXPAGE NUMBER(S), URL(S) AND/OR INFORMATION

Stakeholder Engagement
2-29

Approach to stakeholder engagement

Our ESG Journey > Stakeholder Engagement

2-30

Collective bargaining agreements

FY’19 – 3.54%, FY’20 – 2.73%, FY’21 – 2.41%, and FY’22 – 2.09%

Material Topics 2021
3-1

Process for determining material topics

Our ESG Journey > Impact Priorities

3-2

List of material topics

Our ESG Journey > Impact Priorities

3-3Management of material topics

Our ESG Journey > Impact Priorities
Environment > Climate, Emissions and Energy
Environment > Water Stewardship
Environment > Waste
Social > Diversity, Equity & Inclusion
Social > Safety and HealthSocial > Performance and Advancement
Social > Training and Development
Social > Impact of Our Products and Services

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APPENDIXPAGE NUMBER(S), URL(S) AND/OR INFORMATION

201: Economic Performance 2016
201-01

Direct economic value generated and distributed

FY’22 Form 10-K (pg. 20)
FY’22 Form 10-K (pg. 21)
FY’22 Form 10-K (pg. 47)

201-02Financial implications and other risks and opportunities due to climate change

FY’22 Form 10-K (pg. 12)
FY’22 Form 10-K (pg. 13)
FY’22 Form 10-K (pg. 14)

201-03

Defined benefit plan obligations and other retirement plans

201-04

Financial assistance received from government

Social > Compensation and Benefits
FY’22 Form 10-K (pg. 59)
Governance > Tax Policy
FY’22 Form 10-K (pg. 55)

202: Market Presence 2016
202-01

Ratios of standard entry level wage by gender compared to local minimum wage

Social > Compensation and Benefits > Salaries and Wages

202-02

Proportion of senior management hired from the local community

100% of Cintas’ named executive officers are U.S.-born.

203: Indirect Economic Impacts 2016
203-01

Infrastructure investments and services supported

203-02Significant indirect economic impacts

FY’22 Form 10-K (pg. 49)
Social > Community Impact and Philanthropy
Social > Community Impact and Philanthropy

204: Procurement Practices 2016
204-01

Proportion of spending on local suppliers

In FY’22, Cintas spent $2,924,481,258 on Global Supply Chain suppliers based in the
United States and Canada. This represents 94.01% of the company’s total FY’22 GSC spend
on suppliers.

205: Anti-Corruption 2016
205-01

Operations assessed for risks related to corruption

Governance > Ethics and Integrity > Risk Assessments

205-02

Communication and training about anti-corruption policies and procedures

Governance > Ethics and Integrity > Ethics and Compliance Training

205-03

Confirmed incidents of corruption and actions taken

Governance > Ethics and Integrity > Risk Assessments

206: Anti-Competitive Behavior 2016
206-01

Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

At the close of FY’22, Cintas was not subject to any pending legal actions related to anticompetitive behavior, anti-trust, or monopoly practices.
Governance > Ethics and Integrity

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207-01

Approach to tax

Governance > Tax Policy

207-02

Tax governance, control, and risk management

Governance > Tax Policy

207-03

Stakeholder engagement and management concerns related to tax

Governance > Tax Policy

207-04

Country-by-country reporting

GOVERNANCE

APPENDIX

207: Tax 2016

Our ESG Journey > Stakeholder Engagement
Governance > Tax Policy

301: Materials 2016
301-02

Recycled input materials used

Environment > Materials
Environment > Materials > Reducing, Reusing, Recycling, and Repurposing Our Textiles

301-03

Reclaimed products and their packaging materials

Environment > Materials
Environment > Materials > Reducing, Reusing, Recycling, and Repurposing Our Textiles

302: Energy 2016
302-01

Energy consumption within the organization

302-02

Energy consumption outside of the organization

Environment > Energy Performance
Environment > Energy Data
Environment > Energy Performance
Environment > Energy Data

302-03

Energy intensity

Environment > Energy Performance
Environment > Energy Data

302-04

Reduction of energy consumption

Environment > Energy Performance
Environment > Energy Performance > Energy Reductions
Environment > Energy Data

302-05

Reductions in energy requirements of products and services

Environment > Climate, Emissions and Energy > Initiatives
Our ESG Journey > Cornerstone: Operational Excellence and Reliability
Our ESG Journey > EV Pilot Hits the Road
Environment > Smart Truck Routing Cintas Into the Future
Environment > Facility-Focused Energy Reductions

303: Water and Effluents 2018
303-01

Interactions with water as a shared resource

Environment > Water Stewardship

303-02

Management of water discharge-related impacts

Environment > Water Stewardship > Managing Wastewater and Effluents
Environment > Water Stewardship > The Wastewater Treatment Process

303-03

Water withdrawal

Environment > Water Data

303-04

Water discharge

Environment > Water Data

303-05

Water consumption

Environment > Water Data

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APPENDIXPAGE NUMBER(S), URL(S) AND/OR INFORMATION

305: Emissions 2016305-01

Direct (Scope 1) GHG emissions

Environment > Emissions Performance
Environment > Emissions Data

305-02

Energy indirect (Scope 2) GHG emissions

305-03

Other indirect (Scope 3) GHG emissions

Environment > Emissions Performance
Environment > Emissions Data
Environment > Emissions Performance
Environment > Emissions Data

305-04GHG emissions intensity

Environment > Emissions Performance
Environment > Emissions Data

305-05

Reduction of GHG emissions

Environment > Emissions Performance
Environment > Emissions Data

306: Effluents and Waste 2016306-03Significant Spills

Governance > Regulatory Compliance306: Waste 2020
306-01

Waste generation and significant waste-related impacts

Environment > Waste
Environment > Waste > Zero Waste Project306-02

Management of significant waste-related impacts

Environment > Waste
Environment > Waste > Zero Waste Project
Environment > Waste > Technology’s Role in Managing Waste Materials

306-03

Waste generated

Environment > Waste
Environment > Waste > Zero Waste Project
Environment > Waste > Technology’s Role in Managing Waste Materials

306-04

Waste diverted from disposal

306-05

Waste directed to disposal

Environment > Waste
Environment > Waste > Zero Waste Project
Environment > Waste
Environment > Waste > Zero Waste Project

401: Employment 2016
401-01New employee hires and employee turnoverSocial > Workforce Recruitment and Retention Data

401-02

Benefits provided to full-time employees that are not provided to temporary or
part-time employees

Social > Compensation and Benefits > Employee-Partner Benefits

401-03

Parental leave

Social > Compensation and Benefits > Maternity and Parental Leave

402: Labor/Management Relations 2016402-01Minimum notice periods regarding operational changes

Social > Human Rights > Minimum Notice104

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APPENDIXPAGE NUMBER(S), URL(S) AND/OR INFORMATION

403: Occupational Health & Safety 2016403-01

Occupational health and safety management system

Social > Safety and Health > Occupational Safety and Health Management System403-02

Hazard identification, risk assessment, and incident investigation

Social > Safety and Health > Annual CHSMS Evaluations
Social > Safety and Health > Ongoing Monitoring

403-03

Occupational health services

Social > Compensation and Benefits > Employee-Partner Benefits
Social > Safety and Health > Occupational Health Initiatives
Social > Safety and Health > Ergo Excellence

403-04

Worker participation, consultation, and communication on occupational healthand safety

Social > Safety and Health > Employee-Partners Central To Identifying Concerns
Social > Safety and Health > Awareness, Training and Development
Social > Safety and Health > Ergo Excellence
Social > Safety and Health > Commitment to VPP

403-05Worker training on occupational health and safety

Social > Safety and Health > Awareness, Training and Development

403-06

Promotion of worker healthSocial > Compensation and Benefits > Employee-Partner Benefits
Social > Safety and Health > Occupational Health Initiatives
Social > Safety and Health > Ergo Excellence

403-07

Prevention and mitigation of occupational health and safety impacts directly
linked by business relationships

Social > Safety and Health > Occupational Health Initiatives
Social > Safety and Health > Ergo Excellence
Social > Safety and Health > Operationalizing Safety and Health403-08Workers covered by an occupational health and safety management system

Social > Safety and Health > Occupational Safety and Health Management System403-09Work-related injuries

Social > Safety and Health > Work-related Injuries and Illness403-10Work-related ill healthSocial > Safety and Health > Work-related Injuries and Illness

404: Training and Education 2016404-01

Average hours of training per year per employee

Social > Training and Development

404-02

Programs for upgrading employee skills and transition assistance programs

Social > Training and Development
Social > Talent Recruitment and Retention

404-03

Percentage of employees receiving regular performance and careerdevelopment reviews

Social > Performance and Advancement > Annual Performance Reviews

405: Diversity and Equal Opportunity 2016405-01

Diversity of governance bodies and employees

2022 Proxy Statement (pg. 14)
Social > Our People
Social > Diversity, Equity & Inclusion

405-02

Ratio of basic salary and remuneration of women to men

Social > Compensation and Benefits > Pay Equity

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406: Non-Discrimination 2016406-01

Incidents of discrimination and corrective actions taken

Governance > Regulatory Compliance407: Freedom of Association and Collective Bargaining 2016407-01

Operations and suppliers in which the right to freedom of association andcollective bargaining may be at riskSocial > Human Rights > At-Risk Locations
Social > Our People

408: Child Labor 2016408-01

Operations and suppliers at significant risk for incidents of child labor

Social > Human Rights
Social > Global Supply Chain and Supplier Relations

409: Forced or Compulsory Labor 2016409-01

Operations and suppliers at significant risk for incidents of forced orcompulsory labor

Social > Human Rights
Social > Global Supply Chain and Supplier Relations

411: Rights of Indigenous Peoples 2016
411-01

Incidents of violations involving rights of indigenous peoples

Governance > Regulatory Compliance

413: Local Communities 2016413-01

Operations with local community engagement, impact assessments,
and development programs

Social > Community Impact and Philanthropy

413-02

Operations with significant actual and potential negative impacts on
local communities

Governance > Regulatory Compliance

414: Supplier Social Assessment 2016414-01

New suppliers that were screened using social criteria

Social > Global Supply Chain and Supplier Relations > FY’22 Monitoring and Results

414-02

Negative social impacts in the supply chain and actions taken

Social > Global Supply Chain and Supplier Relations > FY’22 Monitoring and Results

415: Public Policy 2016415-01

Political contributions

Governance > Public Policy and Advocacy > Political Contributions

416: Customer Health & Safety 2016416-01

Assessment of the health and safety impacts of product and service categories

416-02

Incidents of non-compliance concerning the health and safety impacts ofproducts and services

Social > Impacts of Our Products and Services
Governance > Regulatory Compliance > First Aid & Safety Product Regulation
Governance > Regulatory Compliance

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APPENDIXPAGE NUMBER(S), URL(S) AND/OR INFORMATION

417: Marketing and Labeling 2016
417-01Requirements for product and service information and labeling

Governance > Regulatory Compliance > First Aid & Safety Product Regulation
Social > Impacts of Our Products and Services

417-02

Incidents of non-compliance concerning product and service informationand labeling

Governance > Regulatory Compliance417-03

Incidents of non-compliance concerning marketing communications

Governance > Regulatory Compliance

418: Customer Privacy 2016418-01Substantiated complaints concerning breaches of customer privacy and losses ofcustomer data

Governance > Cybersecurity and Data Privacy

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APPENDIX

2022 SUSTAINABLE ACCOUNTINGSTANDARDS BOARD (SASB) INDEXWe also reference the SASB framework in the development of our 2022 ESG Report. As a company with a unique and complex business model that falls undermultiple industry categories, we included disclosures to meet portions of the SASB Standards for Professional & Commercial Services; Road Transportation;
and Apparel, Accessories & Footwear. The data in this report relates to the period from June 1, 2021 to May 31, 2022, unless otherwise stated. For a detailed
explanation of the framework, visit the SASB website: sasb.org/.

TOPIC

CODE

ACCOUNTING METRICCATEGORY

UNIT OF MEASUREDATA AND ADDITIONAL INFORMATIONREFERENCE LOCATION

Professional & Commercial Services
Data Security

SV-PS-230a.1

Description of approach toidentifying and addressing
data security risks

Discussion
and Analysis

n/aCintas takes a multiple-tiered approach tosystem security. We utilize software programs
to identify potential system security risks,and perform a regular analysis of the system
updates. We regularly audit and review ourprocesses. In addition, Cintas performs regularsecurity maintenance, including issuing system
patches, performing penetration testing, andmonitoring data flow throughout the company,
among other security efforts. Cintas’ employeepartners are also required to complete annual
online training courses to help them identify
potential digital security risks.

Governance > Cybersecurity andData Privacy

SV.PS-230a.2

Description of policies
and practices relating tocollection, usage, andretention of customer
information

Discussion
and Analysisn/a

We adhere to best practices for data collection,
usage, and retention of customer information,and undergo regular audits. We regularly
implement additional layers of privacy controls
and implement adjustments to our practices
as necessary.

Governance > Cybersecurity andData Privacy(1) Number of data
breaches, (2) percentage
involving customers'
confidential businessinformation (CBI) or
personally identifiable
information (PII), (3) numberof customers affected

Quantitative

FY’22:(1) Zero(2) 0%(3) Zero

Governance > Cybersecurity andData Privacy

SV-PS-230a.3

Qty., Pct

FY’22 Form 10-K Item (pg. 11)
Cintas General Privacy Policy
Cintas California Privacy Act

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APPENDIX

TOPIC

CODE

ACCOUNTING METRICCATEGORY

UNIT OF MEASUREDATA AND ADDITIONAL INFORMATIONREFERENCE LOCATION

Workforce
Diversity andEngagement

SV-PS-330a.1

Percentage of genderand racial/ethnic grouprepresentation for total
workforce

Quantitative

Pct

FY’22 Total Workforce by Gender
Female = 35.7%
Male = 64.3%

Social > Diversity, Equity & Inclusion> Workforce Data

FY’22 Total U.S. Workforce by
EEO-1 Designations
White = 55.8%
Latin/Hispanic = 21.7%
Black/African American = 15.2%
Asian = 4.0%
Two or More Races = 2.5%
Native American/Alaskan = 0.4%
Native Hawaiian/Pacific Islander = 0.4%
SV-PS-330a.3

Professional
Integrity

SV-PS-510a.1

Employee engagement asa percentage

Quantitative

Pct

Results of the 2022 Employee Engagement
Survey were not available at the time of thisreport’s preparation. The last employee
engagement survey in 2019 reported a 90%
employee engagement rate. Category-specificratings underpinned our overall commitment
to our people, including Empowerment,
Sustainable Engagement, Safety, and Diversity& Inclusion.

Social > Employee-Partner
Engagement
Cintas 2021 ESG Report > Social >Employee-Partner Engagement

Description of approachto ensuring professional
integrity

Discussion
and Analysis

n/aTotal amount of monetarylosses as a result of legal
proceedings associatedwith professional integrity

QuantitativeUS$

FY’22: $0

FY’22 Form 10-K (pg. 16)

ACTIVITY METRICCATEGORY

UNIT OF MEASUREDATA AND ADDITIONAL INFORMATIONREFERENCE LOCATION

Number of employees by: (1) full-time and part-time,(2) temporary, and (3) contract

Quantitative

Qty.

FY’22:
Full-time: 42,445
Part-time: 248
Contract: 0Social > Diversity, Equity & Inclusion> Workforce Data

SV-PS-510a.2

Governance > Ethics and Integrity
Code of Conduct andBusiness Ethics

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APPENDIXACCOUNTING METRICCATEGORY

UNIT OF MEASUREDATA AND ADDITIONAL INFORMATIONREFERENCE LOCATION

TR-RO-110a.1

Gross global Scope 1
emissions

Quantitative

MTCO2eFY’22: 547,631

Environment > Emissions Data

TR-RO-110a.2

Discussion of long-termand short-term strategy
or plan to manage Scope
1 emissions, emissions
reduction targets, and ananalysis of performanceagainst those targets

Discussion
and Analysisn/aTR-RO-110a.3(1) Total fuel consumed,(2) percentage natural gas,(3) percentage renewable

Quantitative

GJ, Pct

FY’22:(1) 12,316,732 GJ (Natural Gas, Propane,
Gasoline and E85, and Diesel)(2) 64.04%(3) 0%

Environment > Energy Data

TR-RO-320a.1(1) Total recordable incident
rate (TRIR) and (2) fatality
rate for (a) direct employeesand (b) contract employees

Quantitative

Pct

FY’22:(1) 1.61(2a) 0%(2b) Not applicable

Social > Safety and Health > Workrelated Injuries and Illness

TR-RO-320a.3

Description of approachto managing short-termand long-term driver
health risks

Discussion
and Analysisn/aTR-RO-540a.3(1) Number and(2) aggregate volumeof spills and releases tothe environment

Quantitative

Qty. MT

Discussion of processes
to maintain compliancewith restricted
substances regulations

Discussion
and Analysis

n/aDiscussion of processes toassess and manage risks
and/or hazards associatedwith chemicals in products

Discussion
and Analysisn/aRoad Transportation
Greenhouse
Gas
Emissions

DriverWorking
Conditions

Accident& Safety
Management

Our ESG Journey > Our Path to
Net ZeroEnvironment > Climate, Emissions
and Energy
Governance > ESG Governanceand OversightSocial > Safety and Health >Awareness, Training
and Development
FY’22:(1) No spills that were material to Cintas asa company.
(2) No spills that were material to Cintas asa company.

Governance > Regulatory
Compliance

Apparel, Accessories & Footwear
Managementof Chemicals
in Products

CG-AA-250a.1

CG-AA-250a.2

Environment > Chemical Safety
Governance > Regulatory
Compliance > First Aid & Safety
Product Regulation
Environment > Chemical Safety
Governance > Regulatory
Compliance > First Aid & Safety
Product Regulation

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APPENDIXUN SUSTAINABLE DEVELOPMENT GOALS
We have reviewed our ESG strategy against the United Nations (UN) Sustainable Development Goals (SDGs),
a global framework which aims to address some of the world’s most pressing environmental, social and governancechallenges. Our current ESG work aligns closely with 3 SDGs:

SDG 6: CLEAN WATER
AND SANITATION
Water is a prime input in our business, andwe have placed significant effort on lessening
our water requirements through conservation
initiatives. Since FY’19, we have reduced our water
intensity by over 20%. We also offer significant
water and energy efficiencies compared to
traditional at-home laundry processes.

SDG 7: AFFORDABLE
AND CLEAN ENERGYWith our ambition to achieve Net Zero GHG
emissions by 2050, we are committed toincreasing our energy efficiency. Since FY’19, we
have made efforts to reduce our energy needs inour facilities. With one of North America’s largest
fleets, we are exploring various alternate-fuelopportunities and how they operate in our routebased business.

SDG 12: RESPONSIBLE
CONSUMPTION AND
PRODUCTION
Consistent with our Corporate Culture, ouremployee-partners are expected to adhere to
all relevant laws, policies and regulations as they
operate on our behalf. We monitor developments
in areas that impact our business and evolve ourprocesses to incorporate compliant practices –including the use of chemicals in our business.
We have programs aimed at reducing our waste
strategies and are beginning to further develop
waste-reduction practices.

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