2022

Impact ReportFounders’ Letter
00 Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Since thredUP’s inception in 2009, we have witnessed aremarkable shift in the fashion industry’s conversation. Circularity,
sustainability, and social responsibility, once obscure ideas, havenow become table stakes. For us, our commitment to these core
concepts has always been the driving force behind everything wedo.
We are one of the largest online resale platforms in the world,
inspiring a new generation of consumers to think secondhand
first. While we are proud of our contributions to the circular
economy, we continue to push ourselves to improve our businesspractices and expand our impact. To ensure our own operations
are as environmentally friendly as possible. To build diverse teams
and support them with work-life integration, training, anddevelopment. To service our communities through charitablegiving and volunteer programs. To provide our brand and retailpartners with a scalable resale platform to help them achieve theirown circularity goals. To operate with integrity and embracetransparency at the highest levels.

customers, and communities within a public market
designed to promote sustainability, resilience, and longterm value creation.
As our business grows, so does our impact: As of theend of 2022, we have processed a total of 172 million
garments, displaced 666 million pounds of carbon
emissions, and saved our customers over $5 billion off
estimated retail prices.
As you’ll see throughout this report, our goal is for our
impact to be far-reaching—for our team, our planet, andour partners, all in service of creating a better world.
Onward!
Jam

es Reinhart

thredUP Co-Founder & CEO

r s Homer

Ch ithredUP Co-Founder & COO

In 2022, we made history as the first consumer company to belisted on the Long-Term Stock Exchange (LTSE), reframing
capitalism through an impact lens. This move affirmed ourstrategic alignment with long-term shareholders, employees,
CEO Letter 1

00

CEO Letter

01

Approach02

Environment

03

Social04

Governance05

Appendix2022 Impact Report01

Our Approachto Impact2

thredUP has become one of the world’s largest 00

online resale platforms, transforming resale 

CEO Letterwith operations and technology excellence. 

By extending the life cycle of clothing, thredUP is changing the way consumers shop 01

02

Approach

Environment

Our mission
To inspire a new generation

and ushering in a more sustainable future for the fashion industry.

We are driving thredUP's leading market position byimplementing a holistic environmental, social, andof consumers to think
03

Socialsecondhand firstgovernance (ESG) strategy that aligns with our businessobjectives and brand values. Continuous engagementwith both internal and external stakeholders enables us
to identify our strengths as well as areas for future
development. Through transparent reporting and04

Governancedisclosures, we provide a comprehensive view of our
ESG profile to individuals who are invested in our
endeavors, while also granting us the opportunity to05

Appendix2022 Impact Reportcontinually measure and advance our progress.

3thredUP impact at a glance
00

01

02

CEO Letter

172.3M$5.3B

secondhand items processed

saved by our buyers off est. retail prices

666M$288.4M

lbs of CO2e prevented

total revenue in 2022

7B

1,769

Approach

Environment

03

Socialgallons of water saved

total employees in 2022

04

Governance

1.3B

1.7M

kWh of energy saved

active buyers in 2022

7.8M

55K+

items listed through our RaaS program

brands listed

05

Appendix2022 Impact Report

Cumulative all-time data as of 12/31/22, except as otherwise noted

Impact at a Glance4

Our 12 priorities
We identified 12 priorities that are the foundation for what we discuss throughout this report and00

CEO Letter

01

Approach02

Social04

Governance2022

Product Circularity GHG Emissions Energy Consumption & End of Life& Climate Change& Efficiency

Sustainable 

Waste Diversion Affiliate Social

Packaging& Disposal

Assessment

Diversity, Equity,

Community Giving Employee Health,Inclusion, & Belonging& Volunteerism

Wellness, & Bene its

Employee Attraction 

Corporate Governance

Cybersecurity &&& Business Ethics

Customer Privacy

Environment

03

05

for our corporate ESG strategy.

fAppendix

Impact Report

Retention

Our 12

Priorities 5

United Nations
00

01

CEO Letter

Approach

Sustainable
Development Goals

UN SDG 10
Reduced inequalities

Promote economic inclusion of all regardless of sex,
race, or ethnicity.

UN SDG 11
Sustainable cities and communities

We are committed to taking action across these 6 goals to achieve a better and more sustainable future for all.

02

Transform the way we build and manage our urban
spaces.

Environment

UN SDG 3

03

Social2Good health and well-being

UN SDG 1

Address inequalities and to build good health for all.

Responsible consumption and production

Reduce our ecological footprint by changing the way
UN SDG 5
04

we produce and consume goods and resources.

Governance

Gender equality

End all discrimination against women and girls.

UN SDG 13

Climate action
05

Appendix

Address the needs of developing countries to both-

adapt to climate change and invest in low carbon
development.

2022

Impact Report

United Nations Sustainable Development Goals 6

Long-Term
Stock Exchange
00

CEO Letter

In 2022, thredUP listed its Class A common stock on the Long-Term Stock Exchange (LTSE), a subsidiary of LTSE Group.

01

ApproachthredUP is the first consumer company to list on the LTSE,
committing to the higher standards of the exchange. LTSE's
principles-based listing standards require listed companies to02

Environment

detail and publish policies on their website that offer stakeholders
insight into how a company builds its business for the long term.

By listing on LTSE, thredUP is affirming its strategic
03

Socialalignment with long-term shareholders, employees,
customers, and communities within a public market
designed to promote sustainability, resilience, and longterm value creation.

04

GovernancethredUP and LTSE are pioneering the next generation of capitalism
where traditional measures of financial performance andgenerating long-term sustainable value are integrated. The dual

05

Appendix

listing demonstrates how thredUP is reframing capitalism throughan impact lens, which is a key tenet of our business strategy andcore to our mission to inspire a new generation of consumers tothink secondhand first.

2022 Impact Report

Long Term Stock Exchange

72022 Award highlights

2022 Highlights
00

CEO Letter

Dual-listed on the Long-

Pledged $298,000 overTerm Stock Exchange,

three years to thealignment with long-term

Oakland Roots, aprofessional men’s soccer

shareholders.

team dedicated toaffirming our strategic01

Approachbettering the Oa

02

community.
Listed 7.8 million items

1.5 million items
through our Rescues
program, diverting over
Sold

Service, extending our

03

Socialimpact through leading
brands and retailers.

k ATLIS Awards

Donatedour employee-led socialz

GlossyFashion Awards

impact organi ation.

kland

Environment

through Resale-as-a-$61,000 onbehalf of the Future Fund,

ShoptalPartnered with The Azek
Company to transform
100% of our returned

Business Insider Retail Tech
Power Players

Clean Out bags into longlasting, low-maintenance

TIME Best Inventions

outdoor living products.

half a million pounds ofclothing from third-party

04

05

k

GovernanceAppendix

aftermar et channels.

Inc.

50% of our Board of

38% of leaders were

Directors identified as

promoted from within thefemale, while 20%

72% of our workforce

organi ation due toidentified as a racial

identifies as a minority,

increased investment inminority.

with

66% identifying as

female and 58% identifying
asBlack or Latinx.

z

Sourcing

Journal’s Rivet 50

Training andDevelopment.
Lattice2022 Impact Report

Power Partner Award

People Success Awards
Impact Highlights

8

00

CEO Letter““

We are building an organization that has
fused purpose into its business strategy.
This approach creates a “do-good” flywheel01

ApproachLorem ipsum dolor sit amet,effect for our customers, employees,

consectetur adipiscing elit,

investors, and the environment. As an
02

Environment

ambitious,
mission-driven
company, sed do eiusmod
tempor
we take tremendous pride in ushering incididunt ut labore et dolore

a new era for sustainable shopping Social

“
“

03

magna
aliqua.
while
redefining
our relationship to our most important stakeholders.

04

Governance05

Appendix

Person N.
Title Of Person
Alon Rotem
Chief Legal Officer

2022 Impact Report9

00

CEO Letter

01

Approach

02
02

Environment

03

Social04

Governance05

Appendix2022 Impact Report

Environment

10

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact ReportCreating a moresustainable future
for fashion

thredUP is on a sustainability journey to take fashion circular by investing in innovation andtechnology. The planet is one of our most important
stakeholders, and combating disposable fashion’s
harmful effects is one of our greatest goals.
By giving items a second life, we ensure clothing stays
in use and out of landfill. Buying secondhand offsets theneed to manufacture a new item, where the majority offashion’s water consumption, energy emissions, andchemical usage occur. We are also committed tomaking our own operations as environmentally friendly
as possible. As an industry leader, we understand thesignificance of continuously evolving and striving for
improvement. Fueled by our unwavering commitment
to circularity, we are determined to reshape the fashion
landscape, one recirculated item at a time.

11

00

01

CEO Letter

Approach

2022 Life Cycle

As a mission-driven company 

Assessment (LCA)

have a responsibility to scientificallymeasure the environmental savings

In 2022, we conducted our second Life Cycle Assessment(LCA) in partnership with Green Story Inc. to compare the02

Environment

with sustainability at our core, we

environmental impact of thredUP’s circular business modelwith a more traditional linear business model. We wanted toof choosing secondhand in atrustworthy, transparent, andrigorous way.

definitively answer the question, “What is the environmental
impact of buying secondhand clothing instead of new?”03

SocialDifferences in life cycle impacts per wear were calculated
in terms of nine selected environmental indicators across04

Governance15 categories of garments (e.g., dresses, sweaters, coats,
and jackets). The study shows that thredUP’s resale modelis advantageous for all product categories across allenvironmental indicators.

05

Appendix2022 Impact Report

Life Cycle Assessment 12

2 0 2 2 L i f e Cyc l e Ass e ss m e n t

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

Increasing rigor aroundsustainability claims
We conducted our first LCA with Green Story Inc. in 2019 using
then-current methodologies at the time. Over time, as industry
standards evolved, we sought to refresh our LCA to provide themost accurate measurement of secondhand’s impact. Fewer
assumptions were made overall, and our second LCA
demonstrates our core value of seeking the truth.

A summary of changes to our LCA approach
Consumer behavior was modeled based on actual
data from thredUP’s customers.
In-depth data on textile composition was
used.
thredUP’s entire business operations were evaluated,
including transportation and shipping.

2022 Impact Report

A true displacement rate was determined based on
consumer survey data: 72% vs. assumption of 100% in
2019.
Global textile experts conducted peer reviews toensure accuracy of latest methodology.
We added per wear impact (in addition to lifetime) for
better data granularity.

Life Cycle Assessment 13

2 0 2 2 L i f e Cyc l e A s s e s s m e n t

00

CEO Letter

Buying (and wearing) secondhand
clothing instead of new reduces carbon

01

Approach02

Environment

emissions by an average of 25%
thredUP leverages LCA impact datato help customers make informed
purchasing decisions that align with
their values. The data is presented

03

Socialon our product listing pages, in ourconsumer marketing campaigns, on

lbs of CO2e emissions

kWh of energy

Gallons of water

New

35.96

76.59

282.70

Secondhand

27.55

60.11

Secondhand savings

8.41 lbs of CO2e

16.48 kWh of energy

our social channels, and leveraged

04

Governanceby our Resale-as-a-Service clients
across their resale experiences.

05

193.81

Appendix2022 I mpact Report

Green Story Inc. Life Cycle Assessment 2022

88.89 gallons of water

Life Cycle Assessment

14360 resale

powered by

Resale-as-a-Service
Clean Out program00

CEO Letter(RaaS)

Online resale shop

Customers can turn theirIntegrate resale into a brand's

gently worn clothes into

ecommerce site so customers

brand shopping credit

can easily shop preloved items

thredUP’s Resale-as-a-Service® (RaaS®) enables the world’s leading
fashion brands and retailers to deliver customizable, scalable resale

01

Approachexperiences to their customers.

RaaS allows brands and retailers an opportunity to incorporate and02

Environment

scale circularity into their traditional linear business models withthree main service modules: Clean Out, full-service resale shop, andcashout marketplace.

03

Social04

Governance05

Appendix

Industry-wide, 88 brands launched dedicated resale shops in
2022 alone. With our patented world-class infrastructure,industry leading technology, and proprietary data, we arecommitted to enabling brands to participate in the thriving resalemarket by providing white-label enterprise solutions that cater totheir unique needs.

2022 Impact Report

Resale-as-a-Service15

R e sa l e-as -a- S e rv i c e

Extending our impact00

CEO Letterat scale42
brand clients

01

Approach, up 50% from 2021

Total CO2e, water, and energy saved
through our RaaS program to date

02

03

4

Environment

8.4M lbs  

9M milesof CO2eof driving emissions

23B gallons  

3B glasses

05

ut Kits received through our
RaaS program, up 88% from 2021
Clean O

Socialof water04

80K

of drinking water

7.8M

GovernanceAppendix

items listed thro

16M kWh 1.6B hours  

of energyof powering an LED lightugh our RaaS program, up 56%

from 2021

Green Story Inc. Life Cycle Assessment 2022

2022

Impact Report

Resale-as-a-Service 16

00

CEO Letter

Consumer education
01

Approach

We make it our job to educate consumers, bring awareness to the
fashion waste crisis, and provide tangible solutions to tackle it.

02

Environment

As resale continues to grow, we remaincommitted to empowering more consumers
to adopt a “secondhand first” mindset.

03

Social

Our efforts are largely centered around communicating thepositive impact of choosing used and encouraging consumers to04

Governancemake more informed shopping choices. If everyone changed their
shopping behavior just slightly, we would see ripple effects acrossthe industry.

05

Appendix2022 Impact Report

Consumer education17

c o n s u m e r e d u c at i o n

Changing Gen Z’s mindset
00

CEO Letter

thredUP identified the most wasteful fashion moments of the yearand gave consumers easy ways to switch to thrift. From music
festivals and wedding season to back-to-school and the holidays,

01

ApproachthredUP launched shopping experiences with celebrities andinfluencers timed to events that often put pressure on young

AC TO R

Priah Ferguson

people to mindlessly consume.

02

Environment

Anti-fast fashion festival
03

04

05

Fast fashion hotline
SocialGovernanceAppendix2022 Impact Report

In an effort to raise awareness around one of the biggest
occasions for single-use fashion and timed just prior to Coachella,

Together with Stranger Things actor Priah Ferguson,

thredUP launched an anti-fast fashion festival campaign withthredUP created a Fast Fashion Confessional Hotline tocelebrity stylist Karla Welch. We taught consumers thehelp Gen Z resist the temptation of fast fashion aroundenvironmental impact of thrifting their festival outfit instead of

the back-to-school shopping season and embrace morebuying it new and gave them an easy way to shop Karla's curated

sustainable wardrobe habits. The hotline served as a

festival picks on thredUP. We shared that if every festival goerfun, engaging tool to both inspire and educate. Callers

thrifted one outfit instead of buying it new, it would save 940

were given the chance to leave a voicemail confessing

million pounds of carbon emissions, equivalent to taking 564

their fast fashion sins and learn from Priah about themillion cars off the road for a day.

benefits of thrifting instead of buying new.

Green Sto y I c. L f Cycl A
r

n

i e

e

ssess

m

ent

2022

Consumer education18

c o n s u m e r e d u c at i o n

Fashion Footprint Calculator
00

CEO Letter

The Fashion Footprint Calculator is a personalized tool aimed at
educating consumers on the environmental impact of theirfashion habits and empower them to reduce their carbon, waste,

01

Approach

and water footprints. The quiz asks ten questions about how theyshop, wear, and care for their clothes, and reveals how sustainable
they really are.

02

Environment

In just three minutes, quiz takers can learn
the carbon footprint of their fashion habits
and how they stack up against the average

03

Socialconsumer.

Educational tools like the Fashion Footprint Calculator help04

Governanceconsumers cut through the noise and find out what really makes
the biggest impact: buying fewer new items, donating or reselling
clothes (vs. trashing), reducing online returns, reducing dryer05

Appendix

usage, and mending clothing so it lasts. The calculator also sharestips and tricks for making more sustainable fashion choices, suchas buying secondhand, reducing returns, and investing in higherquality clothing that will last longer.

2022 Impact Report

Consumer education

19

Resale Report
1 in 3thredUP’s annual Resale Report serves as the most00

CEO Letter

apparel items bought in the U.S. in 2022 wascomprehensive measure of the secondhand market
secondhand.
globally and in the U.S. with forward-looking
statements.

01

Approach

The report provides market sizing
and insights on key growth drivers,

02

Environment

as well as resale trends among
consumers, brands, and retailers.

61%
of Gen Z say they look for an item secondhand
before buying it new. More than half saythey’re more likely to shop with a brand thatoffers secondhand apparel alongside new.

03

Social

By 2027, the global secondhand market is projected toreach $350 billion, while the U.S. secondhand market is
expected to reach $70 billion.

04

Governance

As one of the most widely cited reports on thesecondhand market and resale industry, the Resale
Report serves as an educational resource and05

inspirational springboard for the fashion industry.
Appendix2022 I mpact Report

Stats reported in thredUP’s 2022 Resale Report37%
of consumers spent a higher proportion of theirapparel budget on secondhand last year in the U.S.

Resale report

20

61%
of items are listed on

00

CEO Letter

thredUP’s coremarketplace01

Approach

Product circularity and end of life

02

Environment

Our goal is to extend the life cycle of clothing for as
long as possible, keeping garments in use and out oflandfill. While our core business puts 95% of items that

03

Socialare listed on our marketplace back into American

5%

closets, we are also focused on refining our approach toof items are listed

managing items we can’t resell. We are dedicated toin thredUP’s

closing this loop by finding new ways to improve our04

Governance05

Appendix

Rescues program

aftermarket business.

34%
of items are sold in aftermarket

2022 Impact Report

Product Circularity 21

00

CEO Letter

PRODUCT CIRCULARITY

01

ApproachRescue boxes
Through our Rescues program, customers can purchase heavily
discounted bundles of secondhand items. This is our way of02

Environment

savings items we receive that don’t qualify for listing on ourmarketplace but still have a lot of life left in them. In 2022, wesold 1.5 million items through our Rescues channel, with a total

03

Socialof 4.4 million items sold to date.

This equals more than 1.6 million pounds 04

Governanceof clothing diverted from third-party
aftermarket channels.

05

Appendix2022 Impact Report

Green Story Inc. Life Cycle Assessment 2022

Product Circularity

22

PRODUCT CIRCULARITY

00

CEO Letter

Aftermarket

61%

20%

of items are sold toare sold to domestic

domestic thrift stores

graders or sorters

When the items we receive do not meet thredUP’s

01

Approachquality standards for resale or inclusion in our Rescue
Boxes, we are committed to working with our vetted
network of partners to keep as many items as possible

02

Environment

in use and out of landfill.

Understanding our aftermarket andworking with a transparent network of
03

19%

Socialpartners is key for end-of-life success.

of items are sold tointernational brokers

All of our aftermarket partners must adhere to thredUP’s

04

Governance

Aftermarket Partner Code of Conduct—requiringtransparency, integrity, awareness of environmental
impact, and respect for developing nations.

05

Appendix81%
of aftermarket items are recirculated domestically2022 Impact Report

Product Circularity 23

PRODUCT CIRCULARITY

Innovating our aftermarket
00

CEO Letter

We work with a transparent network of partners that help us
cultivate responsible and effective paths for end-of-life successof unsold items. Our partnerships support our goal to embed

01

Approachcircularity throughout everything we do. The abundance offull circle collection

opportunities for aftermarket items has inspired multiple
partnerships between thredUP and third-party organizations
that are making big improvements to the fashion industry.

02

Environment

Downcycling
Reuse
We partnered with Phoenix Fibers, a closed-loop textile recycling

03

Social

We partnered with Channel Control Merchants (CCM), a reverse logistics

company, to repurpose our aftermarket fibers into building

retailer specializing in processing unsold inventory by selling it through theirmaterials.

network of retail stores. Their direct-to-consumer pipeline model ensuresthat our unsold inventory is utilized domestically instead of being tossed in04

Governancelandfills or transported to international markets.

Upcycling
During the holidays, we created a limited edition collection withupcycling expert and designer Zero Waste Daniel created solely

Recyclingfrom unusable aftermarket product. This one-of-a-kind collection

05

2022

Appendix

Impact Report

We partnered with

ReCircled, an industrial sustainability company serving

offered affordable gifts across apparel, accessories, and home

the textile, apparel, and footwear sector. Through our partnership, wegoods. thredUP worked with style icon Fran Drescher to bring therecycle shoe materials to be used in alternative products likecollection to life and donated 20% of proceeds from the Fullcountertops, hangers, and hard surfaces.

Circle Collection to Fran’s charity, Cancer Schmancer.

Product Circularity

24

Greenhouse gas (GHG)
emissions and climate
00

Scope 1 emissions are the direct emissions thatcome from equipment and vehicles that we use in
our warehouses.

CEO LetterchangeScope 2 emissions are the indirect emissions that01

Approach

We recognize the urgency of the climate crisis and are proud thatthredUP’s core business model reduces the carbon impact ofcome from purchased energy used to power ourwarehouses and offices.

fashion. While we work to amplify the carbon reduction benefitsof wearing secondhand clothing, we continue to focus on our own

02

Environment

carbon reductions. With three years of emissions data, weunderstand where we have the largest opportunity to be more

Scope 3 emissions are the emissions that are theresult of our activity but out of our direct control.

These include emissions fromdownstream transportation

efficient and reduce our impact.

and distribution of our

03

Socialproducts, purchased goods

04

Appendix

I

mpact

R

eport

 

 

Scope 1

Scope 2

Scope 3Total

and services, capital goods,(MT C02e)(MT C02e)(MT C02e)(MT C02e)

and upstream transportation

 and distribution.

Governance

05

2022

 

 

 

2020

759

2,682

29,90433,345

2021

691

2,693

31,66035,045

2022

518

2,934

33,88437,3362020 and 2021 Scope 3 emissions have been restated due to a data error

G

H

G and climate change

25

G H G a n d c l i m at e c h a n g eManaging our Scope 300

CEO Letter

emissions2

Overall, our 2022 emissions have increased 7% since01

Approach

5% upstream

transportation

1

2021. This increase is largely the result of the Scope 3

2 % capital goods

category (i.e., emissions that are the result of ouractivity but are outside of our direct control), which
accounts for 91% of our 2022 inventory, and has

02

Environment

increased 7% since 2021.

For the first time, in 2022, we included
03

Socialemissions associated with Aftermarket

9% employee
30% purchased

commutinggoods and services

shipping in our inventory.

04

Governance

Aftermarket shipping accounts for 11% of downstream
transportation emissions.

7% downstream transportation
While we work to make our Scope 3 activities more

05

Appendixefficient, we know that this is our biggest area of

3% fuel and energy emissions
2% business travel

carbon impact and are eager to find more ways to
2% packaging end of life

reduce our emissions.

2022

Impact Report

1% waste from operationsG

HG and climate change 26

G H G a n d c l i m at e c h a n g e

Responsible shipping
00

CEO Letter

We continue making improvements in how we efficiently shippackages to customers. 2022 was our first full year using
advanced consolidation efforts to ship orders from multiple

01

Approachdistribution centers together to their destination instead ofindividually.

Due in part to our order consolidation efforts, our U.S. based

02

Environment

03

Social04

Governance05

shipping emissions decreased by 35% in 2022. 

USA-Bound Packaging and Shipping Intensity

2020

3.16 lb C02e/parcel

2021

2 lb C02e/parcel

2022

4.14 lb C02e/parcel

Appendix2022 Impact Report2020 and 2021 figures have been restated due to a conversion error

GHG and climate change 27

00

CEO Letter

Energy consumption
01

Approach02

Environment

and efficiency
In 2022, we brought our new flagship distribution center in Dallas,
Texas online. This facility has some of our most advanced
technology, building upon our years of learnings from creating
best-in-class infrastructure for single-SKU apparel.

03

SocialSuch technology includes a multi-level
garment storage system providing 25%
04

Governancehigher storage density while consuming 40% less energy than previous versions.

05

Appendix2022 Impact Report

Energy consumption and efficiency 28

00

01

CEO Letter

Approach

Sustainable
packaging

02

03

California-based small business, for their sustainability

Environment

Social

We partner with Community Printers, a Santa Cruz,

Our unboxing experience reflects our commitment tofocus. Community Printers uses FSC-certified paper

sustainability. Since our founding, we’ve continued to improveoften with recycled content varying from 10% up toand streamline our packaging to include sustainable, reusable,

100% post-consumer waste. They partner with Trees forand recyclable materials.

the Future to replant trees in areas affected by humanactivities and climate change. Their inks are vegetableoil-based and have programs for recycling virtually all04

of their waste.
GovernanceIn 2022, thredUP bought 31,36105

Appendixpounds of paper from Community
Printers, leading to the replanting of
267 trees through Trees for the Future.

2022 Impact Report

Sustainable Packaging 29

00

CEO Letter

Waste diversion and disposal

01

Approach

In 2022, we made many internal recycling improvements,
including updating our cardboard sorting process to ensure02

Environment

efficient recyclability, instituting pallet recycling processes at allof our distribution centers, and recycling and repurposing any
excess or damaged plastic hangers in partnership with hanger
experts Mainetti. We’ve also reduced marketing collateral in our

03

Socialoutbound packaging.

Through our new partnership with

The AZEK Company in 2022, 100% of
the Clean Out bags we receive backare now recycled into TimberTech

04

Governance05

Appendix

composite decking.

2022 Impact Report

Waste Diversion & Disposal

30

00

CEO Letter“

While resale is good for the environment,
we know it’s not enough. Our teams work

01

Approach

every day to ensure what we do is assustainable as possible—from how we
responsibly reuse and recycle items we

02

Environment

can’t sell on our website, to our reducing
our carbon footprint, to our packaging Socialthat customers enjoy when they receive“03

one of our sustainable polka dotted boxes.

04

Governance05

Appendix

Al Ghorai
SVP, Operations

2022 Impact Report

31

00

01

CEO Letter

Approach

04
03
02

Environment

03

Social04

Governance05

Appendix2022 Impact ReportSocial32

00

CEO Letter

01

Approach

02

03

Environment

SocialDriving impact
for people andcommunities

At thredUP, our social priorities go beyond creating a thriving business. Our focus is on driving positive change and leaving a lasting impact on both our people and the communities we serve.
We are dedicated to creating opportunities that benefit
our entire workforce, fostering an environment where
people can reach their full potential and do the best workof their lives. Our commitment also extends outside theworkplace, as we invest in the health of our communities
through our many outreach programs and initiatives.

04

Governance05

Appendix2022 Impact Report33speak up

00

CEO Letter

Our core values
01

Think bigtransparency

Approach

Our corporate values are the cornerstone of our culture,embodied by all our employees—from the talented
teams at our distribution centers to our corporate offices

02

Environment

in the U.S. and abroad.

Our corporate values are deeply
03

SocialGovernanceinfluencelearning

outcomes

ingrained in our DNA and serve as a
guide for all decisions our team makes.

04

infiniteseek the truth

We understand that our ability to make meaningfulprogress against our mission is heavily dependent on
the integrity with which we think and act.

05

Appendix2022 Impact Report

Our Core Values34

Affiliate social
Ellen MacArthur Foundation
00

CEO Letter

assessment

Since 2020, we have been an active Network Member of the Ellen
MacArthur Foundation, an international charity committed to thePartnering with third-parties enables us to expand our01

Approachcircular business goals and tap into specialized
knowledge, skills, and resources. We evaluate the social
practices of prospective affiliates and strive only tocreation of a circular economy. Working with the Foundation’s
Fashion Initiative, we have been featured in multiple pieces ofcontent as a circular economy case study and participated in a
fashion workshop.

partner with those who share our brand values and02

Environment

mission and promote responsible business practices.

Image below: Lindsay Barenz, President of Oakland Roots and Oakland Soul

We collaborate with a variety of strategic partners

03

Socialacross every department including non-profit
organizations, brands and retailers, technology
providers, professional services vendors, andinfluencers.

04

Governance05

Appendix2022 Impact Report

Affiliate Social Assessment35

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Diversity, Equity,
Inclusion, and Belonging
We recognize that embracing diversity in all its forms is crucial for
fostering innovation, creativity, and resilience within our team.

By actively seeking out and valuing individuals
with different backgrounds, perspectives, andexperiences, we tap into a rich pool of talentand ideas that fuel our success.
Promoting equity ensures fair opportunities for all, while inclusion
and belonging create an environment where everyone feels
respected, valued, and empowered to contribute their best. DEIB
forms an integral part of our organizational fabric, enabling us tobring our authentic selves to work every day in order to mosteffectively drive positive change.
To lead these initiatives, we have established the DEIB Committee—a dedicated task force of employees who collaborate todevelop, identify, and establish opportunities across the company.
Through their focused efforts, we are driving progress that aligns
with our circular business goals.
Diversity, Equity, Inclusion & Belonging 36

Diversity sourcing
00 CEO Letter
01 Approach
02 Environment
03 Social
04 GovernanceDiversity, Equity, Inclusion
and Belonging

DEIB initiatives
Internal awarenessTo show our support of diverse communities, wecelebrate observances and heritage months that
represent different members of our workforce, such as
Pride Month, AAPI Heritage Month, and Mental Health
Awareness Day.

We strengthened partnerships with historically diverse
organizations to increase our pool of diverse candidates,
including posting roles to Student and Alumni Job Boards ofhistorically diverse colleges and universities. We structure ourrecruiting efforts to engage candidates from a variety ofbackgrounds and skill sets to continuously increase the diverse
makeup of our team.

2022 Diversity in Leadership
Minority
72% workforce
26% senior leadership

Female66% workforce
60% senior leadership

05 Appendix

Black or Latinx
58% workforce
3% senior leadership2022 Impact Report

DEIB Initiatives 37

00

CEO Letter

Community giving and volunteerism

2022 Future Fund pillars
Education
Through local drives, we donated 200 pounds of food, hygiene
products, and school supplies across five school districts instates where we have a corporate office or distribution center

01

Approach

At thredUP, we are driven to make a tangible, positive

presence: AZ, CA, TX. We also hosted three virtual and in-person

impact on our communities and support causes thattech career development panels for local students fromalign with our mission. We actively engage withstakeholders and communities through acomprehensive range of initiatives.

02

03

Environment

Socialunderserved communities. We collected coats in our office to

The Future Fund is our internal, employee-led social

Sustainability

We donated $61,000 to benefit
nonprofits through volunteer

05

AppendixThrough local donation drives we supported nonprofits like the

The Future Fundcorporate values through employee initiatives.
Governance

Equality

Berkeley Food and Housing Project, promoting equal access for

impact arm. It supports causes aligned with our

04

underrepresented communities.

help clothe people experiencing homelessness in the Bay Area.

We funded $3,100 in microloans to entrepreneurs runningsustainable businesses across 10 developing countries, 96% ofwhom are female first-time business owners. We also made a 3-year commitment of $25,000 through online lending platform
Kiva for Earth Day.

hours, monetary donations,

Local community

and in-kind donations on behalf

We supported organizations local to our headquarters, satelliteof the Future Fund in 2022.

offices, and distribution centers such as Eat. Learn. Play. based in
Oakland, Northside Hospital in Gwinette County, GA, and the
Arizona chapter of Autism Speaks.

2022 Impact Report

Community Giving & Volunterrism 38

C o m m u n i t y g i v i n g a n d vo lu n t e e r i s m

00 CEO Letter

Charitable partnerships

01 Approach

Donation Clean Out Kits

02 Environment

03 Social

04 Governance

05 Appendix

2022 Impact Report

Our Clean Out service includes a donation program,where sellers have the option to make a charitable
donation in lieu of receiving a payout for their items. In
2022, our sellers donated $217,000 spread across six
charity partners.

Oakland Roots sponsorship
In 2022, we forged an alliance with the Oakland Roots Sports
Club, a purpose-driven men’s soccer team based in Oakland,
home of our headquarters. As part of our three-year corporate
sponsorship, we pledged $298,000 to enable the Roots to operate
their soccer team and engage with the Oakland community
through the power of sports as a social force for good. As part ofour partnership, we sponsor a special title night each year where
we donate $5 for every Donation Clean Out Kit we receive to Girls
Inc., a nonprofit organization equipping girls with the skills tonavigate through economic, gender, and social barriers.
Charitable Partnerships 39

C o m m u n i t y g i v i n g a n d vo lu n t e e r i s m

00 CEO Letter

01 Approach

02 Environment

03 Social

04 Governance

05 Appendix

2022 Impact ReportSocial impact campaigns
In addition to spreading awareness around the benefitsof secondhand and elevating the conversation aroundresale and circularity, our marketing campaigns aim tohighlight the importance of conscious consumerism. To
achieve this, many include a charitable component anda collaboration with notable celebrities, artists, anddesigners who share our brand mission and values.
These social impact campaigns not only reach a broad
audience and generate support for worthy causes but
also foster a sense of community, inspiring individuals
to reevaluate their shopping habits and embracecircular solutions.

Together, we have made a meaningful impact and are dedicatedto continuing these efforts to drive
positive change.

$10.5K

donated to Cancer Schmancer through our Full
Circle Collection with Zero Waste Daniel and Fran
Drescher$6.1K

donated to Rise Against Hunger throughour Heinz Vintage Drip collection$4.7K

donated to FAB-U-WISH through Shop Their Closet with Giuliana Rancic

Social Impact Campaigns 40

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

Employee health,wellness, benefits
We are making a meaningful, positive impact on the lives of ourteam members, providing them with the tools and resources tofeel fully supported both at work and at home. We firmly believethat a happy and healthy workforce is the foundation of ourcollective success, and we’ve made a steadfast, ongoingcommitment to providing comprehensive employee benefits that
go beyond the basics.

Pioneering the 4-day work week
We’re pioneering a new world of work, where employees have a healthy worklife integration. Challenging long-established norms that no longer serve
today’s multi-faceted workforce is crucial for the ongoing health and wellnessof our employees and the success of our teams. What started as a pandemicera experiment has morphed into a perk that has proven to be incredibly
beneficial for thredUP’s working parents, productivity levels, and employee
satisfaction and retention. 93% of thredUP employees agree that the 4-day
work week has made a positive impact in their overall productivity.
The four-day work week applies to corporate salaried employees. In our
distribution centers, leaders and hourly employees work with a similar levelof flexibility through a variety of shift times across 3-5 days per week.

2022 Impact Report

Employee Health, Wellness, Benefits 41

E m p l o y e e h e a lt h , w e l l n e s s , b e n e f i t s

Comprehensive and
CEO Letter00

competitive benefits

Floating holiday programz

We recogni e that we have a diverse population of team members

packageprogram is intended to provide our distribution center employees withchoice, flexibility, and time off to celebrate any day that is meaningful to
them

01

Approach

We offer the following benefits to all full-time employees
across our corporate offices and distribution centers:

Medical, dental and vision

02

Environment

insurance
Prescription drug coverage

03

Voluntary accident & hospitalSocialprotection
One Medical*

Governance04

0

Healthcare travel

Life insurance
Disability insurance
401k
Pet insurance
Legal benefits
Financial wellness

reimbursement policy

Paid 12-week parental leave*

Employee Assistance Program

Unlimited PTO*

Health Savings Account (HSA)
Flexible Spending Accounts(FSA)

Support for our team in Ukraine
Our people-first approach extends to our contractors in

Ukraine. We have

options, ensuring continuation of payment (as well as payment advances tolessen any financial hardship), establishing generous leave policies, anddeveloping a host of safety and communication protocols

Employee Stock Purchase
Appendix.

continued to support these valued service providers by providing relocation

(EAP)

5

.

celebrating many different holidays throughout the year Our floating holiday

Program (ESPP).

In 2022, through discussions with our Ukraine team, we enhanced
our life insurance policy and expanded our emergency co-working support to include generator power options and Starlink internet access. We are proud to have played a small role in helping our Ukrainian workforce get through an extraordinarily challenging time.

8 weeks paid sabbatical after
3 years**Only applicable for salaried employeesI2022 mpact

ReportComprehensive & Competitive Benefits Package 42

00 CEO Letter

01 Approach

02 Environment

03 Social

04 Governance

05 Appendix

Employee attraction
and retention
Our people are at the heart of everything we do as we pursue our mission.

Our unwavering focus on employee
attraction and retention has been
instrumental in our progress.
We believe that our ability to achieve our ambitious goals is
contingent upon recruiting and retaining top talent, and we strive
to cultivate a team of exceptional individuals who are passionate
about their work and dedicated to our mission. Their expertise,creativity, and commitment drive innovation, fuel growth, andensure that we remain at the forefront of our industry. By investingin our employees, we not only strengthen our organization but
create a positive ripple effect that extends to our customers,
partners, and the communities we serve. 

Our corporate retention rate for 2022 was 96%, up 6% from 2020.

2022 Impact Report

Employee Attraction & Retention 43

EMPLOYEE ATTRACTION AND RETENTION

Talent acquisition
00 CEO Letter

We are dedicated to implementing strategies that strengthen anddiversify our workforce.

01 Approach

Diverse recruiting

02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

We utilize a diversity recruiting checklist to enhance ourrecruiters’ ability to source and engage a more diverse talentpool.

Gender decoder
We input all our job descriptions through a gender decoder toensure job postings are gender neutral.

Internship program
In 2022, thredUP hosted 30 interns across our corporate offices
and distribution centers, who were given a firsthand look at what
it takes to run one of the world’s largest online resale platforms.
We take pride in our tradition of offering full-time positions to ourinterns, and in 2022 we extended that opportunity to twodeserving candidates.
Talent Aquisition 44

E M P L OY E E AT T R A C T I O N A N D R E T E N T I O N

00CEO Letter

Training and development
We see ourselves as a community of learners, including both01

Approach

impactMotivationteachers and students with a passion for infinite learning. As aresult of this company-wide curiosity, employee development iswoven into everything we do, from internships to management

Psychological safety

training to self-learning opportunities.

02

Environment

IMPACT Institute03

SocialAuthenticity

IMPACT Institute is the title for of our corporate Learning andDevelopment programs. Programming includes short courses,
group connection opportunities, and leadership summits. The

Couragemission of IMPACT Institute is to provide employees with

04

Governancedevelopmental resources rooted in thredUP company values andIMPACT leadership principles. The goal of each IMPACT InstituteTransparency

experience is for employees to walk away with new skills and05

Appendix

knowledge, an increased connection with other employees, andactionable takeaways aligned with overall company goals.

2022 Impact Report

Training & Development

45

EMPLOYEE ATTRACTION AND RETENTION

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Employee Navigation

Our Employee Navigation program provides distribution
center team members with the tools, training, andinformation needed to succeed both inside and outsideof work. The program covers topics ranging frompersonal finances, mental wellness, ESL classes, andother personal growth and enrichment themes.

75,436
total clocked training hours for hourly

In 2022, we enhanced this program by hiring on-site
employee navigators in each location to set the vision
for the distribution center and act as the program pointof contact for all the activities—from wellness, financial
health, and childcare, to transportation solutions andeducation. Employees who participate in the Employee
Navigator program have a higher than average retention rate.

226

operations associates

employees met with an employee navigator

Employee Navigator Program 46

EMPLOYEE ATTRACTION AND RETENTION

Employee recognition
00 CEO Letter
01 Approach
02 Environment
03 Social

Culture awards
We recognize employees with our annual Culture Awards toacknowledge those who have made an out-sized impact to thebusiness or our team. The awards are peer-nominated and thredUP
values-focused. Our CEO James Reinhart awards one employee
Harold’s Purple Crayon, inspired by values instilled in the beloved
children’s book. Harold and the Purple Crayon is a significant thredUP
artifact given to every new employee for its embodied themes of
persistence and boundless creativity, despite limited resources.

Promotion celebrations

04 GovernanceWe celebrate promotions at a company-wide event where we
recognize the accomplishments of each promoted employee. 

In 2022, 17% of our salaried team received well-deserved promotions.

05 Appendix

Bonusly2022 Impact Report

We utilize Bonusly, an employee recognition and rewards program, inour distribution centers so that Team Members can recognize one
another and earn points towards sustainable swag or extra PTO.  

The total number of times someone was recognized in 2022 was 50,041.
Employee Recognition 47

EMPLOYEE ATTRACTION AND RETENTION

Employee satisfaction
00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

91%

94%

93%

82%

83%

78%

of employees say they are proud to tellothers they work at thredUPof employees say their manager isopen to give and receive feedback
on a regular basisof employees say they see
themselves working at thredUP in
one yearof employees say their leader supports a
positive work-life balanceof employees shared leaders show
genuine care and concern for
employees

say thredUP is visibly committed toDiversity, Equity, Inclusion, andBelonging84%of employees say they feel empowered
to make decisions at work
2022 Impact Report

Employee satisfaction 48

00

CEO Letter“

We believe that what is good for people is good for business. From our hybrid 01

Approachwork approach, to robust training anddevelopment programs, to initiatives that foster inclusivity and belonging

02

Environment—we strive to create a workplace where our employees can operate withSocialauthenticity and do the best work “03of their lives as we further our mission.

04

Governance05

Appendix

Natalie Breece
Chief People and Diversity Officer

2022 Impact Report49

00 CEO Letter

01 Approach

02 Environment

03 Social

04

Governance

04 Governance

05 Appendix

2022 Impact Report50

00 CEO Letter

01 Approach

02 Environment

03 Social

04 GovernanceCorporate
governance andbusiness ethics   

Building a purpose-driven business is not only reflected in our sustainable business model, butembedded in the core values we embrace. 

Transparency, integrity, and ethical behavior form the underpinnings of our corporate governance framework.
thredUP has published a detailed Code of BusinessConduct and Ethics (the “Code”) and maintains an
independent Board, whose Nominating and ESG
Committee oversees our ESG strategy and disclosure
efforts. To support these governance principles in action,
we have set up multiple transparency-driven
communications channels, such as a whistleblower
hotline, an objective and independent process for internal
investigations, and a monthly executive Q&A forum.

05 Appendix

2022 Impact Report

51

Corp orate governance

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Our Board

Our Board evaluates our CEO’s performance, provides oversight ofour financial reporting processes, and determines andimplements our corporate governance policies.

Board Diversity

Our Board and management team are committed to the highest
standards of corporate governance to ensure that we aremanaged for the long-term benefit of our stakeholders.

Part 1: Gender Identify

FemalePart 1: Gender Identify

Part 1: Gender
PartIdentify
1: GenDirectors

55Part 2: Demographic BackgroundPart 2

Part 1:African American or Black

1

0

Asian

1

0

White

3

5

Board diversity
Our Board is made up of 10 members, with 50% identifying as
female, and 20% identifying as a racial minority.
The positions of Chief Executive Officer and Chairperson of theBoard are two separate roles. The Chairperson of our Board
presides over meetings of our Board and holds other powers
customarily carried out by the Chairperson of the Board. Our
Board believes that keeping these roles separate allows the CEO
to have strategic and operational objectives while the Chairperson
and the Board can maintain effective oversight and objective
evaluation of corporate performance.

Male*As of 12/31/22

Our Board 52

CORP ORATE GOVERNANCE

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Board-level ESG oversight
We believe that board-level oversight of ESG strategy
and disclosure is a critical component of modern
corporate governance. Accordingly, we haveembedded board-level oversight of ESG into our
Nominating and ESG Committee charter. Please visit
Corporate Governance at thredUP for more information
on board oversight and governance of sustainability.

Ethics and compliance
Our commitment to ethics and integrity is embodied in
our Code of Business Conduct and Ethics (the “Code”).
Our Board is responsible for administering the Code inpartnership with our Chief Legal Officer, who is
responsible for day-to-day Code responsibilities. The
Code includes compliance with laws, rules, andregulations; conflicts of interest, insider trading,confidentiality, ethical conduct, and the protection anduse of corporate assets.

Risk management
Our Board has responsibility for the oversight of our risk
management processes, and, either as a whole or through its
committees, regularly discusses with management our major risk
exposures, their potential impact on our business, and the steps
we take to manage them. The risk oversight process includes
receiving regular reports from Board committees and members ofsenior management to enable our Board to understand our risk
identification, risk management, and risk mitigation strategies
with respect to areas of potential material risk, including
operations, finance, legal, regulatory, cybersecurity, strategic, andreputational risk.
Board Level ESG Oversight 53

CORP ORATE GOVERNANCE

00 CEO Letter

Business Ethics
Anti-corruption

01 Approach
02 Environment
03 Social

We require that all employees, officers, and directors
comply with all laws, rules, and regulations applicableto thredUP wherever we do business, that they use
good judgment and common sense, and that they
speak up. If any employee, officer, or director
encounters any violation of any law, rule, or regulationby thredUP, it is their responsibility to promptly report
the matter to a supervisor, our Chief Legal Officer, or to
the whistleblower hotline.

04 Governance

Promote ethical behavior

05 Appendix

Employees, officers, and directors who have material
nonpublic information about thredUP are prohibited bylaw and thredUP policy from trading in securities, aswell as from communicating such information to others
who might trade based on that information.

2022 Impact Report

Employee training
All employees receive a copy of the Code and are
required to acknowledge it at the time of hire andannually thereafter. Managers also receive annual
training on reporting workplace concerns, forexample, reporting unethical conduct or conductthat violates thredUP’s harassment prevention
policies.

Ethics reporting
thredUP employees are obligated to reportconcerns or potential violations of the Codethrough several authorized communications
channels, including directly to our Chief Legal
Officer. We have established multiple methods for reporting, including anonymously through the whistleblower hotline, as outlined in our Code.
Business ethics 54

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Cybersecurity

Security awareness training is required of all employees
and contractors upon hire and annually thereafter.
Program activities including results of internal andexternal testing, assessments, and audits are reviewed
with our Board’s Audit Committee on a quarterly basis.

As an e-commerce business, we protect sensitive information andaccess to critical networks and systems via a comprehensive
information security program with clearly defined and audited
policies and procedures. The program spans access management,
vendor and risk management, vulnerability management, incident
response, internal and external security audits, and security
awareness training. Our program has been documented andindependently verified to be in compliance with SOC2 Type 2 andPCI DSS Level 2 standards.
We employ extensive scanning and monitoring of systeminfrastructure including networks, containers, servers, operating
systems as well as source code and software dependencies. We
utilize a variety of mechanisms to detect and remediate malicious
activity such as purchase fraud, suspicious account activity, andunauthorized system access. We conduct continuous testing of
our security posture internally and via external vendors.

Customer Privacy & Cybersecurity 55

Customer privacy
00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

We take the privacy of our customer and employee data
seriously. thredUP complies with applicable state
privacy laws and continuously monitors the U.S. state
regulatory landscape to ensure compliance withupcoming privacy laws.

Our consumer-facing privacy policy
outlines our data use and sharing
practices to customers, including
California-specific privacy rights.
Under our privacy policy, all customers are afforded thesame privacy rights because we believe that everyone
should have the same privacy rights regardless of
where a customer lives. In addition, we have
implemented an automated privacy tool to publish
cookie notices on our webpages and allow consumers
to manage their cookie tracking preferences. This
automated privacy tool was configured after we
conducted an extensive audit of third-party cookies.

Our privacy program includes
A new option for our customers to directly
delete their personal identifiable information(PII) through our privacy page
A comprehensive data inventory identifying
team-specific data uses, processing activities,
and utilized applications across the data
lifecycle
Internally created workflows to facilitate
fulfillment of deletion, access, and Do Not Sellrequests, including establishment of data
separation architecture for RaaS client
deletion requests
A Data Protection Impact Assessment(DPIA) template that evaluated changes to our HRIS technology with the People Operations teamPrivacy guidelines and materials to educate our workforce on the importance of key privacy processing principles such asdata minimization and purpose limitation
Customer Privacy 56

01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report“

Board-level ESG oversight enables us tohold ourselves to the highest standards ofcorporate governance to ensure that we’reoperating with integrity and for the longterm benefits of our people, ourcommunities, and the planet.

“

00 CEO Letter

Patricia Nakache
Chairperson of the Board, Chair of
Nominating and ESG Committee

57

00 CEO Letter
01 Approach
02 Environment
03 Social

05

Appendix

04 Governance
05 Appendix

2022 Impact Report58About this report
00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

thredUP’s 2022 Impact Report is our second annual reportoutlining our commitment and approach to shaping the future of
fashion and our impact on our people, planet, and communities.
The report provides details on our management approach,policies, programs, and impacts across key environmental, social,and governance areas.
This report has been guided by leading sustainability and ESG
reporting frameworks including the Global Reporting Initiative(GRI) Standards: Core Option and the Sustainability AccountingStandards Board (SASB) Software and IT Services Standard (2018).
The report primarily includes activities undertaken during thereporting period from January 1, 2022 to December 31, 2022. 

As specified in the report, data related to carbon emissions and energy are subject to restricted boundaries due to data
availability.
Unless otherwise stated, the boundary of our report includes ourentire business operations including thredUP’s headquarters in
Oakland, California; our office in Scottsdale, Arizona; and our four
distribution centers in Arizona, Georgia, Pennsylvania, and Texas.
Please reach out to thredUP at sustainability@thredup.com with questions or feedback.

2022 Impact Report

About this report 59

GRI Index
00 CEO Letter
01 Approach

GRI 2 GENERAL DISCLOSURES 2022
Disclosure 2-1

Organizational details

We are publicly listed as TDUP on Nasdaq and the Long-Term Stock
Exchange. See About this Report on pg. 59

Disclosure 2-2

Entities included in the organization’ssustainability reporting

ThredUp Inc.

Disclosure 2-3

Reporting period, frequency and contact
point

See About this Report on pg. 59

Disclosure 2-4

Restatements of information

We identified an error in our FY20 and FY 21 emissions calculations, which
impacted the disclosure of our Scope 3 emissions for those years. The
amount of ton-miles for shipments to Canada were overstated, which
resulted in incorrectly high Scope 3 emissions totals. These have beencorrected in this year’s report.

Disclosure 2-5

External assurance

No external assurance was performed, unless indicated otherwise.

Disclosure 2-6

Activities, value chain and other business
relationships

See Our mission on pg. 3

02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact ReportGRI Index 60

Disclosure 2-7

Employees

See thredUP at a glance on pg. 4. We track employees by contract type, but
do not have this breakdown available by gender and region (information
unavailable).

00 CEO Letter

Disclosure 2-8

Workers who are not employees

This data is currently unavailable. We are working to expand how we reportout these metrics in future reports.

01 Approach

Disclosure 2-9Governance structure and composition

See Corporate Governance and Proxy Statement. Any KPIs not provided are
not currently tracked by thredUP.

Disclosure 2-10

Nomination and selection of the highest
governance body

See Nominating and ESG Committee Charter

Disclosure 2-11

Chair of the highest governance body

See Corporate Governance Guidelines

03 Social

Disclosure 2-12

Role of the highest governance body inoverseeing the management of impacts

See Nominating and ESG Committee Charter and Governance Section on pg. 5004 Governance

Disclosure 2-13

Delegation of responsibility for managing
impacts

See Governance Section on pg. 50

Disclosure 2-14

Role of the highest governance body insustainability reportingSee our Corporate Governance pg. 52

Disclosure 2-15

Conflicts of interest

See Ethics and Compliance on pg. 53

02 Environment

05 Appendix

2022 Impact ReportGRI Index 61

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

Disclosure 2-16

Communication of critical concerns

See Ethics and Compliance on pg. 53

Disclosure 2-17

Collective knowledge of the highest
governance bodySee our Corporate Governance pg. 52

Disclosure 2-18

Evaluation of the performance of thehighest governance body

See Governance on pg. 51

Disclosure 2-19

Remuneration policies

See Compensation Committee Charter

Disclosure 2-20

Process to determine remuneration

See Compensation Committee Charter

Disclosure 2-21

Annual total compensation ratio

See our Proxy Statement, we do not disclose the pay ratio as an emerging
growth company.

Disclosure 2-22

Statement on sustainable development
strategy

See our Corporate Governance pg. 52

Disclosure 2-23

Policy commitments

See Ethics and Compliance on pg. 53

Disclosure 2-24

Embedding policy commitments

See Ethics and Compliance on pg. 53

Disclosure 2-25

Processes to remediate negative impacts

We have not identified direct impacts caused that require a grievancemechanism to remediate and will monitor future developments for thoseneeds.

GRI Index 62

Disclosure 2-26

Mechanisms for seeking advice and raisingconcerns

See Ethics and Compliance on pg. 53

Disclosure 2-27

Compliance with laws and regulations

No significant instances of non-compliance with laws and regulations
were recorded in 2022.

Disclosure 2-28

Membership associations

We participate in the Ellen McArthur Foundation. We are also a member ofthe American Circular Textiles Group.

Disclosure 2-29

Approach to stakeholder engagement

See our Corporate Governance pg. 52

Disclosure 2-30

Collective bargaining agreements

thredUP employees are not covered under a collective bargaining
agreement

00 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

GRI 202: Market Presence 2016
Disclosure 3-3

Topic Management Disclosure

See the Social section on pg. 33

Disclosure 202-1

Ratios of standard entry level wage by

1:1$17.00

GRI 202: Anti-Corruption 2016
Disclosure 3-32022 Impact Reportgender compared to local minimum wage

Topic Management Disclosure

See the Anti-corruption section on pg. 54
GRI Index 63

Disclosure 205-1a

Total number and % of operations
assessed for risks related to corruption

A company level fraud risk assessment was conducted for FY2022

Disclosure 205-1b

Significant risks related to corruption
identified through the risks assessment

No significant corruption risks identified; only standard fraud risks

Disclosure 205-2

Communication and training about anti
corruption policies and procedures

Policies/ procedures were distributed at time of hire and thereafter
acknowledged annually.

Disclosure 205-3

Confirmed incidents of corruption andactions taken

None

Disclosure 3-3

Topic Management Disclosure

See the Climate and Energy section on pg. 25

Disclosure 202-1

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

1:1

$17.00Disclosure 305-1

Direct (Scope 1) GHG emissions

518 MT CO2e

Disclosure 305-2

Energy indirect (Scope 2) GHG emissions

2,934 MT CO2e

Disclosure 305-3

Other indirect (Scope 3) GHG emissions

33,638 MT CO2e00 CEO Letter
01 Approach
02 Environment
GRI 305: Emissions 201603 Social
04 Governance
05 Appendix

2022 Impact ReportGRI Index 64

GRI 401: Employment 201600 CEO Letter
01 Approach

Disclosure 3-3

Topic Management Disclosure

See the Social section on pg. 33

Disclosure 401-1

Turnover rate voluntary and involuntary

Involuntary: 47% Voluntary: 116%

Disclosure 401-3

Parental leave

For Non-Exempt Employees: Short Term Disability benefits through Guardian= Up to 4 weeks before delivery and 6 weeks (vaginal birth) or 8 weeks (csection) after delivery For Exempt Employees: Up to 4 weeks before delivery
and 6 weeks (vaginal birth) or 8 weeks (c-section) after delivery at 60% Pay
and thredUP will pay outstanding 40% to recoup 100% pay. For Exempt &Non exempt Employees: Parental Bonding Leave/Baby bonding leave for bothchild-bearing and non-childbearing parents paid at 100% 10 weeks *This time
will be paid at 100%. The sources of payments might vary; it could be a
combination of applicable state-paid family leave benefits with thredUP
paying the difference for up to 10 weeks.

02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

GRI 403: Occupational Health & Safety
Disclosure 3-3

Topic Management Disclosure

See Health, Safety & Wellbeing on pg. 41

Disclosure 403-1

Occupational health and safety
management system description

Safety Captain and Safety Team in each building. Monthly Safety Meetingsand Quarterly full safety audits documented in each buildings Safety Binder

GRI Index 65

00 CEO Letter

Disclosure 403-2

Hazard identification, risk assessment, andincident investigation processes

Incident Investigation form submitted once an incident is reported by an
employee. Incident Investigation process led by People Team with assistanceof Chubb (Workers Comp Specialists).

Disclosure 403-5

Worker training on occupational healthand safety

New Hires attend Safety Training in Orientation and Automation Safety
Training before entering any Automated areas within the DC

Disclosure 403-6

Initiatives for the promotion of worker
healthMonthly Safety Topics, Wellness Topics, Employee Navigators in each DC

Disclosure 403-9

Number of fatalities as a result of workrelated injury

0

Disclosure 403-9

Rate of fatalities as a result of work-related0Disclosure 403-9

Number of high-consequence work-related
injuries

0

Disclosure 403-9

Rate of high-consequence work-related0Disclosure 403-9

Total number of recordable work-related
injuries

72

Disclosure 403-9

Annual total hours worked

2,620,173

Disclosure 403-9

Rate of recordable work-related injuries

0.00002747910157

01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Reportinjuryinjuries

GRI Index 66

GRI 404: Training and Education 201600 CEO Letter
01 Approach
02 Environment
03 Social

Disclosure 3-3

Topic Management Disclosure

See the Talent Acquisition, Training, and Development section on pg. 44

Disclosure 404-1

Average hours of training per year per
employee

Total training hours for hourly operations associates: 75,436

Disclosure 404-2

Programs for upgrading employee skills
and transition assistance programs

See the IMPACT Institute section on pg. 45

Disclosure 404-3

Percentage of employees receiving regularperformance and career development
reviews

100%

Disclosure 405-1

Diversity of governance odies andemployees

See DEI and oard Diversity sections on pg. 37 and pg. 52

atio of asic salary and remuneration of
women to men

Also see 202-1 under orkforceb

Disclosure 405-2

R

04 Governance
GRI 41 : u to
8

05 Appendix

C

s

me

b

B

B

W

r ri ac 2016Pv

yDisclosure 3-3

Topic Management Disclosure

See the Cy ersecurity and Data Privacy sections on pg. 55 and pg. 56

Disclosure 41 -1

Su stantiated complaints concerning
reaches of customer privacy and lossesof customer data

0

8

b

b

b

2022 Impact eportR

G I Index 67
R

SASB Index
00 CEO Letter

SASB E-COMMERCE 20181
CG-EC-130a.1(1) Total energy consumed, (2) percentage
grid electricity, (3) percentage renewable

Total energy consumed = 35,780 gigajoules % grid electricity = 100% % renewable = 4%

CG-EC-130a.2(1) Total water withdrawn, (2) total water
consumed, percentage of each in regionswith High or Extremely High Baseline
Water Stress

As an eCommerce marketplace platform, we utilize cloud infrastructure, so
our operations are not water intensive. Throughout our operations, no water
is used.

03 Social

CG-EC-130a.3

Discussion of the integration ofenvironmental considerations into
strategic planning for data center needs

thredUP does not own its data center facilities.

04 Governance

CG-EC-220a.1

Number of users whose information is

450k impressions

CG-EC-220a.2

Description of policies and practices
relating to behavioral advertising and user
privacy

Please see Privacy Policy on pg. 56

01 Approach
02 Environment

05 Appendix

2022 Impact Reportused for secondary purposes

SASB Index 68

CG-EC-230a.1

Description of approach to identifying andaddressing data security risks

thredUP has a robust data security program that is GDPR and CCPA
compliant. We have obtained Soc 1 and Soc 2 level compliance for our cloudbased storage of customer data, and a PCI compliance level 1. We leverage aprivacy by design privacy compliance platform to ensure risks are caught
early in the data lifecycle. Our security team reviews firewalls, fraud
detection, system changes and tests disaster recovery procedures on amonthly basis.

CG-EC-230a.2(1) Number of data breaches, (2)percentage involving personallyidentifiable information (PII), (3) number ofusers affected

No data breaches were recorded in 2022.

CG-EC-330a.1

Employee engagement as a percentage

In December 2022 we completed our annual employee engagement survey
and heard from roughly 73% of our eligible employees a 14% increase fromDec 2021. We asked 13 questions across a number of themes including teamand company culture, diversity, and career advancement. We leveraged aLikert Scale to gauge employees' agreement with questions on a 5 point
scale from Strongly Agree to Strongly Disagree. We provided an opportunity
for our employees to respond to one open ended question "Are there any
benefits or perks you would like thredUP to consider? If yes, please provide
additional details for our teams to review." and we received 97 comments.
Senior leaders, HR Directors, and site level leaders are building company andteam action plans to address employee concerns surfaced in the annual
survey.

CG-EC-330a.2(1) Voluntary and (2) involuntary turnoverrate for all employees

Involuntary Rate: 47% Voluntary Rate: 116% Rate was calculated by
dividing total terms by the average month end headcount from 2200 CEO Letter
01 Approach
02 Environment
03 Social
04 Governance
05 Appendix

2022 Impact Report

SASB Index 69

00 CEO Letter
01 Approach

CG-EC-330a.3

Percentage of gender and racial/ethnic
group representation for (1) management,(2) technical staff, and (3) all other
employees

As of the end of 2022: 66% of our workforce identifies as female and 72% of
our workforce identifies as minority, including 58% as Black or Latinx. 60% of
our senior leadership team identifies as female and 26% of our seniorleadership team identifies as minority, including 3% as Black or Latinx.

CG-EC-330a.4

Percentage of technical employees who
are H1B visa holders

In 2022, thredUP had 3 employees on this visa

CG-EC-410a.1

Total greenhouse gas (GHG) footprint of
product shipments

Total GHG footprint of product shipments = 10,737 metric tons CO2e

CG-EC-410a.2

Discussion of strategies to reduce theenvironmental impact of product delivery

In 2022, we completed our first full year of advanced consolidation efforts
where our buyers could select fewer shipments, therefore minimizing
packaging and energy associated with shipping.

CG-EC-000.A

Entity-defined measure of user activity

As of December 31, 2022, we had 1.7 million active buyers

CG-EC-000.B

Data processing capacity, percentage
outsourced

100%

umber of shipments

3,869,305

02 Environment
03 Social
04 Governance

CG-EC-000.C

N

05 Appendix

2022 Impact Report

SASB Index 70