CORPORATE RESPONSIBILITY REPORT
2022

Contents
3

46 ADVANCE HUMAN RIGHTS

78 DATA APPENDIX

About This Report

Women's Empowerment

Emissions Data

About PVH

Worker Voice

Energy Data

Executive Letters

Safe Workplaces

Materials Data

2022 Highlights

Living Wages

Water Data

2022 Honors

Ethical Recruitment

Packaging Data

Forward Fashion

Supplier Assessments

Our Brands

Socially Ethical Sourcing

Human Rights &Suppliers Data

ABOUT

Global Workforce Data

22 ACCELERATE
CLIMATE ACTION
Climate Risk

56 CHAMPION INCLUSION& DIVERSITY
Inclusion & Diversity

Emissions
Circularity

62 OUR ASSOCIATES

Materials

Our Associates

Water

Talent Development

Chemicals

PVH Workplace

Responsible Sourcing
Waste
Packaging

67 COMMUNITY

U.S. Workforce Data
Equal Employment
Opportunity Data

89 FRAMEWORKS
SASB
TCFD
GRI
UNGC
UNGP
UN SDGs

Giving & Philanthropy

70 GOVERNANCE
Board of Directors
Stakeholder Engagement
Risk Oversight

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About This Report | About PVH | Executive Letters | 2022 Highlights | 2022 Honors | Forward Fashion | Our Brands

The Power of PVH

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About This Report
The PVH Corporate Responsibility (CR) Report provides information andperformance data on operations from the PVH Corp.1 2022 fiscal year,
January 31, 2022, to January 29, 2023, unless otherwise indicated.
In 2022, the environmental, social andgovernance (ESG) disclosure landscapeevolved significantly in response both togrowing stakeholder expectations and therealities of concurrent global challenges: theclimate crisis, pandemic recovery and ongoingmacroeconomic shifts. These challenges
underscored the importance of transparent
and comprehensive reporting, to which weare continually committed, and stressed theurgency of our climate action, human rights
and inclusion and diversity (I&D) commitments.
In this report, we expand our disclosures inmany areas — in most instances, this is adirect result of our stakeholder engagement
efforts and in response to feedback fromour non-governmental organization (NGO)partners, our supplier network and other key
stakeholders internal and external to PVH. We
have paid close attention to evolving reporting
requirements and endeavored to ensure thatour data and qualitative statements meet or
exceed these requirements. While we have notobtained external assurance for this report,
we finalized a long-term assurance roadmap in
2022 and will begin external assurance of key
data sets in 2024.

The release of this report also marks four
years since the 2019 launch of our Forward
Fashion strategy. In the years since, PVH
teams and partners have pursued theachievement of the Forward Fashion targets
targets and the operationalization of thisstrategy with dedication. While we’re proudof the progress we’ve made thus far, we
acknowledge that greater effort lies ahead
in order to deliver on our commitments andmeet developing stakeholder expectations.
Throughout 2022, we continued refining
and executing on our plans to put our
Forward Fashion commitments into action.

We report in alignment with the:This report offers a summary of ourprogress toward each of our Forward Fashioncommitments as well as comprehensive
disclosures on our ESG performance.

Key resources and public statements, aswell as details surrounding governance andpolicies, can be found in the Governancesection, pages 70–77, and at pvh.com/
responsibility/resources. Questions,comments or feedback regarding this reportor our Forward Fashion strategy are welcome;please direct them to cr@pvh.com.

• Task Force on Climate-related Financial
Disclosures (TCFD) Standards• Sustainability Accounting Standards Board(SASB) Standards• Global Reporting Initiative (GRI) Standards2• United Nations Guiding Principles (UNGP)• Ten Principles of the United Nations Global
Compact (UNGC)• United Nations Sustainable Development
Goals (UN SDGs)

1 PVH Corp. is referred to as “PVH” throughout this report.
2 The scope of our GRI disclosure is determined by correlation with our material priorities as defined in our latest Materiality Assessment; instances in whichconstraints led to an inability to disclose have been identified with omission statements. See the GRI Index on page 94 for more information.
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About PVH
Our vision is to build Calvin Klein and TOMMY HILFIGER
into the most desirable lifestyle brands in the world
and make PVH one of the highest performing brandgroups in our sector.

1881

established1920

listed for trading on the New York Stock Exchange

27K

associates globally (as of publication)

40+

countries in which we operate

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A Note From Our CEO
Our vision is to build Calvin Klein and
TOMMY HILFIGER into the most desirable
lifestyle brands in the world and make PVH
one of the highest performing brand groups
in our sector. Our PVH+ Plan guides uson this journey, and over the last year wehave made significant progress due to ourstrong execution.

Driving fashion forward for good is not justa business imperative but also what ourconsumers, our associates and all of our
stakeholders expect from us. Our people
power our growth and vision, and we empower
them to deliver excellence and do the rightthing for our consumers, our communities,
the environment and each other.

Underpinning everything we do, and how
we do it, is our commitment to drive fashion
forward for good. Our long-term, purposedriven Forward Fashion corporate responsibility
strategy plays an increasingly important rolein our PVH+ Plan as governments regulate
fashion’s sustainability impacts, investors
view human rights and climate change asmaterial business risks and consumers
favor brands with credible climate action.

We are proud of the progress we haveachieved in 2022. We will continue to focus
our efforts to accelerate climate action,
advance human rights and champion inclusionand diversity, and work as one united team toturn our shared dream into reality.

We believe how we make products is as
important as what we make. As we create
desirability for our brands and products aroundthe world, we are intentional about offering thebest core essentials and hero products thatnever go out of style, so consumers can wear
them for longer.

Stefan Larsson
Chief Executive Officer

This means focusing on sustainability ateach stage of the process: from design andfabrication to sourcing and manufacturing andscaling new operating models that are bothdemand-driven and circular. Doing so will help
our ongoing efforts to minimize waste andreduce our environmental footprint.

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A Note From Our CSO
To achieve this, we have evolved our
Forward Fashion strategy to focus on threeareas — accelerate climate action, advancehuman rights and champion inclusion anddiversity. Each is underpinned by time-bound,measurable commitments intended to drive
impact at scale.

Accelerate Climate Action
We conducted our first-ever climate risk
scenario analysis and enhanced our carbon
accounting capabilities to better understandclimate risks across our operations and more
precisely measure emissions reductions.

The world confronts the magnitude of climatechange and risks to workers’ rights in supply
chains – we, as a global fashion company,
have a responsibility.
We embrace our responsibility to reducegreenhouse gas emissions in line with
the Paris Climate Accord goals, to respecthuman rights for workers across our supply
chain, and to promote inclusion, equity andbelonging as a value both for our associates
and communities. In doing so, we aim todrive fashion forward for good.

We then partnered with our suppliers to set
their own greenhouse gas emissions reduction
targets and develop action plans to achieve
those targets. To incentivize emissions
reductions, we launched our first sustainablesupply chain financing program, which provides
suppliers with better financing rates basedon their sustainability performance.
Finally, to catalyze industry efforts todecarbonize the fashion supply chain, The
PVH Foundation announced our $10 million3
commitment to the Apparel Impact Institute’s
Fashion Climate Fund. With greater action,
we can enable suppliers to transition
to renewable electricity, improve energy
efficiency, eliminate coal in manufacturing,and scale sustainable materials.

Advance Human Rights

Champion Inclusion and Diversity

We consider our partnership with worker
representative organizations and human rights
experts to be critical in advancing humanrights in the supply chain jointly.

Under the leadership of our Chief Diversity
Officer, Lance LaVergne, we implemented nineof our inclusion and diversity commitmentsthat will drive sustainable change for our
associates, communities and consumers.
For example, we piloted PVH’s first ever global
mentorship program with the initial cohort
focused on women and associates fromunderrepresented groups. Furthermore,
The PVH Foundation invested $1.37 million
as the first installment of the $10 million
commitment to create greater awarenessof and access to opportunities in fashion
for underrepresented groups. Organizations
across Asia, Australia, Brazil, Europe,and North America received funding and
PVH associates volunteered with theseorganizations to help further their missions.

As a founding member of the International
Accord for Health and Safety in the Textile
and Garment Industry and the Bangladesh
Accord, we are proud to have signed the
Pakistan Accord, which will extend legallybinding agreements between fashion brands
and global trade unions to improve workplacesafety in the fashion industry. In Bangladesh,
we launched a five-year, $5 million partnershipwith the U.S. Agency for International
Development to provide professional
and life skills development programs to
100,000 women, complementing our workin Tunisia, Vietnam, India and Sri Lanka.
We identify human rights impacts and arecommitted to responsibly addressing them.
In Haiti, we partnered with the Worker
Rights Consortium and International Labour
Organization to ensure, via payments
totaling almost $1 million, that workers
were compensated for unpaid wages when
the factory closed and the owner absconded.
In India, we signed the legally binding Dindigul
Agreement with Global Labor Justice andthe Tamil Nadu Textile and Common Labour
Union to address gender-based violenceand harassment.

Ultimately, actions speak louder than words,
so we remain committed to transparency andcontinue to enhance our capability to reportincreasingly more data on our impacts. While
we’re proud of the progress we’ve made in
2022, we recognize that we have much morework ahead to deliver against our Forward
Fashion commitments.

Rick Relinger
Chief Sustainability Officer

3 All monetary figures throughout this report are in USD.
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2022 Highlights

Ahead of pace for reaching ourtarget of sourcing 100% renewableelectricity in owned and operated
facilities by 2030

Signed the historic Dindigul
Agreement to support theeradication of gender-, caste- andmigration-based discrimination ina southern state of India

Launched our first sustainablesupply chain finance programtied to supplier human rights
and environmental performance

The PVH Foundation becamea lead funder for Apparel Impact
Institute’s Fashion Climate Fundto support decarbonization in the
fashion supply chain

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2022 Honors
Recognized among LinkedIn’s
2022 Top Companies in Retailin the U.S.
Received 100% on Human Rights
Campaign’s 2022 Corporate
Equality Index for LGBTQIA+
workplace equality for the sixth
consecutive year

Ranked #7 on The Business of
Fashion Sustainability Index
Ranked #5 on Barron’s 100 Most
Sustainable Companies list
Announced as an Industry Leader
for Environmental Performanceby JUST Capital

TOMMY HILFIGER ranked in
the Top 5 in the Premium andAffordable Luxury Category on
Kearney’s Circular Fashion Index
Ranked #23 in Forbes for theWorld’s Top Female-Friendly
Companies

Awarded Gold recognition fromJapan’s “Work with Pride” for the
fourth consecutive year
Certified as a “Great Place toWork” in the U.S. for 2022 forthe fourth consecutive year

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Forward Fashion
Strategy
Drive Fashion Forward for Good
Our Forward Fashion strategy is
our guiding principle in our journey
to make progress against ourenvironmental, social and inclusionand diversity targets.
To ensure our strategy is clear, we have
evolved our framework to simplify our focus  tothree pillars:• Accelerate Climate Action – Transition
to net zero, evolving our operations topreserve resources and nature• Advance Human Rights – Respect,promote and realize fundamental
principles and rights for our supply chain• Champion Inclusion and Diversity –Promote inclusion, equity, belonging andopportunity for the advancement of ourassociates and communities
Our Forward Fashion targets remain the same
within this new framework, with the exceptionof our newly evolved Circularity target.

Accelerate
Climate Action

AdvanceHuman Rights

Champion
Inclusion and Diversity

With this updated framework in place, wewill continue to drive fashion forward for goodand share our progress so far in the pages
that follow.

Transition to net zero, evolving
our operations to preserve resources
and nature

Respect, promote and realize
fundamental principles and rights
for our supply chain

Promote inclusion, equity, belonging
and opportunity for the advancementof our associates and communities

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Forward Fashion Targets
Accelerate Climate Action
Eliminate greenhouse gas emissions4
Our offices, distribution centers andstores will be powered by 100% renewableelectricity, and we will drive a 30% reductionin Scope 3 greenhouse gas emissions
by 2030.

Innovate for circularity
NEW: All PVH products will contribute to
the circular economy throughout the productlifecycle (design, use and end of life)
by 2030.

Source environmentally
preferred materials5

Advance Human Rights
Eliminate hazardous chemicals
and microfibers

Empower women

Promote safe workplaces

Water leaving our key wet processors will
have zero hazardous chemicals and be
filtered for harmful microfibers by 2025.

Professional and life skills development
programs and services will be made available
to 500,000 women across the PVH supply
chain by 2030.

100% of suppliers will promote and maintainsafe and healthy work environments by 2025.

Source responsibly

Amplify worker voice

100% of suppliers will meet or exceed ourenvironmental standards by 2030.

100% of workers employed by key
suppliers will have their voices
heard through representative
workplace committees by 2025.

100% of migrant workers at our Level 1 andkey Level 2 suppliers will not pay recruitment
fees by 2025.

End waste
All PVH offices, distribution centers andstores will achieve zero waste and eliminate
single-use plastics by 2030.

Sustainably source 100% of PVH's cotton,
viscose and wool by 2025 and 100% ofpolyester by 2030.

Advance living wages

Recruit ethically

Source ethically
100% of suppliers will meet or exceed oursocial standards by 2030.

100% of our key suppliers in two primary
production countries by 2025 and four by
2030 will proactively support industry-widecollective bargaining to achieve living wages.

Provide access to water
Establish five collective action projects in our
most water-stressed sourcing communities
by 2025.

4 PVH is currently revising our existing SBTi-approved science-based targets to further align with the Net-Zero Standard. We updated our terminology to align with
the GHG Protocol and industry best practices; we have replaced the term "carbon" with "greenhouse gases" and the term "supply chain emissions" with "Scope 3
greenhouse gas emissions" in our target and associated language.
5 PVH has shifted from using the term “sustainable materials” to “environmentally preferred materials” as aligned with our strategy outlined on page 35. Wool has
also been added to reflect our PVH Animal Welfare Policy.
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Forward Fashion Targets
Champion Inclusion & Diversity

Additional Inclusion & Diversity Commitments

Develop talent

Educate the future

Workplace

Expand professional skills development
and digital literacy programs through PVH
University to reach all PVH associates globallyby 2023.

Reach 135,000 individuals worldwide throughearly education and childcare services,teacher training, parenting resources andtraining, and youth employability training
services by 2023.

1. Achieve gender parity globally in all leadership positions at the
SVP level and above.

2026

Foster inclusion and diversity
Deliver unconscious bias training to all PVH
associates globally by 2022 and achieve
gender parity in leadership positions at the
SVP level and above by 2026.6

2. Increase Black, Indigenous, People of Color (BIPOC) representation
at the SVP level and above by 50% and double Black and Hispanic/
Latinx representation at Director and VP levels in the U.S. from a2021 baseline.
3. Implement a diverse candidate slate requirement for all
Director-level and above roles in the U.S., then expand globally
where we can.
4. Establish and implement formal mentoring programs, resources
and tools globally for women, racially/ethnically diverse and other
underrepresented groups.
5. Deliver unconscious bias training globally to all PVH associates.

2022

6. Establish and implement an I&D leadership goal for annual
performance review process for people managers globally.

Marketplace
7. Establish quarterly global review of all company and brandmarketing and advertising materials and experiences to ensure
diverse representation.
8. Establish a formal corporate supplier diversity program in the U.S.
and other applicable regions.

2026

Community
9. Invest $10 million globally from 2022 to 2026 to amplify awarenessand access to opportunities in the fashion industry.

6 The target date for the leadership portion of the target has been moved forward to 2026 to align with the additional I&D commitments; leadership refers to
associates at Senior Vice President level and above.
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Forward Fashion: Progress to Date
Accelerate Climate Action
Eliminate greenhouse gas emissions

Provide access to water

60%

100%

Power offices, distribution centers and storeswith 100% renewable electricity by 2030.

Establish five collective action
projects in our most water-stressed
sourcing communities by 2025.

UPDATING BASELINE DATA
Achieved 47% reduction against 2017 baseline
Drive a 30% reduction in Scope 3 greenhousegas emissions by 2030.
Baseline recalculation to be completed in 2023 to furtheralign with GHG Protocol changes and increased data
availability. Given the updates, year-over-year results are notdirectly comparable. PVH will publish revised science-basedtargets in 2024 to align with SBTi's Net Zero Standard.

Eliminate hazardous chemicals
and microfibers
80%
Water leaving our key wet processors will havezero hazardous chemicals and be filtered for
harmful microfibers by 2025.7

Innovate for circularity

Source responsibly

NEW: All PVH products will contribute to thecircular economy throughout the productlifecycle (design, use and end-of-life) by 2030.

90%
100% of suppliers will meet or exceed ourenvironmental standards by 2030.

Source environmentally
preferred materials

End waste

69%

15%

58%

CottonViscose

13%

38%

Wool

Polyester

All PVH offices, distribution centers andstores will achieve zero waste and eliminate
single-use plastics by 2030.8

Sustainably source 100% of PVH's cotton,
viscose and wool by 2025 and 100% ofpolyester by 2030.
7 This progress figure is not available for microfibers and only pertains to hazardous chemicals.
8 This progress figure does not include single-use plastics; 58% represents the percentage of waste diverted from landfill from our owned and operated activities.
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Forward Fashion: Progress to Date
Advance Human Rights

Champion Inclusion & Diversity

Empower women

Promote safe workplaces

Develop talent

Educate the future

6%

94%

97%

100%

Professional and life skills development
programs and services will be made available
to 500,000 women across the PVH supply
chain by 2030.

100% of suppliers will promote andmaintain safe and healthy work
environments by 2025.9

Expand professional skills development anddigital literacy programs through PVH University
to reach all PVH associates globally by 2023.

Reach 135,000 individuals worldwide throughearly education and childcare services,teacher training, parenting resources andtraining, and youth employability training
services by 2023.

Amplify worker voice

Recruit ethically

Foster inclusion and diversity

48%

99%

82%

100% of workers employed by key suppliers will
have their voices heard through representative
workplace committees by 2025.

100% of migrant workers at our Level 1 andkey Level 2 suppliers will not pay recruitment
fees by 2025.

Deliver unconscious bias training to all PVH
associates globally by 2022.

78%
Achieve gender parity in leadership at
SVP-level and above positions by 2026.

Advance living wages

Source ethically

0%

94%

100% of our key suppliers in two primary
production countries by 2025 and four by
2030 will proactively support industry-widecollective bargaining to achieve living wages.

100% of suppliers will meet or exceed oursocial standards by 2030.

9 The progress indicated here is in reference to Bangladesh only and is based upon PVH's remediation rate as a participant in the Readymade Garment Sustainability Council.
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Our Partners
PVH extends our sincerest gratitude to the partners that have helped shape, guide and execute our strategy.
We share a common goal with our partners to relentlessly strive for a better tomorrow and to bring the fashionindustry together to create a more sustainable and inclusive future for all.
Climate Action

Human Rights

Community and Inclusion• Apparel and Footwear International RSL
Management (AFIRM)• Action, Collaboration, Transformation (ACT)• Americares• New Circles• Australian Business and Community Network• PFLAG National• Apparel Impact Institute (Aii)• American Apparel and Footwear
Association (AAFA)• Black in Fashion Council• Plan International• Canopy• Better Buying• BlaQ Aboriginal Corporation• Rainbow Railroad• CDP• Better Than Cash Alliance• Council of Fashion Designers of America• Safe Horizon• Cradle to Cradle• Gap Inc. Personal Advancement & Career
Enhancement (P.A.C.E.) Program• Creatives Want Change• Save the Children• Custom Collaborative• The Trevor Project• Dress for Success• Transgender Legal Defense &Education Fund

• Deutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ)• ILO Better Work• Ellen MacArthur Foundation• IndustriALL Global Union• Fashion for Good

• The International Accord for Health and
Safety in the Textile and Garment Industry• GIZ’s Natural Resources Stewardship
Programme• Ecotece Institute• Fashion Council Germany• Transgender Law Center• International Labour Organization (ILO)• Fashion for All Foundation• Workplace Pride• Global Fashion Agenda• Power of Nutrition• RE100• Reimagining Industry to Support Equality(RISE)• Fashion Institute of Technology Social
Justice Center• World Vision• Science Based Targets Initiative (SBTi)• Fashion Minority Alliance• Resilience Fund for Women in Global
Value Chains• Fashion and Race Database• Responsible Labor Initiative (RLI)• Harlem’s Fashion Row• Sustainable Apparel Coalition (SAC)• House of Denim Foundation• Social & Labor Convergence Program (SLCP)• I Love First Peoples• UN Generation Equality Forum• ILGA World• We Are Still In: Climate Action Commitment• UN Global Compact• KELY Support Group• World Wildlife Fund (WWF)• UNI Global Union• Misa Hylton Fashion Academy• U.S. Agency for International Development• National Urban League• Sustainable Apparel Coalition (SAC)• Textile Exchange• The Fashion Pact
• The Microfibre Consortium• Water Resilience Coalition CEO
Water Mandate• World of Art Brut Culture• Graduate Fashion Foundation

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Our Global Brands

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Calvin Klein
Calvin Klein is one of the world’s leading global fashion brands, driven
by our minimalist and sensual aesthetic. Our designs and marketingare connected by the intention and purpose of elevating everyday
essentials to globally iconic status. Our products are underpinned byresponsible design and high-quality construction for pieces that wear
well and remain relevant season after season.
In 2022, we continued the important work of reducing our impact on
the planet while improving the lives of our associates and communities
globally. We remained steadfast in our commitment to our strategic
sustainability and inclusion priorities. We focused on reducing singleuse packaging waste and sourcing more environmentally preferredmaterials, as well as championing inclusivity by empowering associateswith educational trainings and strengthening commitments to ourNGO partners.

Climate Action• Increased the usage of environmentally
preferred materials to comprise 32.6%of the brand's global materials footprint,
up from 22% in 2020
• Increased the percentage of moresustainable mainline styles from 2% to
16% since 2021 for Calvin Klein global
underwear and North America apparel• Launched Calvin Klein Jeans Reimagined
Denim, an upcycled limited-edition capsulecollection available exclusively in HongKong; created in partnership with designer
Kay Wong of Fashion Clinic Collective Hong
Kong and produced locally, the collection
reworked over 2,000 pairs of unworn jeans• Developed and launched Earth Colors,
earth-toned pigments partially derived
from agricultural waste, as an alternative
to traditional synthetic options• Launched CK Everyone Eau de Parfum, aCradle to Cradle Certified®Gold fragrance,
certified by the independent Cradle toCradle Products Innovation Institute• Trained 800 Calvin Klein associates
and licensing partners on Calvin Klein’s
sustainable product guidelines• Updated our North American retail
shopping bags with recycled materials
and piloted the transition to recyclable
paper transit polybags for selectwomen’s underwear in North America

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Inclusion & Diversity• Calvin Klein’s “Year of the Tiger” capsulecollection captured the energetic spiritof the festive season through playful
limited-edition tiger prints and badges
across everyday essentials in celebrationof the Lunar New Year
• Launched "This Is Love," a reimagined
approach to our Pride collection alongsidea campaign celebrating chosen families
within the LGBTQIA+ community, including
trailblazers, entertainers and advocates, aswell as three members of The Trevor Project• Partnered with PFLAG National to present
Calvin Klein’s gender inclusion trainings,
approach and journey at the annual Out& Equal Workplace Summit — the largest
LGBTQIA+ conference in the world• Scaled PFLAG National gender inclusion
trainings to associates enterprise-wide after
a successful 2021 program launch• Donated $400,000 to support NGOs
doing critical work for LGBTQIA+
communities around the world, including
BlaQ Aboriginal Corporation, ILGA World,
PFLAG National, The Trevor Project, andTransgender Law Center

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TOMMY HILFIGER
For more than 35 years, Tommy Hilfiger has
been a pioneer of classic, cool American style —embracing innovation and leading with bold ideasthat break convention, while remaining on thepulse of pop culture. Today, the fashion industry is
experiencing a pivotal moment of change, and webelieve in the importance of actively creating thefuture we want to see.
Creating fashion that "Wastes Nothing andWelcomes All" is part of our DNA and reflects on
Tommy Hilfiger's decades-long track record andcommitment to making fashion more sustainable
and inclusive. We’re exploring new, circular materials

and manufacturing methods like creating quality
pieces from textile waste, while operating withsensitivity to planetary boundaries. We’re working
to make the fashion industry more accessible tounderrepresented communities through programs
and partnerships and creating inclusive productsthat work for every TOMMY HILFIGER fan.
Building upon the Forward Fashion strategy,
Tommy Hilfiger has set ambitious targets designed
to accelerate circularity and inclusivity across our
products, operations and experiences by 2030.

Climate Action• Tommy Hilfiger continued to significantly
increase the use of more sustainable
materials across products produced
globally, with over 77%10 of materials
sustainably sourced in 2022
• 78% of the electricity in TOMMY HILFIGER
global retail stores was derived from the use
and support of renewable energy sources• We accelerated our commitment tocircularity by seeding and scaling theuse of recycled fiber in TOMMY HILFIGER
and TOMMY JEANS collections, inpartnership with Infinited Fiber Company
and Renewcell• Our first reworked collection, Tommy
Remixed, went on sale in Europe, featuring
unique, hand-crafted pieces made frompre-loved and damaged TOMMY HILFIGER
and TOMMY JEANS items• 78% of our denim pieces in Europe andNorth America were made with a minimumof 20% post-consumer recycled cotton• 97% of cotton globally came fromenvironmentally preferred sources, up
from 67% in 2021
• Tommy Hilfiger Europe B.V. became the firstfashion company of our size to become
brand certified against six standards; brandcertification offers one of the highest levelsof on-product transparency in the industry

10 This includes all Tommy Hilfiger products produced globally.
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About This Report | About PVH | Executive Letters | 2022 Highlights | 2022 Honors | Forward Fashion | Our Brands

Inclusion & Diversity• Launched the fourth TOMMY HILFIGER
Fashion Frontier Challenge — a global
accelerator program supporting new
ideas that is making the fashion
landscape more inclusive• Expanded the TOMMY HILFIGER Adaptive
collection to five new markets, making
dressing easier for adults and children livingwith disabilities through thoughtful design• Continued to support the LGBTQIA+
community with long-time partner
ILGA World through a fixed corporate
donation and an in-store consumer
donation campaign• Launched “The Invisible Seam: Unsung
Stories of Black Culture and Fashion”
podcast series with The Fashion andRace Database• Facilitated a clothing drive to support
refugees and impoverished communities
with Humanitarian Resources International
Foundation, where associates spentover 300 hours packing donation supply
boxes to support those affected by the
war in Ukraine; this was Tommy Hilfiger's
largest-ever clothing donation of adaptive
clothing to Ukrainian refugees

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About This Report | About PVH | Executive Letters | 2022 Highlights | 2022 Honors | Forward Fashion | Our Brands

Connecting Consumers With Inclusion Initiatives
Calvin Klein and Tommy Hilfiger led several I&D initiatives throughout 2022.
TOMMY HILFIGER
Fashion Frontier Challenge
The fourth edition of the global TOMMYHILFIGER Fashion Frontier Challenge launchedin early 2022, echoing Tommy Hilfiger's vision
to “Waste Nothing and Welcome All.” Thecompetition amplifies and supports new voicesin the world of social entrepreneurship who are
driving scalable and disruptive innovations tocreate a more inclusive future of fashion.

Tommy Hilfiger “Flip It”
Tommy Hilfiger “Flip It” campaign in China
featured prosthetics fashion influencer Xiao
Yang, connecting the brand to consumers
living with disabilities.

Tommy Hilfiger “Play to Progress”
The TOMMY JEANS Spring 2022 campaign
focused on enhancing our connection
with diverse cultures while exploring new
ways to inspire positive change throughexperimentation and play. Creative talentTems, imma and BikeLifeRex brought the“Play To Progress” mindset to life throughmusic, internet and street culture.

Lunar New Year Collections
Launched Calvin Klein, TOMMY HILFIGER
and TOMMY JEANS Lunar New Year capsulecollections, embracing the sense of hope andoptimism from the holiday while channelingthe fierce spirit of the tiger.

TOMMY HILFIGER New
Legacy Challenge
The TOMMY HILFIGER New Legacy Challenge
was created in partnership with Harlem’s
Fashion Row to support emerging Black talent
on a global scale. The challenge highlights thehistory and contributions of Black communities
in fashion while elevating the voices of thenext generation of Black designers. The
winner received a grant for $20,000 and theopportunity to co-design a capsule collection
alongside the brand design team.

Calvin Klein “This is Love”
Launched the Calvin Klein “This is Love”
campaign and collection as a reimagined
approach to Pride. The campaign celebrated
chosen families within the LGBTQIA+
community; friends, partners, lovers, allies
and more shared what family means to them.

TOMMY HILFIGER Adaptive
Collection Expansion
Expanded distribution of TOMMY HILFIGER
Adaptive apparel in Japan through pop-up
stores in Lazona Kawasaki and Gotemba.
Additionally, Zalando, a leading European
online platform for fashion and lifestyle, added
the TOMMY HILFIGER Adaptive collection toits offering across Austria, Belgium, Denmark,France, Germany, Italy, Netherlands, Poland
and Switzerland.

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Climate Risk | Emissions | Circularity | Materials | Water | Chemicals | Sourcing | Waste | Packaging

Accelerate
Climate Action

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Climate Risk | Emissions | Circularity | Materials | Water | Chemicals | Sourcing | Waste | Packaging

Climate Risk
Understanding Climate andSustainability Risks
In the last two years, PVH has evaluatedthe ways in which climate change impacts
our organization, now and in the future.
We conducted two risk assessmentsthat spanned the breadth of both owned
operations and supply chain operations:a climate risk scenario analysis and a waterrisk assessment.
In 2022, we also conducted our annual
Sustainable Business Risk Assessment,
which included considerations on climate
risk (see page 74 for details).
Our risk assessment findings further
catalyzed action across PVH's leadership,associates and suppliers as we aim to meetthe changing needs of the world around us.
While our Forward Fashion strategy puts
forth targets to address many of theserisks, along with our ongoing efforts in theseareas, we aim to continually evolve andupdate our strategy to meet the changing
needs of the world around us. We know thatan agile corporate responsibility strategy
and our strong network of partnerships andstakeholder relationships will be essential in
the pivotal years approaching 2030.

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Climate Risk Scenario Analysis
To gain a deeper understanding of how
climate change and climate-related risks will
impact our business over time, PVH engaged
with a global consulting leader to conduct anin-depth qualitative and quantitative climate
risk scenario analysis in alignment withguidelines from the Task Force on Climaterelated Financial Disclosures (TCFD). We
investigated high- and low-carbon scenarios,
informed by guidance11 on physical andtransition risks.
Our climate risk scenario analysis identified
short-, medium- and long-term physical andtransition risks and opportunities acrossour entire value chain in line with the two
warming scenarios. In all time horizons,the extreme weather conditions causedby climate change will continue to posea significant risk to our operations andour supply chain. Natural disasters could
negatively impact operations of ours, of ourpartners and throughout our supply chain,
resulting in store, office and warehouseclosings, disruptions of supply and distribution
routes, and shortages of raw materials.
In the short term (present–2030),
environmental stressors associated with
global warming, such as drought andextreme heat, could limit the availability of
raw materials, with more severe impacts
expected in areas that are more susceptible
to the adverse effects of climate change.

In the medium term (2030–2040), we
anticipate that water-related risks, such as
reduced water supply and increased costs,
will pose another significant challenge to key
production regions. More findings on this topic
were revealed by our water risk assessment(see following page).
Extreme heat will continue to worsen in
the medium and long terms; this is themost significant threat posed in our longterm (2040–2050) analysis, as its impact
will hinder ecological processes that are
essential to the growing of agricultural goods
and could potentially effect a devastating
toll both on the biodiversity of the world’s
species and on the lives of our associates,
supply chain workers and consumers.
These risks are not unique to the apparelindustry — climate change presents animmense challenge to all industries, societies
and inhabitants of our invaluable planet. As
we look to reach our climate action Forward
Fashion targets, we are keenly aware of thegravity of these risk considerations and theimpact they will have both on our ability todeliver on our targets and on our businesspriorities. The analyses we performed
strengthened our awareness of climate risks,and moving forward, we will continue to factor
them into our corporate strategy, including
into the broader enterprise risk process and

11 Intergovernmental Panel on Climate Change Shared Socioeconomic Pathways for physical risks and the International Energy Agency World Energy Outlook 2021
scenarios for transition risk.

the PVH+ Plan. We will also consider potential
business opportunities identified as part ofour assessment related to cotton production
and transparent climate reporting.
For more information on our governance ofclimate risks, see page 74. For further details
on climate risks and opportunities identified
by our Climate Risk Scenario Analysis, see
the Frameworks section of this report, TCFD,
page 92.

1.5ºC
Currently, the atmosphere has
warmed by 1.1°C since thepreindustrial era. It is on track
to increase warming to 1.5°C by
2028 and to reach 2°C warming by
2034. To reach a 1.5°C warming
limit, global greenhouse gas
emissions “must peak before
2025 at the latest and decline
43% by 2030.”12 In the last year,
the Intergovernmental Panel on
Climate Change released theirlatest and final report, stating thatthe “risks and projected adverse
impacts and related losses anddamages from climate change
escalate with every increment of
global warming” and warned ofa high likelihood for “irreversible
adverse consequences.”13
12 Decline 43%. UNFCCC. "Process and Meetings:
The Paris Agreement."
13 Intergovernmental Panel on Climate Change, IPCC.
"Summary for Policymakers."

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1,871

Water Risk Assessment
Building on our collective action work withWorld Wildlife Fund (WWF), we collaborated
to conduct a water risk assessment of
our supply chain, evaluating data fromover 1,800 sites for potential physicaland operational risks related to water –including water scarcity, flooding, water
quality and ecosystem services risks, aswell as regulatory risks to our business.
This allowed us to see a fuller picture ofwhere we are operating and our suppliers’
impact on global water challenges, informing
our broader water strategy decisions.
In total, 1,871 sites were assessed in thewater basins where our suppliers operate.
We analyzed business dependencies andimpacts on water by evaluating both basin
and operational risks, including physical,
regulatory and reputational risks. Basin riskrefers to the nature and conditions of thebasins in which the sites operate. Operational
water risks are defined as how sites depend
upon and potentially impact water.
Additionally, as part of the water risk
assessment to evaluate operational water
impacts, PVH surveyed our key wet processing
facilities to better understand their wateruse. We received significant amounts of
information, allowing us to better approachand influence supply chain water impacts.
Through the water risk assessment, welearned that the most significant water
challenges in PVH's supply chain are water
quality, water scarcity, flooding and freshwater

biodiversity; these areas represent our biggest
opportunities to create impact. Our workwith WWF found that of the assessed sites,
seven, or 2%, are currently exposed to a very
high overall level of basin risk, and around aquarter are currently exposed to a high overalllevel of basin risk.
Notably, eight of the top ten priority sites are
in India; all eight of the basins that these
suppliers rely on are exposed to high or very
high overall water risk. Seven of these eightare dependent on the Ganges River basin,a significant cultural symbol and practicallifeline that serves over 650 million people
in India and faces significant challenges due
to over-withdrawal, disruption from dams
and other barriers, and pollution.14
The results of the water risk assessment
confirmed the need for addressing water
challenges through collective action, as wellas continued engagement with our supply
chain partners to manage risks and increasewater efficiency practices. By working with
our suppliers and water stewardship partners
to address water issues, we can mitigate
risk to both our local sourcing communities
and business operations. We will continue toperform this exercise with WWF to manage
water challenges within our supply chain.
Through our partnership, we can continuallyassess how climate-related challenges andwater risks could impact our business inthe future.

total suppliersites assessedBasin Risk, 1,871 sites assessed

2%
Very high risk
Very high risk
 2%23%High risk
 23% High risk
riskMediumMediumrisk
 72%73%
Low riskLow risk
 2%2%
0%

Very low risk

Operational Risk, 567 sites assessed0%
Very high risk
High risk
 66%3%High risk
 25% Medium risk
Low riskMedium risk
 4%63%29% Low risk
5%

Very low risk

Relevant Water Challenges
By analyzing the operational water risk assessment results of 567
facilities,15 PVH found that water challenges were distributed across thesites as follows. These challenges represent areas in which we have thegreatest opportunity to impact water resources and mitigate risk.
• 70% of sites exposed to water scarcity• 17% of sites exposed to freshwater biodiversity loss
• 6% of sites exposed to flooding• 4% of sites exposed to water quality issues
Priority sites were identified based on factors such as their environmental impact (e.g. wet processors), their business
relationship with PVH (e.g. Level 1 and 2 suppliers), and risk level of their associated basin.

15

14 World Wildlife Fund, WWF. “Where We Work: Ganges.”

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Addressing Climate and Sustainability Risks
Risk assessments play a critical role in arobust due diligence process. We use ourassessment findings to identify environmental
and human rights issues more precisely, totake decisive action on addressing theseissues and to collaborate with NGOs,
governments and business partners toaddress their underlying causes.
In light of our assessment findings,
we aim to:• Develop supply chain water reduction
targets and strategies to address water
risks in key sourcing regions

We will also work to enhance organizational
connectivity on risk and related climate data.
Our cross-functional ESG working groupwill collaborate to facilitate better tracking,validating and reporting on climate metrics
and impacts.
By further integrating environmental and social
risk considerations into our decision-making
processes, PVH will be able to make more
informed decisions and execute effective risk
management practices that align with ourstrategic objectives, across the PVH+ Planand long-term sustainability goals.

• Refresh our science-based targets foremissions to reach net zero as definedby SBTi's Net-Zero Standard• Collaborate with industry partners toalign on biodiversity strategies• Continue our investment and supportof renewable energy sources• Continue to expand programs that
support supply chain workers andvulnerable communities• Incorporate climate resilience andadaptation measures into our operations
and those of our suppliers• Strengthen our capabilities to better track
and adapt to climate-related regulations• Increase the depth of our data tracking
and enhance the reliability of data fromacross our operations: invest in traceability,
integrate supplier data into enterprisesystems, and expand data auditing

Biodiversity and Climate Action
PVH acknowledges the apparel industry’s contribution to biodiversity
loss and recognizes it as fundamentally linked to our climate action
strategy. We are committed to setting Science-Based Targets for Naturealigned with the AR³T Framework and are in the process of conducting
a value chain assessment. Through identifying our most significant
impacts and dependencies on nature across our key geographies, wewill have the data to better establish measurable targets to mitigate ourenvironmental impact.

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Greenhouse Gas Emissions

Scope 1, 2 & 3 Emissions, 2022

60%

1% 2%

Renewable electricity

UPDATING BASELINE DATA
Scope 3 greenhouse gas emissions
Achieved 47% reduction against 2017 baseline

1,621,297
MT CO2eBaseline recalculation to be completed in 2023 to further align with GHG Protocol changes and increased data availability. Given
the updates, year-over-year results are not directly comparable. PVH will publish revised science-based targets in 2024 to alignwith SBTi's Net Zero Standard.

TARGET: Our offices, distribution centers and stores will be powered by

100% renewable electricity, and we will drive a 30% reduction in Scope 3
greenhouse gas emissions by 2030.
In 2019, we set greenhouse gas (GHG)
reduction targets approved by the Science
Based Targets initiative (SBTi) and have since
taken action to reduce emissions across ourvalue chain while accelerating our adoption of
more sustainable energy sources. In 2023, weare revising our existing science-based targets
to align with SBTi’s Net-Zero Standard16 andupdating our baseline to reflect increased
primary data availability and align with carbon
accounting best practices.
PVH recognizes that partnership is alsoessential to influence the climate policies
and reporting standards that will guidesystemic change across the fashion industry
and beyond.

Notable Progress97%

 Scope 1 emissions
2 emissions
 ScopeScope
2
3 emissions
Scope3
 Scope
Scope 1

PVH decreased Scope 1 & 2
emissions by 69% from our2017 baseline.

• Implemented energy efficiency initiatives
and sourced renewable energy to achieve a
69% reduction of Scope 1 and 2 emissions
from our 2017 baseline• Derived 60% of the power used for ourowned and operated facilities from the use
and support of renewable energy sources• Decreased Scope 3 emissions byengaging in reduction measures such asincreased adoption of environmentally
preferred materials, improved logistics
operational efficiency and capacity
building with suppliers• Evolved our carbon accounting methodology
in adherence with industry best practices
and continued to improve our data quality
to yield a more accurate estimation of our
Scope 3 emissions data

Tackling Emissions in the Apparel Supply Chain
The PVH Foundation joined Apparel Impact Institute’s Fashion Climate
Fund as a lead funder with a $10 million contribution over eight years.
This contribution will support supply chain improvements, includingtransitioning to renewable electricity, improving energy efficiency,
eliminating coal in manufacturing, scaling sustainable materials andpractices, and accelerating next-generation materials. Collaboration isa critical pathway for the apparel industry to address its responsibility
for climate change impacts; support of the Fashion Climate Fund
ensures that climate action solutions will be funded and advanced
across apparel supply chains.

16 Science Based Targets initiative, SBTi. "Net-Zero."
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Scope 1 & 2 Emissions

Scope 1 & 2 Emissions, 2022

Scope 1 & 2 Emissions, 2018–2022 (MT CO2e)(Direct and indirect emissions from ourown operations)150

Notable Progress

90• Reduced Scope 1 and 2 emissions by
26% from 2021, representing an overall
69% decline from our 2017 baseline• Installed updated heating, ventilation andair conditioning systems, which reduced
refrigerant leakage and heating usage,
leading to a decrease in Scope 1 emissions

120

33%
1 emissions
 ScopeScope
1
2 emissions
 ScopeScope2

46,989MT CO2e

60
30
0
2018

67%

2019

2020

2021

2022

11
 ScopeScope
22
 Scope
Scope
Scope 1 & 2 emissions
 Total
Total Scope 1 & 2• Reduced overall global electricity
consumption (Scope 2) for the fifth
consecutive year due to energy efficiency
measures and global adoption of energysaving measures in facilities

Scope 1 & 2 Emissions by Facility Type, 2022

Energy Use by Type, 2018–2022 (kWh)350

6%Renewable energy
300

21%

Non-renewable energy

250

40%

 RetailRetail Warehouse
Warehouse OfﬁceOfficefacilities
 OtherOther
facilities17

200
150
100

33%

50
0

2018

2019

2020

2021

2022

17 Other facilities include: vehicles, showrooms and mixed-use facilities.
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Renewable Energy
To achieve our goal of sourcing 100%
renewable energy to power our own
operations, PVH is pursuing a combinationof on-site renewable energy generation,
virtual power purchase agreements, andthe purchase of Green-e and other certified
energy credits.
In 2022, 60% of the energy used in ourown operations was derived from renewablesources. PVH has solar panels on our
distribution center in Venlo, Netherlands, andour offices in Bridgewater, New Jersey, which
generate electricity to power our facilities.
Our stores in Canada are predominantly
powered by hydro-energy sources.
We are continuing to explore Virtual Power
Purchase Agreements (VPPA) in North
America and Europe. These projects areintended to increase the amount of renewableelectricity added to the grid and securehigher volumes of increase the amount of
renewable electricity added to the grid andhelp secure higher volumes of renewableelectricity for PVH over a longer period of time.

Energy Use by Type, 2022
Notable Progress• Increased our renewable energy
sourcing to 60% through the purchaseof certified renewable energy credits
and on-site solar adoption in our North
American and European facilities• Established a joint action with the
Fashion Pact and 11 other fashion
brands to pursue a Collective VPPA,
aimed at expanding renewable energy
use in Europe by investing in newclean energy infrastructure

Energy Use by Type, 2018–2022

100%
80%

40%
60%
 Renewable energy
 Non-renewable energy
40%

60%
20%
0
2018

2019

2020

2021

Renewable energy

Renewable energy

Non-renewable energy

Non-renewable energy

2022

Energy Use in Facilities, 202217
81%

19%

RetailRenewable energy

27%

73%

22%

78%

92%

8%

60%

40%

Non-renewable energy

Warehouse

Ofﬁce

Other facilities

Total

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Launch of PVH’s First Sustainable Supply Chain Finance
Program Tied to Both Environmental and Social Factors

Scope 3 Emissions(All other indirect emissions from upstream and downstream activities)
Our Scope 3 emissions continue to accountfor the majority of our total emissions,representing 97% of our GHG footprintfor 2022. PVH is driving reductions of ourindirect Scope 3 emissions through strategies
including the continued adoption of raw
materials with lower environmental impact,
the prioritization of lower emissions shipping,and by working closely with our supply chain
partners to enable emissions reductions
through energy efficiency measures andadoption of renewable energy sources.

• Reduced emissions from upstream anddownstream transportation and distribution
by implementing improved demand planningand more streamlined logistics operations

Notable Progress• PVH Europe contracted a low-carbon
ocean shipping solution to replace
conventional fossil fuels with the use of
second-generation biofuels, resulting in theprevention of 9,902 tons of GHG emissions• Announced the first sustainable supply
chain finance program in the industry,that rewards high-performing supplierswith better financing rates based on theirsustainability performance• The PVH Foundation joined Apparel Impact
Institute’s Fashion Climate Fund to invest
in work that will enable supply chain
decarbonization, including transitioning
to renewable electricity, improving energy
efficiency, eliminating coal in manufacturing,scaling use of environmentally preferredand next-generation materials

PVH partnered with leading banks — HSBC, Standard Chartered and
DBS — to provide suppliers with access to competitive financing basedon a set of science-based environmental targets as well as a seriesof social elements, including a healthy and safe working environment,compensation and benefits, and ethical employment issues. The
program demonstrates PVH’s long-standing commitment to drive
sustainable business by continuously improving and protecting theenvironment and human rights across our global supply chain.
Suppliers’ progress will be measured against PVH CR Supply Chain
Guidelines and performance assessment standards will be measured
using industry-aligned tools. These include the Social & Labor
Convergence Program, which measures a facility’s performanceagainst human rights and labor standards, and the Sustainable
Apparel Coalition’s Higg Facility Environmental Module, which assesses
environmental standards. The banks will act as key financing partners
in providing capital based on these trusted standards and building on
the banks' established expertise in sustainable supply chain financeprograms that drive progress.

• Required all suppliers to calculate their GHG
emissions footprint, set a GHG reduction
target, and define an action plan forimprovement. These foundational elements
will enable meaningful engagement with
supply chain partners on their emissions
reductions and allow us to better trackprogress toward Scope 3 emissions
reductions across our supply chain

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PVH is also continuously working toenhance the accuracy of our GHG
footprint through data collection
improvements and greater alignment
with carbon accounting best practices.
In 2022, we updated our calculation
methodologies for several Scope 3
categories, achieving more specificity
around the proportion of emissions
attributable to PVH based on production
volumes at our finished goods suppliers
and across our global transportationroutes. We also updated our raw materials
emissions factors. These methodology
changes yielded a more accurate Scope 3
emissions calculation and contributed to adecrease in reported Scope 3 emissions
from prior years.
We will apply these carbon accounting
improvements to our baseline data as werevise our existing science-based targets
to align with SBTi’s Net-Zero Standard andcontinue implementing GHG emissions
reductions initiatives.

Scope 3 Emissions Breakdown, 2022

73.5% Purchased goods and services
16.4% Use of sold products

1,574,308
MT CO2e

5.7%

Upstream transport and distribution

2.0%

End-of-life treatment of sold products

0.9%

Fuel- and energy-related activities

0.7%

Downstream transport and distribution

0.7%

Franchises

0.1%

Business travel

GHG Emissions, 2017–2022 (MT CO2e)

2017

2018

2019

2020

2021

2022

Scope 1

32,68935,03933,77629,091

25,132

15,363

Scope 2

119,758

93,83670,36951,79738,721

31,626

Scope 318

N/A

2,961,960

2,713,907

2,600,737

2,140,944

1,574,308

18 2017–2021 Scope 3 emissions reflect previously reported figures basedon historical data availability and calculation methods. As noted, we will
update our baseline data in 2023 as we revise our science-based targets
to align with SBTi's Net-Zero Standard.
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Circularity
TARGET: All PVH products will

Circular Design

contribute to the circular
economy throughout the
product lifecycle (design, use
and end of life) by 2030.

100% of products will be designedwith circular economy principles.

DesignWe strive to embed circular principles
within our business and drive system-levelchange. From design to end of life, ourgoal is to eliminate waste and pollution,
circulate products and materials, andregenerate nature.

Materials

See our Forward Fashion target on
page 35.

Circularity
at PVH

Informed by our learnings and the Ellen
MacArthur Foundation’s vision of a circular
economy19 for fashion, we have evolved our
circularity strategy to focus on a more holistictransition to a circular system. Innovation isessential for systems-level change, and wewill continue investing in innovations alignedwith our key priority areas that will accelerate
PVH’s circular growth.

Consumer

Suppliers

RetailCircular Business Models

Material selection is at the heart ofcircular design, playing an essential
role in a product’s ability to last
longer or be remade.

Textile Waste Reduction
Textile waste will be reduced anddiverted across strategic suppliers.

Provide opportunities to return used PVH products, andextend the life of those products through resale, rental,
repair, rework or recycling in all global regions.

Our evolved Circularity target includes three sub targets outlined above, all of which we aim to achieve by 2030.

19 PVH is a Network Partner of the Ellen MacArthur Foundation. The
Foundation and its fashion industry partners work to drive momentum toward the vision of a circular economy for fashion.
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Circular Design

Textile Waste Reduction

Design lays the foundation for more circular
fashion. PVH is working to ensure ourdesigners, product development teams andmerchandisers are equipped to design andbring to market more durable products thatcan be reused for as long as possible.

We are partnering with our suppliers to reduce
textile waste and establish the necessary
infrastructure to retain the inherent value ofthese materials. Through recycling networks,
our production waste can be converted into
feedstock for circular, recycled materials.

Notable Progress

Notable Progress

Designers• Partnered with Fashion for Good on Sortingfor Circularity Projects in India and Europe
to test the feasibility of waste mapping andoptimize the development of supporting
tools; findings from this research will enable
sorters to take action through the support
of a digital platform that matches their
textile waste to recyclers• Organized training programs for over
800 associates to design and develop
products with more environmentally
preferred materials and packaging• Piloted and launched the PVH Circular
Design Framework for Tommy Hilfiger
teams in Europe; the framework
considers resource conservation,material efficiency, durability andend of life during product design
Products• Produced over 43,000 TOMMY HILFIGER
pieces in line with the Ellen MacArthur
Foundation’s Jeans Redesign Guidelines• Invested in bio-based technologies such asalternative fibers and materials to reducereliance on cotton, virgin fossil-fuel based
fibers, materials and dyes
• TOMMY JEANS continued its hemp
denim program, which can offer a moresustainable alternative to conventional
cotton by eliminating the use of chemicals
and improving soil health• Validated and seeded textile recycling
technologies by recovering fiber, yarn
or fabric and reprocessing the material
into recycled yarn to be used in our
supply chains– Adopted Infinited Fiber Company's
innovative technology to turn celluloserich materials into unique, circular fibers
and launched our first commercial T-shirtsusing this innovative fiber on tommy.com
in Europe– Partnered with Renewcell to integrate
textile-to-textile recycling technology
into PVH supply chains and launched
our first commercial products using thistechnology within TOMMY JEANS andTOMMY HILFIGER collections• Educated associates on new recycling processes that transform textile waste into new
garments, in a session hosted by Infinited
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Circular Business Models

Partnering With thredUP for Resale Program

Circular business models help extend thelife of our products and decrease our overall
impact on the environment. Through resale,rental, repair, rework and eventual recycling,
our pieces can retain their value and stay outof landfills for longer.

Rework• Tommy Hilfiger Japan partnered with local
vintage designers, Konatsu Yamamoto
and Takayuki Katsuki, to offer a reworked
capsule collection sold in the flagship
Omotesando store

On our path toward a circular economy, we launched a resale programfor U.S. consumers to shop pre-owned products directly from our website
and resell gently worn items of any brand for TOMMY HILFIGER shopping
credit. The program is powered by thredUP’s Resale-as-a-Service®
(RaaS®), which enables the world's leading fashion brands and retailers
to deliver customizable, scalable resale experiences to their consumers.

Notable Progress• Working with designer Kay Wong from
Fashion Clinic, launched Calvin Klein
Jeans Reimagined Denim, an upcycled
limited-edition capsule collection available
exclusively in Hong Kong

This partnership supports our vision to be a fully circular brand by 2030
by keeping products in use for longer, lessening our footprint and closing
the loop without compromising the environment — or style. Joining forces
with thredUP offers new insights and builds on previous initiatives to
explore different circular business models and find a pathway to scale.

Takeback/Resale• Continued take-back programs in our owned
and operated stores in the Netherlands that
support clothing longevity and slow down
the consumption of new materials; collectedgarments that were not eligible for resaleor rework in Europe were put into textile-totextile recycling or down-cycling channels• Launched a take-back program at all
TOMMY HILFIGER stores in Hong Kong fordown-cycling in partnership with a local
circular fashion NGO, Redress
Rental• Partnered with the European fashion rental
platforms Rotaro and MyWardrobeHQ topilot opportunities for UK consumers to rent
TOMMY HILFIGER womenswear, footwear
and accessories• Launched TOMMY Remixed, an upcycledcollection made from used and damaged
pieces ineligible for resale. Each piece
was one-of-a-kind and handcrafted by
local production ateliers in the Netherlands.
The collection was sold in six TOMMYHILFIGER stores across four European
countries and through About You, aEuropean wholesale partner• Held our annual associate upcycling
challenge for associates to style theTOMMY HILFIGER Cape shirt, designed
and produced from our 2021 Challenge

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Environmentally
Preferred Materials
69%

15%

CottonViscose

13%

38%

Wool

Polyester

TARGET: Sustainably source 100% of PVH’s cotton, viscose and wool by2025 and 100% of polyester by 2030.
When designing our products, we prioritize theuse of environmentally preferred materials,
which have a lower environmental impact
than conventional materials. Cotton accounts
for the majority of materials used in our
products, with 69% being environmentally
preferred cotton.
PVH uses Textile Exchange’s Preferred Fiber
and Materials Matrix methodology, theSustainable Apparel Coalition’s Material
Sustainability Index data, and Fashion forGood’s technical insight and third-party
verified data to inform how we categorize
materials and fibers into a global frameworkfor preferred material sourcing. This frameworkprovides our product development teams
with actionable information to drive increased
adoption of materials with lower environmental
impact and drive progress toward our Forward
Fashion materials goal.

Notable Progress• 56% of total materials sourced fromenvironmentally preferred materials in
2022, up from 44% in 2021
• Improved systems and technicalcapabilities to track and reportsustainable materials consumption andsustainable product development acrossour supply chain and operations• Updated PVH internal Global Sustainable
Product Guidelines to include additional
guidance on how environmentally
preferred materials are classified,with new specific guidance oninnovative and bio-based materials

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Materials Use, 202220

Greenhouse Gas Emissions of Raw Materials, 202221

46.5% Environmentally preferred cotton

27.3% Conventional cotton

21.0% Conventional cotton

26.5% Environmentally preferred cotton

10.6% Conventional polyester

13.9% Conventional polyester

6.5%

Environmentally preferred polyester

8.4%

Conventional nylon

3.5%

Conventional nylon

7.3%

Conventional leather and suede

2.8%

Other materials

5.8%

Other materials

2.1%

Conventional leather and suede

3.3%

Environmentally preferred polyester

1.9%

Polyurethane

2.6%

Conventional viscose

1.8%

Elastane, spandex, lycra

2.1%

Elastane, spandex and lycra

1.7%

Conventional viscose

1.8%

Polyurethane

1.6%

Environmentally preferred nylon

1.0%

Environmentally preferred nylon

Environmentally Preferred Materials Use, 2018–2022

Materials Use, 2022

70%
60%

13%

15%

50%

31%

38%

40%
30%

69%

20%

Cotton22

Viscose23

Polyester24

62%

Wool25

85%
87%

10%
0
2018

2019

2020

2021

2022

Conventional

20
21
22
23
24
25

CottonViscosePolyester

Wool

Environmentally preferred

Other materials includes: Environmentally preferred viscose, wool, down, acrylic, organic linen, PVC, thermoplastics and other materials with nominal usage representing less than 1% of materials footprint.
GHG emissions of raw materials are reported for 2022, based on the prior year's material consumption.
Cotton: Environmentally preferred cotton includes the following third-party certified cotton types: Better Cotton, organic cotton, recycled cotton, regenerative cotton and transitional organic cotton.
Viscose: Environmentally preferred viscose includes: cupro, lenzing tencel lyocell, lenzing tencel modal, lenzing refibra and other environmentally preferred cellulosic. Conventional viscose includes: acetate, conventional rayon and viscose, and lyocell (unbranded).
Polyester: Environmentally preferred polyester includes: recycled polyester and other environmentally preferred polyester.
Wool: Environmentally preferred wool includes: recycled cashmere, recycled wool, RWS wool, organic wool and other sustainable wool.
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Raw Material Pilots and Innovations

Bio-Based Technologies Pilots

We strive to invest in innovative raw material
production processes and technologies tomake our products more sustainable. These
new technologies need to be supported intheir early stages to develop and reachmarket scalability.

We invested in bio-based technologies,
including alternative fibers and materials to
reduce reliance on cotton, virgin fossil-fuelbased fibers, materials and dyes.

PVH has taken an active role in piloting theuse of REEL Cotton. REEL cotton is produced
by independent farmers trained in practices
that seek to improve soil health, biodiversity
and water management. Tommy Hilfiger North
America, Calvin Klein North America and PVH
Asia Pacific piloted the use of REEL cotton in
multiple different styles.

We explored other bio-based material pilots
with innovative organizations:

Bio-Based Alternative Leather and PU• Biophilica: transforms garden, park
waste and agricultural lignocellulose into
Treekind®, a leather alternative that is 100%
bio-based, supporting the transition to moresustainable manufacturing and consumption• Ecovative: utilizes mycelium, the root
structure of mushrooms, to grow a leatherlike material. The mycelium fibers createa matrix similar to the collagen structuresof skin and eliminate the hard processes
associated with animal hides• Phool: creates microbial fermentationbased material fed with waste
flowers — Fleather, coming from Indian
temples and farm stubble. The result
is a 100% bio-based material that canbe used as an alternative solution toleather- or petroleum-based materials

Bio-Based Alternative Fiber
Launched the Agricultural Residues Textile
project, where we tested environmentally
preferred fibers made from agriculturalresidues like banana stems, pineapple
leaves, orange peels, corn husks, fish
scales and lotus stems:• Spinnova: achieving cotton or wool-like fiber
via micro-fibrillation, a mechanical processwith no harmful chemicals• Agraloop: refining agricultural crop residues(leftovers) into textile-grade fiber called
Agraloop™ BioFibre™ through a scaled
supply chain infrastructure and supporting
the developments and partners globally• Altag by AltMat™: upcycling agriculture
residue of food, medicinal and industrial
crops into a natural cellulose fiber througha patented technology. The company
has engaged with farmers worldwide andexpanded from lab to pilot to industrial
scale bio-refinery producing fibers at scale.
Through its value chain it can deliver highquality yarns and fabrics of different kinds

Renewable Carbon Textiles ProjectIn partnership with Fashion for Good, theaim of the project was to test the technicalfeasibility of PHA polymers as an alternative
to conventional polyester. PHA is a promisingbiosynthetic alternative to fossil-based fibers
with the potential to reduce carbon emissions
in the fashion supply chain.

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Partnerships To Accelerate Usageof Recycled Fiber
We launched our first products withcircular fashion technology groups Infinited
Fiber Company and Renewcell, using
their regenerated fiber made from textile
waste. These partnerships accelerated
our commitment to circularity and elevatedthe sustainability of products offered inEurope under PVH’s iconic Calvin Klein and
TOMMY HILFIGER brands.
Infinited Fiber Company uses breakthroughtextile waste regeneration technology to create
their novel textile fiber Infinna™. The first
TOMMY HILFIGER T-shirts made with Infinna™
were released in Europe in summer 2022,with further expansion planned to new productcategories and to Calvin Klein products for
future seasons. Additional information about
the materials used and on-product labelingcan be found on tommy.com.

Animal-Derived Fibers
Our approach in 2022 continued with theusage of animal-derived fibers that meet
our Animal Welfare Policy. This includes ourcommitment to using 100% responsiblewool by 2025 by sourcing Responsible Wool
Standard certified wool or recycled wool.
We continue to hold the following positions:• Down and feathers – not fromlive-plucked or force-fed sources,
100% certified by the Textile Exchange’s
Responsible Down Standard as of 2020
• Exotic skins – banned• Fur, angora and mohair – banned

Renewcell has developed a new material
called CIRCULOSE® that is created througha technology that transforms pre- and postconsumer textile waste into a new pulp usedin Manmade Cellulosic Fibers.
In 2022, we launched two TOMMY JEANS
collections using CIRCULOSE®in T-shirts
and sweatshirts.

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Water

Supply Chain Water Use, 2022

100%
TARGET: Establish five collective action projects in our mostwater-stressed sourcing communities by 2025.
Water is a shared resource, and our goal isto preserve and restore local water resourcesin the regions where we operate. The effectsof the climate crisis are only adding to theseverity of water challenges globally, especiallyin the supply chain communities where we
operate. Water scarcity is a risk present not
only in the lives of supply chain workers — italso poses a risk to our business operations
in many of our major production countries.
We have met our Forward Fashion water
action target three years ahead of schedule,
but our work doesn’t stop there. In 2022,
we conducted a water risk assessmentwith WWF, that identified supply chain risks
including water scarcity, biodiversity andwater quality, and of increased flooding. The
findings from this assessment, along with peerbenchmarking and stakeholder collaboration,
will help inform the evolution of our water
program and targets. Results of our risk
assessment affirmed our regional focus forcollective action and can be found on page 74.
In addition to our water risk assessment,
PVH conducted our annual water footprint
baseline and in 2022, we updated our water
footprint methodology to be more in line withindustry standards. Our calculation method now
more accurately represents water usage perfactory based on each factory’s percentage of
production that is attributable to PVH.

This methodology update further provides
an estimation for water consumption
beyond Level 1 factories. Thus, we are now
able to report on the water discharge andconsumption of both the full lifecycle of ourraw materials and the manufacture of our
on-product packaging, which resulted inreporting an increased water consumptionthat more fully represents usage across
PVH’s value chain. We found that raw
materials accounted for the majority of
PVH’s water usage, with cotton representing
97% of our raw materials-based water
consumption. These findings validate ourcontinued focus on the scale and adoptionof environmentally preferred cotton.
Our water strategy is focused on finding
innovative technologies that require lesswater usage in the production phase,such as waterless dyeing, using lesswater-intensive materials in our garments
and using more recycled water to avoid
water pollution in our water supply.
We continue to partner with WWF and
Deutsche Gesellschaft für Internationale
Zusammenarbeit to find ways to become
better water stewards in and around thecommunities that we source from.

PVH's supply chainaccounts for nearly 100%of our water footprint.

5.5 billionm3

 99.9% Tier 1
 0.01% Tier 2 and beyond

62%of our suppliers have a water
reduction target in place.

Water Use in Owned & Operated
Facilities, 2022

131,208
m3

99.9%

Level 1

0.1%

Level 2 and beyond

Water Use by Material Type, 2022

 37% Warehouse and storage 29% Ofﬁce 27% Retail 2% Showroom
 4% Mixed-use

 97% Cotton
 1% Polyester 0% Nylon
 0% Wool 0% Cellulosics
 2% Other materials

37% Warehouse / Distribution center

97% Cotton

29% Office2%

Other materials26

27% Retail1%

Polyester

2%

Showroom

5%

Mixed-use

26 “Other materials” includes environmentally preferred viscose, wool, down, acrylic, organic linen, PVH, thermoplastics and other materials with nominal usage representing less than 1% of our materials footprint.

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PVH’s Water Collective Action Programs to Date
Our global collective action partnerships madesignificant progress in 2022. PVH will continue
to evolve our water stewardship partnerships
to ensure that water challenges are addressed
and ultimately resolved.
India
Since 2018, together with WWF, our collective
action efforts have focused on improving thehealth of the Noyyal Bhavani river basin, as
well as supplier performance improvement andlocal stakeholder engagement. Water recycling
pilots and zero liquid discharge improvements
have been implemented for suppliers in
the region. In 2022, 13 sites in the region
took part in assessments to establish waterand energy performance baselines at theirfacilities. Our partners at WWF continue toscale wetland conservation efforts and river
health assessments.
VietnamPartnering with WWF, our collective action
efforts in the Mekong Delta are focused on
scaling supplier water efficiency engagement.
Through these efforts in 2022, the basin teamcontinued to engage sites in capacity-building
seminars and trainings on water and energy
efficiency, wastewater reduction and cleaner
production techniques through Higg FEM
and Zero Discharge of Hazardous Chemicals(ZDHC) programming. Nineteen factories took
part in the trainings and made investments
to improve water and energy efficiency. The
accumulated annual impacts led to savingsof two million cubic meters of water and 133
million megajoules of energy.

TurkeyThe WWF program in Turkey’s Büyük
Menderes basin focuses on water and landconservation and supports scaling sustainableagriculture practices. In 2022, these efforts
included engaging experts to analyze thebasin and identify issues to improve wetland
water quality and quantity. The basin teamdeveloped guidelines on water and soil
management in cotton production andcontinued implementation of a regenerative
agriculture pilot in the region. Additionally,
the basin team released a toolkit that shared
120 cleaner production interventions andprepared a report for bankable water solutions
for the textile sector in Turkey, describing
20 economically viable options.
Ethiopia
Since its inception, the Protecting Lake
Hawassa collective action program has
focused on ensuring access to clean water
for the local communities as well as scaling
conservation efforts. These conservation
efforts, including afforestation, soil erosion
control and rehabilitation of a constructedwetland to treat stormwater before getting to
the lake, have helped to ensure the healthof this sourcing community and high-value
ecosystems where we operate. In 2022,
the Protecting Lake Hawassa program
rehabilitated 150 hectares of degraded landthrough soil and water control efforts andover 376 hectares of land were reforested.

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Hazardous Chemicals
and Microfibers
80%
TARGET: Water leaving our wet processors will have zero hazardous

chemicals and be filtered for harmful microfibers by 2025.
The production of textiles heavily relies on water
resources in our supply chain communities
around the world. We aim to act as stewardsof this shared resource both through water
action projects and through compliance withthe strictest water safety standards.
We work closely with key wet processor
suppliers to ensure the elimination of
hazardous chemicals and microfibers
from water leaving our processing facilities.
To achieve this, we partner closely withmulti-stakeholder initiatives to find and scale
solutions to further advance the industry
around chemical and wastewater management.
Our approach to eliminating hazardous
chemicals begins with using safer materials
and processes from the start. To achievethis, we work closely with our suppliers toensure they comply with industry-aligned
water and chemical management standards.
We drove significant progress toward ourtarget by integrating ZDHC water standards
into our compliance processes, thus
directly integrating supplier performance on
chemical compliance into their score for our
Responsible Sourcing Forward Fashion target(see following page for more information).

We require our suppliers to maintainresponsible chemical management systems
at each stage of production:• Adherence to the ZDHC Manufacturing
Restricted Substances List (MRSL) at the
input level to ensure safer chemicals areused at the offset• Safe handling and storage of chemicals
in facilities based on PVH’s CR Supply
Chain Guidelines• Management of chemical outputs throughadherence to the Apparel and Footwear
International RSL Management and ZDHC
Wastewater Guidelines
PVH is also working to ensure that PFAS,27
or forever chemicals, are phased out of
production processes by 2024. The scopeof our chemical phase-out policies can befound in our Restricted Substance List (RSL).

Notable Progress
Performance toward our supplier chemical
management expectations is measured andverified through the Sustainable Apparel
Coalition’s Higg FEM. In 2022:• 71% of suppliers were MRSL compliant• 50% of suppliers met Level 1 expectationsin the chemicals module of Higg FEM
To reduce the impact of microfibers in
textile production, we became a signatoryof The Microfibre Consortium. Through thispartnership, we will work to find scalable
microfiber mitigation opportunities by testing
our products, promoting the advancement of
manufacturing solutions and contributing toindustry data.

27 Per- and polyfluoroalkyl substances (PFAS), also known as "forever chemicals," are long-lasting chemicals that break down slowly and can cause adverse health effects.
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Environmentally
Responsible Sourcing

1.1%

9.0%
0.3%

90%
89.6%

TARGET: 100% of suppliers will meet or exceed our environmental

standards by 2030.
We provide our global suppliers with the
Sustainable Apparel Coalition’s Higg FEM
to evaluate their environmental footprint,
helping us identify key areas for improvement
and efficiencies at the manufacturing level.
In 2022, PVH achieved a key foundational
step by integrating suppliers' Higg FEM
performance into the factory authorization
process and our CR assessment program.
This foundational step allows us to drive
progress and remediate environmental
non-compliances within our supply chain
using the power of aligned industry tools
and standards.

PVH Supplier
Ratings

In 2023, we will continue to drive convergencearound shared definitions and measurementof compliance and foundational expectations.
We'll also focus on capability building by
convening partners such as the SAC and theApparel Impact Institute.

0%89.6% of eligible
suppliers met
or exceeded
our minimum
environmental
standards.

Green – The supplier exceeds or meets international standards, applicable local laws and regulations
and PVH Code of Conduct standards.

89.6% Yellow – The supplier meets PVH Code of Conduct standards.

9%

Orange – The supplier has critical issues. While these suppliers are authorized for
production, PVH exercises vigilance and actively intervenes to remediate issues andcontinue business relationships.

0.3%

Red – The facility is not authorized for production; the facility has committed a zero-tolerance infraction
and has not responded to warnings and/or demonstrated a lack of commitment and transparency.

1.1%

White – The facility is not authorized for production; the facility did not pass initial assessment to meet
minimum threshold for becoming an authorized PVH supplier.

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Waste
58%
TARGET: All PVH offices, distribution centers and stores will achieve zerowaste and eliminate single-use plastics by 2030.
As a global apparel company that
manufactures, distributes and sells physicalproducts, we are conscious that conventional
industry operations generate waste — ranging
from textile waste from manufacturing
processes to polybags and hangtags thatare discarded after consumers purchasenew garments.

global audit of our owned and operated waste
data. These combined insights will continue
to inform our waste reduction and recycling
strategies, bringing us closer to achieving our
Forward Fashion goal.
Through our renewed Circularity target, we’realso committed to reducing and diverting
textile waste from strategic suppliers by 2030.

We have started to change that. In our direct
operations, we have a target of achieving zerowaste and eliminating single-use plastics by2030. It is essential to take a data-driven
approach to identify waste compositionand volumes across our operations and set
pathways to reduce, manage, and, ultimately,
eliminate waste.
In 2022, we began to shift paper products
in our North American offices and stores tocompostable options. We also conducted an
operational waste audit in Europe and foundthat our largest source of waste was at our
distribution centers. 95.1% of this was paper
waste, 100% of which was recycled. 1.5% wasplastic waste, 50.4% of which was recycled.
In our European offices and stores, 94% and
97% of paper waste was recycled, respectively.
In 2023, we plan to conduct an updated

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Packaging

Packaging Materials by Weight

PVH’s focus is on minimizing our environmental footprint by adopting
sustainable packaging across our business operations.
PVH is committed to evaluating our packaging
holistically, focusing on a strategy that
increases recyclability and usage of recycledcontent. In 2022, PVH continued to define
and clarify our global packaging strategy andcommitments, informed by enterprise datacollection and pilot projects and supported
by improvements to our packaging data quality
and systems. In 2023, we will consolidate
our learnings and begin to scale up efforts
from our packaging pilots into integrated
business practices.
PVH partners with Canopy, and through ourparticipation in their Pack4Good initiative,
we’ve been working toward eliminating any
paper-based packaging sourced from ancientand endangered forests.

Tommy Hilfiger achieved this commitment
by successfully incorporating 58% recycledcontent (by weight) across its entire packaging
portfolio and by ensuring that the remaining
virgin paper-based content was sourced
through FSC-certified forests and was at low
risk of originating from ancient or endangered
forests. Calvin Klein is continuing to makeprogress on this commitment.

 60% Paper and cardboard
60% Paper and cardboard
High Density Polyethylene 24% 24%
High density polyethylene
Low Density
Polyethylene
 7% 7%Low density
polyethylene
PET PET 5% 5%
OtherOther 4% 4%

Moving forward, PVH will continue to partnerwith Canopy to continuously innovate andto test and scale these next-generation
fiber solutions.

Packaging Recycled
Content, 2022

Packaging Types,
2022

37%
Recycled
Content

64%
Transit

We are committed to sourcing paper thatmeets the following criteria:
1. Certified as being sourced from
responsibly managed forests, witha preference for Forest StewardshipCouncil (FSC) certification
2. Made with a minimum of 50%
post-consumer waste or recycledcontent, with a preference forpost-consumer recycled materials

37%

Recycled

64%

Transit63%

Not recycled

36%

On-product

64% Transit
36% On-product

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FRAMEWORKS

Climate Risk | Emissions | Circularity | Materials | Water | Chemicals | Sourcing | Waste | Packaging

Notable Progress

Paper-Based Packaging
Certifications, 2022

On-Product Packaging Recycled Content, 2019–2022• Increased recycled content for on-productpackaging to 53% from 30% in 2021
• Decreased consumption of plastic
content for on-product packaging by
49% from 2021
• Achieved a “Leading” status designationfrom Australian Packaging Covenant
Organisation, indicating we've madesignificant progress toward meeting
Australia’s 2025 National Packaging &Waste Targets• With the intent of eliminating single-use
plastic packaging, Calvin Klein piloted thetransition from polymer-based polybags
to recyclable paper transit bags forselect women's underwear in North
America; following a successful pilot,
the initiative will be scaled to otherdivisions and regions

53%
61%
FSC-Certified

61%

FSC-certiﬁed

2%Other certifications

28
2020
2020**

2021

2022

61% FSC-certiﬁed
 37%
None
2%
Other Certiﬁcations 37% None

Paper-Based Packaging
Recycled Content, 2022

Packaging Pilots
100% Post-Consumer Recycled Content Polybags

52%
Recycled
Content

82%

of our on-product packaging is paper or
paper-based.

is plastic packaging, for which we have set
goals to reduce our plastic footprint.

18%

2019

• In North America, Calvin Klein included
communication of post-use recyclability as
part of a 2021 transition to fully recyclable
and compostable shopping bags

17%

30%

In North America, Tommy Hilfiger launched a pilot to trial 100%
post-consumer recycled polybags. The intent was to determine thepackaging for durability, functionality and seamless integration at
distribution centers. The team will continue testing and learning
before phasing out conventional virgin polybags to replace them with
100% post-consumer recycled polybags.
100% FSC-Certified Shipping Bags

52%

Recycled48%

Not recycled

In Germany, we piloted a replacement for cardboard boxes forship-from-store orders. Instead, we used 100% FSC-certified wood fiber
paper-like shipping bags, a sustainable and high-quality alternative thatis durable enough to withstand a return. Based on an initial rollout of
15,000 bags, results indicated potential to scale to more markets.

28 PVH did not collect packaging data in 2020.
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Women's Empowerment | Worker Voice | Safe Workplaces | Living Wages | Ethical Recruitment | Supplier Assessments | Sourcing

Advance
Human Rights

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Women's Empowerment | Worker Voice | Safe Workplaces | Living Wages | Ethical Recruitment | Supplier Assessments | Sourcing

Women’s Empowerment
6%
TARGET: Professional and life skills development programs and services

will be made available to 500,000 women across the PVH supply chain
by 2030.
Women comprise two-thirds of our supply
chain workforce, and we aim to support
them by providing professional and life skills
development programs and services.
Since 2018, PVH has provided women’s
empowerment programs that have collectively
reached over 27,000 women across the
supply chain. In addition to the continued
rollout of our women’s empowerment
programs in supply chain facilities, wehave expanded our programs into thecommunities where our suppliers operate.
In 2022, PVH continued to scale worker
trainings through the expansion of theGap Inc. Personal Advancement & Career
Enhancement (P.A.C.E.) Program. The P.A.C.E.
Program is an evidence-based comprehensive
learning program for female garment workers
that offers courses in professional and life
skills, such as communication and problemsolving, as well as hygiene, health and legal
and financial literacy. In 2022, we launched
P.A.C.E. for the first time in Egypt, Tunisia
and Vietnam and continued to expand within
existing countries including Ethiopia, Kenya,
Sri Lanka, India and Bangladesh.

2022 also saw the launch of a five-year,$5 million partnership between The PVHFoundation and USAID in Bangladesh called
Project THRIVE. This partnership enabled us toreach 1,903 women for training on career andlife skills. The goal is to reach over 100,000
women with professional and life skills
trainings and services such as referrals togender-based violence service providers.

Dindigul Agreement
ILO Convention 190, adopted in June 2021, recognizes the rightof everyone to a world of work free from violence and harassment,
including gender-based violence and harassment. PVH, in recognizing
ILO Core Conventions and International Labor Standards, also believes
that the mere recognition of a right is insufficient to ensure it is properly
respected. Rather, all relevant actors must take the necessary steps togive effect to these rights and, in the context of global supply chains,
empower those rights holders who are most vulnerable.
To this end, in 2022, we signed the Dindigul Agreement — a historicjoint commitment between apparel brands, worker representative
organizations and suppliers — to eliminate gender-based violence andharassment at supplier Eastman Dindigul in the southern state of Tamil
Nadu in India.
The agreement requires that signatories work together in the supply
chain to eradicate discrimination based on gender, caste or migration
status. It also included the provision of an innovative program to offer
regular training for all workers, supervisors and managers; a peer
education program; and stationing of facility floor monitors to detect andreport gender-based violence and harassment.

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Women's Empowerment | Worker Voice | Safe Workplaces | Living Wages | Ethical Recruitment | Supplier Assessments | Sourcing

Women’s Empowerment Programs, Partnerships and Support
In 2022, we began the implementation of amaternal healthcare and nutrition program in
Bangladesh as part of our partnership with
the Power of Nutrition and UNICEF. The PVHFoundation provided $250,000 in funding
to the partnership to tackle maternal andchild malnutrition in the apparel industry in
Bangladesh as part of a broader $15 million,
four-year program.

Notable Progress• Reached 16,668 women through our
women's empowerment programs, bringing
the total women reached since theinception of programming to 27,916• Enrolled over 11,000 women in our factory
programs at 50 factories and enrolled over
5,000 women in our community programs in
24 communities• Expanded the P.A.C.E. Program toreach participants at 48 factories ineight countries (Bangladesh, Sri Lanka,
India, Ethiopia, Kenya, Egypt, Vietnam
and Tunisia)• Expanded the Resilience Fund for
Women in Global Value Chainsto Vietnam and Cambodia

The Resilience Fund is a joint initiative of
Business for Social Responsibility (BSR),
the United Nations Foundation’s Universal
Access Project, and Women Win/Win-Win
Strategies, in close collaboration with founding
corporate partners and investors The PVHFoundation, Gap Foundation, H&M Foundation,
The VF Foundation, Ralph Lauren Corporate
Foundation, Lululemon, Avery Dennison andAmazon. In 2022, the Fund expanded its
geographic scope from Bangladesh andIndia to also include Vietnam and Cambodia.
To date, the Fund has awarded $2.6 million
to support locally driven solutions to thesystemic problems that make women more
vulnerable to crises like the COVID-19
pandemic. PVH leaders also serve on the
Fund’s advisory board.

Women Reached Through PVH Programming, 2019–2022

20K

15K

10K

5K

0
2019

2020

2021

2022

“Before the training, I had problems
with effective communication. I was not
comfortable with supporting my colleagues
or accepting additional assignments frommy supervisor. However, after taking
P.A.C.E. training, I have changed completely.
All my supervisors told me so — the change
is noticeable, even to me.”Dibora Amare
P.A.C.E. Program graduate, Ethiopia

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Worker Voice

Suppliers Enrolled in Programming, 2021–2022

48%
250

TARGET: 100% of workers employed by key suppliers will have their voices

heard through representative workplace committees by 2025.
Effective communication is key to identifying
and resolving issues within a workplace.
Appropriate and continuous resources andtraining should be given to supply chain
workers to enable them to communicate
their perspectives and needs successfully.
To ensure that worker voices are heard, where
factories do not have collective bargaining
agreements in place, we have establishedrepresentative worker-management committees
via our Workplace Cooperation Program (WCP)in partnership with the International Labour
Organization’s (ILO) Better Work Program.
A worker-management committee is composedof 50% workers and 50% management who
are trained and entrusted to discuss andresolve matters of mutual interest as close
as possible to the factory floor.
Through the WCP, we organize regular trainings
across our supplier network, providing themwith the advisory and training services required
to establish workplace committees, which candrive social dialogue, joint problem-solving andmutual understanding on issues that affectworkers, including health and safety, working
conditions and equality. This provides a strong
foundation to enable workers to identify andraise any issues, thus improving working
relationships and communication.

Over the next few years, we aim to efficiently
scale this program by using a train-the-trainer
model, enabling our strategic vendors tooperationalize facility-level trainings acrosstheir factory bases.

200

150

100
2021

2022

Notable Progress• Trained 41 key Level 1 suppliers, who thenled 108 trainings across their factory bases• Enrolled 213 facilities in the WCP and
Better Work's Advisory Services• 116 Level 1 suppliers met our Worker
Voice target• 141 suppliers had collective bargaining
agreements in place and 290 suppliers
had unions

Key Level 1 Supplier Trainings, 2021–2022

120
100
80
60
40
20
0
2021

2022

Supplier Trainings led by Key Level 1 vendors
Trained Key Level 1 vendors

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Safe Workplaces

Expanding the International Accord to Pakistan

94%
TARGET: 100% of suppliers will promote and maintain safe and healthy

work environments by 2025.
The ILO Constitution sets forth the principlethat workers must be protected fromsickness, disease and injury arising fromtheir employment, and the ILO has adopted
over 40 standards that specifically address
occupational safety and health. PVH recognizes
the role that we must play to ensure that theserights are respected throughout our supply
chain and, over the past decade, we haveled efforts to develop a culture of health andsafety among our suppliers and in the apparelindustry more broadly.
As a founding member of the Accord on Fireand Building Safety in Bangladesh, PVH wasinstrumental in catalyzing industry shifts
following the Rana Plaza disaster in April
2013. Founded in May 2013, the Bangladesh
Accord was the first legally binding safety
agreement between workers, global unions
and apparel companies that required brandowners and retailers to:• Stop doing business with any factory thatfailed to make needed safety repairs
In 2021, the scope of the Accord was
broadened to become The International
Accord for Health and Safety in the Textile andGarment Industry, reflecting an ambition toextend the benefits of the Accord to countries
beyond Bangladesh.
Through the International Accord, we
collaborate with multiple stakeholders to
identify and address fire, electrical, structuraland occupational safety risks. We work closelywith suppliers to identify the foundationalcauses behind any safety issues and partnerwith them to develop lasting solutions.

Notable Progress• Signed the Pakistan Accord to expand theInternational Accord's health and safety
standards to our suppliers in Pakistan• Open their supplier factories to fully
independent inspections by qualified
experts and engineers• Achieved a 94% remediation rate29 in
Bangladesh on initial issues identified
per Accord mandates• Allow the results of these inspections to bereported publicly, in a searchable database• 92% of in-scope factories in Bangladesh
completed health and safety training
sessions under the International
Accord’s protocol• Help pay for essential safety renovations

In 2022, we negotiated and signed The Pakistan Accord on Healthand Safety in the Textile and Garment Industry, ensuring that suppliersin Pakistan will adhere to the standards set forth by the International
Accord. The Pakistan Accord is a legally binding agreement between
apparel companies, UNI Global Union and IndustriALL Global Union,
the representative body for workers in the global garment supply chain.
Effective 2023, the Pakistan Accord extends for an initial term of
three years.
This will enhance workplace safety for garment workers in Pakistan, oneof our sourcing countries. In our focus to drive fashion forward for good,the signing of the Pakistan Accord reflects our ongoing commitment tohuman rights across our supply chain.

“By signing the Pakistan Accord, PVH has
extended its continued commitment tosafer conditions in the textile and garment
industry. PVH, as a member of the Accord
Steering Committee, has been a key partnerin the implementation of the Accord over thelast decade. We look forward to continuing
our long-standing collaboration with PVH increating safe and healthy working conditions
and driving sustainable change in the textile
and garment industry.”
Joris Oldenziel
Executive Director, International Accord on Health and Safety in the
Textile and Garment Industry

29 The progress indicated here is in reference to Bangladesh only and is based upon suppliers’ issue remediation rate as a participant in the Readymade Garment
Sustainability Council, in which we have 84 total in-scope factories.
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Living Wages
0%
TARGET: 100% of our key suppliers in two primary production countries by2025 and four by 2030 will proactively support industry-wide collective
bargaining to achieve living wages.
PVH is committed to supporting the provisionof living wages to supply chain workers via
national collective bargaining agreements
between suppliers and trade unions.
Our partnership with IndustriALL Global
Union and adherence to the ACT Global
Purchasing Practices Commitments30 ensuresthat workers’ voices are being represented
and that we and other apparel companies
are taking action to advance living wages inapparel supply chains.
ACT is a groundbreaking agreement between
IndustriALL and signatory brand owners totransform the apparel industry and achieveliving wages for workers. ACT works withrepresentative national, local and global tradeunions to improve freedom of association inits supply chains as a necessary enabler toachieve nationally negotiated living wages.
IndustriALL’s global union affiliates represent
over 50 million workers in 140 countries in
the mining, energy and manufacturing sectors.
As a member of ACT, we are committed toensuring that our purchasing practices andoverall business operations support long-term
partnerships with suppliers and enable goodworking conditions and the improvement ofwages in the supply chain.

Within PVH, we work cross-functionally tounderstand current business practices that
directly and indirectly impact the lives ofsupply workers (e.g., cost negotiations, orderplacement, forecasting and capacity planning).
This cross-functional collaboration allows us
to increase awareness of how our purchasing
practices affect wages and continue
identifying areas for improvement regarding
responsible business practices.
The uncertainties of the macro environment,
coupled with complex regional politicalenvironments, have thus far prevented us
in reaching the first milestone of finalizing anagreement in our key production countries.
We remain committed to achieving our Forward
Fashion target by the stated dates of 2025
and 2030.
We include wage compliance as part ofour factory authorization program whereby
we assess our suppliers using the Social &Labor Convergence Program (SLCP) Converged
Assessment Framework that includes
indicators regarding wage compliance. Our
suppliers must pay their workers minimum
wage or the appropriate prevailing wage,
whichever is higher, and must comply withall legal requirements on wages. They mustalso provide any benefits required by law orcontract if the compensation paid does notmeet the workers’ basic needs and provide
discretionary income; in such cases, suppliersmust take appropriate actions to progressively
realize an adequate level of compensation.
In 2022, we were unable to obtain granular
wage data from our suppliers due toassessment data limitations. We arecommitted to transparency and are testing
new data collection approaches with theaim to report wage data in 2023.

Notable Progress• PVH hosted two workshops around
Sustainable Business Practices to connect
functions across PVH and strategize
improvements in purchasing practices;in 2023, we will expand these trainings
through e-learning modules on our
educational platform, PVH University

30 See ACT’s Global Purchasing Practices Commitments here.
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Ethical Recruitment
99%
TARGET: 100% of migrant workers at our Level 1 and key Level 2 suppliers

will not pay recruitment fees by 2025.
The rise of globalization and changing macro
environments have led to greater migration
flows across countries, resulting in an increasein migrant labor in global supply chains across
many industries. The effects of climate change
will only accelerate that. This has created aphenomenon whereby supplier facilities relyon the services of labor brokers to secure
workers from another country or region andthen, in turn, those labor brokers demand feesfrom job-seeking individuals, which leads to
debt bondage — an indicator of forced labor.
PVH partners with our suppliers to preventthe practice of soliciting recruitment fees andensure that migrant workers are recruited
ethically. We abide by the Employer Pays
Principle and believe that no worker shouldhave to pay for a job. We have put practices
and protocols in place for high-risk countries
in partnership with the Responsible Labor
Initiative and an external auditor partner
to monitor and facilitate data collection,
analysis and case tracking. To receive
production authorization from PVH, suppliersin countries at high risk of migrant labor are
required to complete virtual trainings andto undergo migrant labor assessments on
ethical recruitment.

PVH has determined that recruitment fees area critical non-compliance issue; suppliers are
required to remediate and reimburse payment
immediately. If suppliers could not provide
evidence of remediation within a timeframe,
the violation or repeated offense would leadto a downgrade or termination of business
relationships, respectively. To further ensure
this practice is eradicated at the systemiclevel, we will continue to invest in regularsupplier trainings to effectively identify andremediate recruitment fee issues and enact
management systems to prevent unfair
treatment of migrant workers.

Remediation Success Story
In 2022, PVH learned that a licensee supplier operating in Japan had
recruited 19 migrant workers from China and Vietnam, each of whom
had paid over $2,500 to be hired.
Once PVH was alerted of the situation, we worked with the licensee
to enforce our policy of not soliciting recruitment fees and required
the licensee to reimburse affected workers immediately. The licensee
reimbursed the workers a cumulative amount of $52,236 for fees paid.
Furthermore, the licensee acknowledged its obligation to strictly abideby the recruitment fee policy for future hires.

Notable Progress• There was no evidence of payment of
recruitment fees by migrant workers at
99% of our suppliers• Required the reimbursement of $94,734
of recruitment fees to 526 workers, anaverage of $180 per worker; we foundevidence of 14 non-compliance cases in
2022, up from four cases in 2021

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Supplier Assessments
PVH assesses suppliers as part of our CR assessment program, throughwhich our CR team and third-party auditors conduct both social andenvironmental assessments.
We conduct these assessments prior toestablishing business relationships with
suppliers and continue to assess themthroughout the entirety of our working
relationship. For social assessments,
PVH uses the SLCP self-assessment andverification tool. SLCP is an industry-wide
data collection tool for social audits. In 2022,
we consolidated environmental assessments
into the factory authorization process andthe CR assessment program. We conduct
environmental assessments using Higg
FEM data.
PVH assigns color ratings to suppliers tosummarize their performance, one rating eachfor social and environmental performance,
respectively; we use the lower of the two
ratings to determine impacts on the business
relationship. PVH immediately suspends
operations with existing suppliers or does not
authorize production at prospective suppliers
who receive a red or white color rating. Those
who receive an orange rating (indicating
the finding of critical issues) must create andexecute remediation plans. Together
with our partners, PVH provides capacity
building services to aid remediation efforts,
and eventually, we offer the opportunity forreassessment and resumption of
the business relationship.

We are deeply involved in the supplierassessment process and work closely with
our suppliers to mitigate risks and ensurethat they are meeting our environmental andsocial standards.
For 2022 supplier ratings, see Environmentally
Responsible Sourcing, page 42, and Socially
Ethical Sourcing, page 55.
In addition to the requirements set forth
by our CR assessment program and PVH
Code of Conduct standards, we also require
suppliers to participate in specific Forward
Fashion programs that are relevant basedon their geography and workforce. These
include programs related to our women’s
empowerment, ethical recruiting, worker voices
and safe workplaces Forward Fashion targets.

PVH Supply Chain Level Definitions

Level 1
Product Assembly & Finishing

Assembly and manufacturing of final products

Level 2
Raw Material Suppliers

Production and finishing of materials (e.g., fabric,trims) that go directly into finished products

Level 3
Input Processing Units

Processing of raw materials into yarn or otherintermediate products

Level 4
Commodity Sources

Cultivation and extraction of raw materials fromthe earth, plants or animals

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PVH Supplier Assessments at a Glance, 2022

Factory Worker Repayment in Haiti

1,915

100%

As human rights and ethical behavior in the global apparel industry
are core to our values, PVH is committed to ensuring fair treatment offactory workers.

47%

81%

When a factory in Port-au-Prince, Haiti, used by our licensee, Centric,closed suddenly without making required payments to workers, PVH, in
partnership with Centric, contributed almost $1 million to 1,100 garment
workers to compensate them for their financial losses. PVH agreed
to pay the sum to cover unpaid wages for time worked, paid directly
into the individual government pension accounts of affected workers,
notwithstanding that our licensee represented about 1% of the factory’s
production output.

of suppliers were subject to social assessments

active PVH suppliersof Level 1 suppliers and 94% of key Level 2 suppliers
were assessed

are in East and Southeast Asia

21%

are in the Americas(19% of Level 1 suppliers were subject to less frequent assessments
due to high historical performance)

17%

100%

are in South Asiaof new suppliers (227 suppliers) were assessed

15%

35%

are in Europe,
Middle East or Africaof suppliers were subject to environmental assessments(applicable to key Level 1 suppliers only)

Supplier Social Assessment Rates by Region

82%

Europe, Middle East
& Africa
233 suppliers
assessed

83%
93%

Americas375 suppliers
assessed

70%

South Asia

East & Southeast Asia
224 suppliers assessed

Direct payments to workers were administered by the Haiti Employers’
Association, in partnership with the International Labour Organization’s
Better Work Haiti Office, the Worker Rights Consortium and local tradeunions to ensure the disbursement of funds, with particular regard forworker safety. PVH believed it was the right thing to do to support theaffected workers, especially given the current context in Haiti.

“After the closure of the factory in Haiti,
I thought I would lose everything. The
unions helped us to organize and it wasgood news when PVH agreed to pay thelegal benefits that were owed to us by thefactory. I used the money to pay off mydebts and to create my own business.”
Former factory worker

752 suppliers
assessed

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Socially Ethical Sourcing
6%

94%

4%

7%
29%

TARGET: 100% of PVH suppliers will meet or exceed our social standards

by 2030.
We use the SLCP Converged Assessment
Framework to capture data from our global
supply chain and create efficiencies. This
helps brands reduce audit fatigue throughout
the data collection process and allows
suppliers to reallocate resources from audit
preparation to issues improvement.
In 2022, PVH adopted SLCP for all eligible31
suppliers, laying key groundwork for a moretransparent and sustainable solution. This has
been a driving force to reduce audit fatigue
and promote brand owners collaboration while
creating positive impacts in the industry.

Notable Progress

PVH Supplier
Ratings• 53% of our suppliers were eligible31 for
SLCP in 2022; 91% of applicable suppliers
adopted SLCP, which represents nearly halfof our entire supplier base
• 83% of suppliers were assessed throughthe PVH CR assessment program, resulting
in 1,685 assessments conducted, with 89%
of these conducted by a third-party auditor

We also aligned our social labor standards
with the ILO's International Labour Standards
and National Labor Law and hold our suppliers
accountable to these two global standards.
This eliminates confusion and helps suppliers
focus and simplify the actions needed to be
more sustainable.

54%

94% of eligible
suppliers met
or exceeded oursocial standards
threshold.

4% Gold — The supplier is an industry leader with a formal CR program and systems in place toself-manage environmental and social performance.
28% Green — The supplier exceeds or meets international standards, applicable local laws andregulations and PVH Code of Conduct standards.
54% Yellow — The supplier meets PVH Code of Conduct standards.
7% Gray — The supplier falls under the de minimis or other exemptions category and is authorized
for production.

6% Orange — The supplier has critical issues. While these suppliers are authorized for production,
PVH exercises vigilance and actively intervenes to remediate issues and continue business relationships.
0% Red — The facility is not authorized for production; the facility has committed a zero-tolerance
infraction and has not responded to warnings and/or demonstrated a lack of commitment
and transparency.
0% White — The facility is not authorized for production; the facility did not pass initial assessment tomeet minimum threshold for becoming an authorized PVH supplier.

31 SLCP is applicable to all suppliers aside from those participating in an accepted industry program such as Better Work or exceptional cases.
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Inclusion & Diversity

Champion
Inclusion & Diversity

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Inclusion & Diversity

Inclusion & Diversity
Inclusion and Diversity continues to define who we are as a company and how we operate as a business, andwe are committed to creating a more inclusive, diverse and equitable industry for all. Specifically, within our I&D
framework of Workplace, Marketplace and Community, we identified nine global commitments to deliver thegreatest impact for our associates, our consumers and our communities.
Our goal is for PVH associates to reflect thediversity of the consumers we serve and thecommunities where we live and work, creating
opportunities for women and underrepresented
populations including BIPOC, LGBTQIA+ andindividuals with diverse abilities.
Representation matters, and who we hire,promote and retain are the three principal
drivers. We are committed to achieving gender
parity globally in all leadership positions at the
SVP level and above and to increasing BIPOC
representation across different levels in the
U.S. To ensure that we are considering thebest and most talented people available
when hiring new associates at PVH, we now
aim to have 50% of all candidates interviewed
at the Director level and above represent atleast one dimension of diversity, such as
gender, BIPOC, LGBTQIA+ and diverse abilities.
Retaining and developing our talent isanother key component of advancing
diverse representation at PVH, and active
mentorship positively affects retention anddevelopment. Underrepresented groups havenot always had the same access to effective
mentorship, so this past year we establishedand deployed a formal global mentoring

program focused initially on women andunderrepresented associate populations intheir respective regions. In 2023, the program
will be renamed MentorMatch and will be open
globally to all office associates.
A work environment that is welcoming andinclusive also has a significant impact on
retention, and everyone at PVH — associates,
managers and leaders — plays a role increating an inclusive work environment
where our colleagues feel a strong sense of
belonging. Unconscious bias training teaches
us greater self-awareness to address andmanage hidden biases and reduce negative
effects on workplace decisions and diversity
and inclusion efforts, so we have made thistraining available to all PVH associates acrossthe globe.
It is the people managers, in particular,
who significantly influence the associates’
experience at PVH, so all people managers
are required to have a specific I&D objective
as part of their annual performance review
process. This measure aims to hold ourleaders accountable for actively driving ourstated I&D commitments to fairness, equity
and inclusion.

In the marketplace, it is important that ourstores, showrooms and online venues deliver
exceptional experiences that resonate with theunique needs and perspectives of our diverse
consumers. To support our brand teams inmaking sure these elements reflect the wide
range of consumer diversity, we establishedthe PVH I&D Brand Advisory Board, a crossbrand and business review board that serves
as a forum to provide advice to the brandteams and share best practices and learnings
for our consumer-facing product, marketing,experiences and other touchpoints..
PVH has made great strides in advancing
human rights across the apparel supply
chain, and we are extending this work toaddress issues of equity and inclusion
within the indirect procurement of goods andservices. Starting in the U.S., we now havea formal supplier diversity program to track,
monitor and expand our engagement andspend with a focus on minority/BIPOC- andwomen-owned businesses.

In order to truly have a more diverse
and inclusive fashion industry, membersof underserved and underrepresented
communities must have greater awarenessof, and access to, opportunities in theindustry. To support this effort, PVH isinvesting a total of $10 million over four
years to support organizations, programs
and initiatives that engage those communities
and create greater pathways to opportunities
in the fashion industry.
We made progress in 2022 on thesecommitments, recognizing that there is stillmuch work to do, and we remain focused oncontinuing this work in 2023.

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Global Gender Breakdown32
0.3%

In Progress

78%

34.5%

31,541
Associates

Commitment #1: Achieve gender parity globally in all leadership
positions at the SVP level and above by 2026.

FemaleMale
Undeclared

65.2%

Representation does not move in a linear fashion, and we will always
see ebbs and flows based on a series of factors. The ultimate goal
is to achieve a positive trajectory over time.
• After seeing gains in the beginning of the year with female
representation at the SVP+ level reaching 44%, we ended the year
slightly below our 2021 baseline, at 39.1% female representation;
we will continue our work to achieve gender parity at our mostsenior levels by 2026
• With female Director representation at 57% and VP representation
just under 50%, we have been focusing our attention on
developing our internal talent pipeline

Leadership Breakdown
0.9%

1.3%

39.1%
59.6%

45.1%

SVP & Above

54.0%

VP & Above• Our Empowering Women BRG has four chapters globally andfocuses on creating an environment of empowerment, equality andadvancement within the workplace• Our Women’s Leadership Advancement Program in Asia-Pacificfocuses on skill-building, personal empowerment and targeted
strategies to enhance leadership effectiveness in the workplace,including strategies to unlock barriers, overcome adversity andadvance in the workplace

Breakdown by Level
0.7%

0.4%

0.3%

0.3%
32.9%

37.7%
51.3%

Vice
Presidents

48.0%

42.3%

Directors

Individual
Contributors

Managers
57.3%

62.0%

66.8%

32 All workforce data represents a point in time: January 29, 2023, the last day of PVH's fiscal year. While legislativerequirements on gender reporting are typically expressed as a binary (specifying women and men) and we arereporting our statistics in accordance with such legislation, PVH recognizes and supports all gender identities.
Global workforce gender data excludes associates based in Spain and Portugal due to limitations in our enterprise data system.
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U.S. Workforce Race & Ethnicity Breakdown
Leadership Breakdown

In Progress
Commitment #2: Increase BIPOC
representation at the SVP level and above
by 50% and double Black and Hispanic/
Latino representation at Director and VP
levels in the U.S. from a 2021 baselineby 2026.

 8.6% Asian
Asian
16.5%
Black
8.6%
16.5% Black
34.2%
Hispanic
Hispanicor Latino or Latino
34.2%
Two or more races
3.2%
Two or more races
3.2%
35.1% White
Other White
2.4%35.1%
 2.4% Unspeciﬁed

Total
Workforce

SVP &
Above

 6.1% Asian 6.1% Black 7.1% Hispanic or Latino
 2.0% Two or more races 74.5% White 4.1% Unspeciﬁed

VP &
Above

 9.7% Asian 5.0% Black 6.7% Hispanic or Latino
 1.3% Two or more races 73.8% White 3.4% Unspeciﬁed

33• In 2022, we saw a 1.8% increase in
BIPOC representation at the SVP+
level and a 2.1% increase in Blackand Hispanic VP associates from 2021

Representation of BIPOC by Level

6.1%

Asian

9.7%

Asian

6.1%

Black

5.0%

Black

7.1%

Hispanic or Latino

6.7%

Hispanic or Latino

2.0%

Two or more races

1.3%

Two or more races

74.5% White

73.8% White

4.2%

3.5%

Other

Worksite Breakdown

80
70

Asian

68.3%

 AsianBlack Black
Hispanic or Latino
 Hispanic or Latino
Other Other60
50
40Office 16.0% Asian 7.2% Black 10.5% Hispanic or Latino Retail & 2.6% Two or more races Warehouse 61.8% White 1.9% Unspeciﬁed 6.2% Asian
 19.5% Black 41.8% Hispanic or Latino
 3.4% Two or more races 26.5% White 2.6% Unspeciﬁed

38.3%
30.4%

30

25.5%

23.5%

20
10
0

Other

Individual Managers
Contributors

Directors

VPs

SVPs & Above

16.0% Asian

6.2%

7.2%

19.5% Black

Black

Asian

10.5% Hispanic or Latino

41.8% Hispanic or Latino

2.6%

3.4%

Two or more races

Two or more races

61.8% White

26.5% White

1.9%

2.6%

Other

Other

33 Other includes: Native Hawaiian or Pacific Islander, Indigenous or
Native American and Unspecified.
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Workplace

Achieved
Commitment #3
Implement a Diverse Candidate Slate
requirement for all Director-level and aboveroles in the U.S., then expand globally
where we can.

In Progress• Launched in February 2022, the Diverse Candidate Slate requirement applies to U.S.-based
Director-level and above roles and aims to have at least 50% of candidates interviewed represent
one or more dimensions of diversity with an initial focus on gender, race/ethnicity, veteran status
and people with disabilities• Through both passive and direct sourcing efforts, 88% of interview slates met this criteria

Commitment #4• Piloted PVH’s first-ever global mentorship program in July 2022

Establish and implement formal mentoring
programs, resources and tools globallywith an initial focus on women, racially/
ethnically diverse associates and other
underrepresented groups.

• 494 associates signed up, resulting in 204 total mentor-mentee pairings across 24 countries

Commitment #6• As part of our 2022 Performance & Development process, all people managers were required toinclude an I&D leadership goal consisting of at least two specific actions to support I&D

Establish and implement an I&D leadershipgoal for annual performance review process
for people managers globally.

• Participants engaged in over 300 hours of total mentoring• The pilot program received a nearly 90% satisfaction rate from surveyed mentors and mentees• As a result, we plan to launch a formal mentorship program to all PVH office associates globallyto continue to offer critical mentorship opportunities for diverse and underrepresented groups

82%
Commitment #5: Deliver unconscious bias
training globally to all PVH associates.
• Continued a global rollout of
unconscious bias training; the training
was globally available to 100% of
associates, and 82% of associatescompleted it• In 2023, we’ll integrate the training
into onboarding processes for all new
associates• Recommended actions include:– Cultivate relationships with underrepresented groups, which may lead to a new hire fromthat group– Mentor an associate from an underrepresented group– Make I&D a standing agenda item for your team meetings– Volunteer with an organization committed to advancing an underrepresented community

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Marketplace

U.S. Procurement Spend With Diverse Suppliers34
80

Achieved
Commitment #7
Establish quarterly global review of
all company and brand marketing andadvertising materials and experiences toensure diverse representation.
Commitment #8
Establish a formal corporate supplier
diversity program in the U.S. and otherapplicable regions.

70%• The I&D Brand Advisory Board was officially launched in August2022 and held the first advisory session with the brand teams in
November 2022

60%

50%

40%

• Developed and launched a supplier diversity program in the U.S.,
managed across four central pillars: Benchmarking, Advocacy,
Technology and Communications• Established partnerships with organizations such as Women’s
Business Enterprise National Council, WEConnect and National Minority
Supplier Development Council to engage and support diverse suppliers• Worked with Aboriginal and Torres Strait Islander indigenous
businesses through our partnership with Supply Nation, Australia’s
leader in supplier diversity

30%

20%

10%

0%

Minority-owned Women-owned
businessbusiness

Historicallyunderutilizedbusiness

Veteran-owned
business

Other35

Community

In Progress
Commitment #9
By 2026, invest $10 million globallyto amplify awareness and access toopportunities in the fashion industry.

• The PVH Foundation invested $1.37 million with 14 organizations as
the first installment of the $10 million commitment to create accessto opportunities in fashion for underrepresented groups; this included
organizations across Europe, Asia, Australia, North America and Brazil.
PVH associates volunteered with these organizations to help further
their missions

34 Some organizations hold more than one designation and may be accounted for in multiple categories.
35 Other includes: Service-Disabled Veteran-Owned Business Enterprise; Lesbian, Gay, Bisexual, Transgender Business Enterprise; Certified Aboriginal Business; Disadvantaged Business Enterprise.
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Talent Development | PVH Workplace

Our Associates

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Our Associates
Our people power our growth, and we empower our people to deliver
excellence and to do the right thing for each other, our communities
and the environment. Our values-driven and inclusive culture is part ofwhat makes PVH a great place to work, and we strive to continuously
improve the experience of our associates through diverse recruitment,
development programs, and equitable policies and initiatives.
In 2022, PVH launched the Leadership
Behaviors — actions that help unlock the fullpotential of our people, shape our culture anddeliver business performance and growth.
This framework provides guidance on what
leadership looks like at PVH globally andbrings to life our belief that every associate
can lead themselves, lead together and leadthe way to drive our business forward. The
Leadership Behaviors complement our Values,
which are the foundation for who we are as
an organization.
Throughout the year, we offered live
workshops and digital courses to support
associates in understanding, learning andapplying the Leadership Behaviors. We also
provided tools to support associates inindividual development planning.

We believe in transparent communication.
Town Halls, Ask Me Anything sessions
and quarterly earnings Q&As withleadership helped to keep associates
abreast of timely and relevant information.
At PVH we are committed to listening
and learning together. This was key as
we navigated macro challenges to thebusiness and local challenges as we
returned to the office. Listening to ourassociates through focus groups, listening
tours and engagement surveys provided
insights and helped us stay agile.

Our Values

Individuality
Partnership
PassionIntegrity
Accountability

Lead yourself

Lead together

Lead the way

By unlocking yourfull potential

By working as one team

By creating an
extraordinary future

Stay curious

Inspire trust

Connect to consumers

Act with purpose

Cultivate belonging

Think big

Be courageous

Collaborate to win

Make informed decisions

Take ownership

Learn together

Adapt fast

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Talent Development
97%
TARGET: Expand professional skills development and digital literacy

programs through PVH University to reach all PVH associates
globally by 2023.
PVH provides tools and resources to help
associates build skills and — ultimately —careers. This includes internal mobility acrossour brands, regions and functions; upskillingthrough PVH University (PVH U), leadershipprograms and formal mentorship. Our PVH
U platform supports a culture of continuous
learning, and places emphasis on developing a
growth mindset to drive our business forward.
Our global PVH U platform provides associateswith access to classroom, virtual anddigital learning opportunities to support
the development and expansion of theirprofessional and leadership skills. Offerings
range from the PVH Leadership Behaviors
to presentation skills and data analytics.
Currently we have 39,007 lessons and 32,536
digital courses supplied by vendors, such as
LinkedIn and Coursera. We continue to add
new content regularly in alignment with our
PVH+ Plan and strategic priorities.
Digital badging continues to expand at PVH
as associates show their passion for learningby earning badges in a variety of topics, suchas I&D Champion, Fearless Feedback andRise with Leadership Behaviors, which wasintroduced in 2022. Associates can share
their badges on LinkedIn and other social

networking sites to celebrate their skills.
To date, over 10,000 badges have been
issued to our associates.
In 2022, we reimagined PVH U’s leadershipprograms to further equip people managers
with the skills to build a culture of inclusion,
operate with agility, inspire and grow teams
and lead change. The updated leadershipprograms support learning from anywhere
and incorporate self-paced, time-bound andsocial engagement elements. This work willcontinue in 2023 with some enhancements.

MentorshipAs part of our I&D commitment #4,
PVH's first-ever global mentorship program
was piloted in 2022, with nearly 500
associates participating from across 24
countries. In 2023, the program will open
its virtual doors to the second cohort ofmentors and mentees under the new nameof MentorMatch, an inclusive approachthat democratizes access to mentorship.
It allows for up to 4,000 associates toparticipate around the world and includes
the ability to connect with other BusinessResource Group (BRG) members if desired.

Performance and Development
PVH’s approach to performance anddevelopment is designed to motivate ourassociates to be their best, develop andleverage their strengths and support a
coaching and feedback culture that helps
us deliver beyond expectations.
In 2022, PVH launched a requirement for all
people managers to create an I&D leadershipgoal consisting of at least two specific actions
to support I&D. This will help build a cultureof inclusion and equity and foster a greater
feeling of belonging.

Supporting Continuing Education
PVH supports associates who want to pursue
degree and certification programs. Tuition
reimbursement is offered to associates in the
U.S. and training reimbursement is available
to associates in Asia-Pacific for professional
development, including for degree programsor certifications. PVH also sponsors ascholarship program for associates’ children
in both regions.

“Being part of the mentorship
pilot program has affordedme the opportunity tobrainstorm and collaborate
on ideas with experienced
leaders in the same field.
Discussing challenges andhearing objective thoughts
has helped me formulate amore well-rounded approachfor my team and assignments.”
Hugues Jacques-Louis
Market Manager, Tommy Hilfiger

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The PVH Workplace
We are committed to creating a more inclusive, diverse and equitableworkplace for all, where our people feel safe and respected. As one global
team, we identify the areas of greatest impact and take meaningful action
to drive sustainable change.
Inclusive Workplace

Business Resource Groups

Cultivate Belonging is one of our Leadership
Behaviors and connects to our I&D Strategy.
We know that we are stronger together andthat our uniqueness fuels our collective power.
Every associate plays a role in creating an
inclusive and safe culture for all to flourish,
where every individual is valued and every
voice is heard.

Associate-led BRGs are a global driving force
within PVH that help to create an inclusive
culture, foster strong associate engagement
and contribute to the overall success ofthe business.

We made strides in 2022 toward our global
I&D Commitments through investing in diverse
talent, creating new associate programs andcontinuing our representation work. Moredetail is available in the Inclusion & Diversity
section of this report, on page 57.
In 2022, PVH launched our first-ever I&D
Global Associate Survey, a voluntary survey
created to better understand the uniquecharacteristics and traits of our global
workforce. The insights gained help to expand
and extend the reach of our I&D efforts.

In 2022, we were proud to announce theexpansion of our BRGs to include all office
and retail associates in the U.S. By year end,
PVH supported 18 chapters of 10 BRGs,
distributed across North America, Europe,
Asia-Pacific and Australia. BRGs continued to
be an important resource for the business andour associates by providing critical support,
hosting enriching and educational experiences
and creating space for inclusion in our
workplace and communities.

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Flexible Workplace
For two years during the pandemic, we saw thebenefits of remote work and developed new
ways of working based on trust and flexibility.
As the number of COVID-19 cases continued
to drop country by country, we adopted a
hybrid work policy and welcomed associates
back into our offices, keeping our associates’
health and safety a top priority and in line withall protocols.
Our return to the office in 2022 reminded usof the value of being together in the office
to collaborate while maintaining flexibility.
The goal was to create the best working
environment for our office-based associatesthat not only helps us build connections andstrengthens our culture, but also drives ourwork forward.

Health and Wellness
Global offices introduced a variety oftransportation-focused benefits to
support associates in returning to theoffice, including:• In the U.S. we relaunched the PVH
commuter benefit allowing eligible U.S.based associates to reduce their monthly
commuting expenses for work-relatedtransit, vanpooling and parking expenses
by paying for these expenses with pre-tax
dollars. Additionally, PVH offered a subsidy
on annual Citibike® membership fees
for full-time benefits-eligible associates
who work or live in New York City andsurrounding areas• We introduced an e-bike service at our
Amsterdam campus, in addition to the train
subscription package available to those
who commute via public transit• We also launched a bike lease program andadded electric car charging stations to theparking facility for associates working in our
Düsseldorf office

Reproductive Health Services

Wellness

PVH is committed to providing our associates
and their families with benefits that meettheir diverse and evolving needs. In the
U.S. we expanded access to reproductive
health and family planning services andrelated support programs. This included
reimbursement of qualified travel andexpenses related to fertility treatment, genderaffirmation and abortion, as well as expanded
bereavement leave in connection with a
miscarriage and pregnancy-related loss.

We recognize how important it is for our
associates to take care of themselves, andwe provide benefits, programs and services
so they can take the time to focus on their
physical, mental and financial health and theirfamilies and loved ones.
PVH continues to offer Headspace®—
which was introduced in 2020 — to global
associates, employee assistance programs
and health benefits. In 2022 global PVH
offices closed in recognition of World Mental
Health Day. Across all regions PVH continued
the practice of meeting-free Friday afternoonsas associates transitioned to hybrid work.
Our Sick Day policy was updated to a more
flexible Wellness Day policy in the U.S. These
paid days off allow associates to disconnect
and focus on themselves, whether it be on
their physical or mental health. In Europe,
our Culture of Care initiative encompassed
benefits and programs — including a gym
in our Amsterdam office, Mindful Mondays
and virtual coaching engagements — to bringholistic wellness opportunities to associates.
In Asia Pacific, MyFit2.0 introduced a number
of wellness-focused practices, including
hybrid work across all markets, a wellness
allowance and meeting-free Friday afternoons.

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Giving & Philanthropy

Community

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Giving & Philanthropy
The PVH Foundation leads our global philanthropic efforts focusedon advancing opportunity, belonging and renewal, particularly amonggroups that have been historically underrepresented or underserved. We
believe in the power of opportunity and provide building blocks for thesecommunities that will help pave the way for economic independence.
Giving back is embedded in our culture,
and we know that we are strongest when
we all come together. PVH Cares is how
we extend our philanthropic commitment
to reflect the passions and priorities of the
PVH workforce — organizing our associates
around the world to dedicate their time, talentand resources in the communities where
we work and live. In 2022, PVH associates
provided more than 3,800 hours of volunteer
service in communities around the world.
PVH associates have the flexibility tocontribute to and lend their professional
expertise to causes that are meaningful tothem. In North America, we offer 48 hours of
paid volunteer time along with our matchinggift program, which provides a dollar-for-dollar
match up to $10,000 per associate per year
for direct contributions to qualifying nonprofit

organizations of their choice. PVH also offers
an Associate Relief Fund, a charitable program
funded by our associates and PVH. It provides
cash grants to eligible colleagues in need due
to natural disasters and personal hardship.
The PVH Foundation launched its community
grant program in North America in 2022, which
provides grant funding to local organizations
with which PVH associates volunteer.

100%
Educate the future
Reach 135,000 individuals worldwide through early education andchildcare services, teacher training, parenting resources and training,and youth employability training services by 2023.
PVH has continued to surpass our 2023 education target of reaching
135,000 individuals worldwide through youth education and childcare
services, teacher trainings, parenting resources and training, and youth
employability training services. Through our partnership with Save theChildren, we reached an additional 67,000 individuals in 2022 alone.

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Giving & Philanthropy

Notable Progress• Joined Apparel Impact Institute’s Fashion
Climate Fund36 as a lead funder with acommitment to contribute $10 million overeight years; see page 27• Continued our partnership with The
Resilience Fund for Women in Global
Value Chains, a first-of-its-kind pooled
funding initiative for companies, corporate
foundations and private foundations toinvest in the long-term health, well-being
and economic resilience of women who

form the backbone of global supply chains.
In 2022, the Fund expanded its geographic
scope from Bangladesh and India to also
include Vietnam and Cambodia. Read more
about the Fund on page 48• Provided grant funding to the Red Cross anddouble-matched associate donations forrelief efforts in Ukraine. Tommy Hilfiger also
provided more than $2 million in productdonations for the region

2022 Giving (USD)
Foundation Cash Grants$6,718,827

Corporate Giving$725,203

In-kind Donations$10,028,139

Corporate Match and Incentives
Associate Fundraisers
Store Collections

In 2022, The PVH Foundation awarded $1.37 million to 14 organizations
as part of our commitment to increase access to opportunities in the
fashion industry for individuals from underserved and underrepresented
communities. This funding supported activities that included:• Student networking sessions in collaboration with the AustralianBusiness and Community Network• Distribution of an educational coloring book to 80 schools in the
United Kingdom with the Graduate Fashion Foundation• A fashion and sustainability training program for over 50 young adults
with the Ecotece Institute• A mentorship program with the KELY Support Group for students towork with fashion industry leaders
PVH worked with Custom Collaborative, a nonprofit that trains, mentors
and advocates for, and with, no/low-income and immigrant women
to build the skills necessary to achieve economic success in thesustainable fashion industry; in 2022, Custom Collaborative participants
were given an in-depth tour of Tommy Hilfiger offices to learn more aboutcareers in fashion.

$503,308$10,427$320,909

Total Cash Grants (Foundation + Corporate Giving)$7,444,030

Total Giving$17,975,476

36 Learn more about the Fashion Climate Fund here.
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Board of Directors | Stakeholder Engagement | Risk OversightGovernance

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Board of Directors | Stakeholder Engagement | Risk OversightGovernance
PVH has been committed to conducting all business in keeping with the highest moral, ethical and legal
standards since our founding in 1881. In service to this commitment, we have continuously challenged
ourselves to evolve our corporate governance policies and practices to reflect best practices regarding ourBoard composition, Board governance, stockholder interests and stakeholder engagement.
Our ongoing Board refreshment program
has resulted in the addition of four new
independent directors since 2020, with threeof these representing at least one element ofdiversity (female, non-binary, LGBTQIA+, BIPOC
or member of an ethnic minority), and no
director having served more than nine years asof the date of our 2023 Annual Meeting proxystatement. This builds on a history of nearlycontinuous female representation on the
Board since the 1970s, and on the inclusionof at least one ethnically and racially diverse
director in most years since 1993.
Our Board is elected annually and consistsof nine independent directors and ourCEO. The Board Chair is an independent
director. The independent directors regularly
meet in sessions without the CEO or othermanagement present. Only independent
directors serve on the Board’s key committees.

The Board is a strong partner in PVH’scommitment to good governance, including
by aligning themselves and our executives
with stockholder interests. Principally throughthe Board’s Compensation Committee, theBoard oversees an executive compensation
program that emphasizes pay for performance.
The Board has also established robust
stock ownership guidelines for themselves,
our executive officers and other membersof our executive leadership team. These
guidelines also prohibit hedging and pledging
of our common stock by these individuals.
Additionally, we have a clawback policythat allows PVH to recoup compensationfrom executive officers as a result offinancial restatements or breaches ofmaterial company policies.
To ensure the broader organization is awareof our ethical and legal standards, all PVH
associates, as well as PVH Board members,
are required to complete PVH Complies, acompliance training program which consistsof both mandatory and popular optional virtual
courses on key topics including our Code ofBusiness Conduct and Ethics, anti-bribery
and anti-corruption policies and legislation,
insider trading, conflicts of interest, I&D,
cybersecurity, data privacy and workplace
conduct and security. Trainings typicallyare available in local languages to maximize
effectiveness. In addition, we conduct
in-person trainings for regional businessand operational teams to highlight specificcompliance issues and needs.
We regularly engage with stockholders andother stakeholders on matters covering a
range of ESG issues. We make available tothese groups upon their request membersof senior management, as well as membersof the Board. Extensive governance andpolicy disclosures can also be found inour 2023 Annual Meeting of Stockholders
Proxy Statement.

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FRAMEWORKS

Board of Directors | Stakeholder Engagement | Risk Oversight

Board ofDirectors

Independent Director Tenure

Independent Director Age Distribution

Independent Director
Gender Distribution

In 2022, we continued our pursuit ofexcellence in governance matters throughthe execution of the Board of Directors
refreshment program.

Notable Progress• Appointed a new independent,
non-executive Chair• Added two new directors; coupled withthe retirement of two long-time directors,
this lowered the average tenure of our
independent director nominees from
8.1 years at the time our 2022 proxystatement was filed to 4.9 years when our2023 Proxy Statement was filed• Increased Board diversity, with female
representation among the director nominees
increasing to 44% in 2022, up from 36% in
2021, and BIPOC representation among thedirector nominees increasing to 22%,up from 9% in 2021

4.9 Years

56 Years

44%

Average tenure

Average age

Female4 Directors 0–3
0–3yearsyears
 4 Directors
2 Directors 4–6 years
4–6 years
 2 Directors
3 Directors 7+ years
 3 Directors 7+ years• Expanded disclosure37 on directors’ skills
and experience to disclose information
on directors’ experience in, among otherthings, climate, human capital management
and I&D, adding to existing disclosuresaround our directors' cyber and governanceexperience (see page 23 of the Proxy
Statement for our 2023 Annual Meetingof Stockholders)

2 Directors 40–49
years
40–49
years
 2 Directors
4 Directors 50–59 years
50–59 years
 4 Directors
3 Directors 60+ years
 3 Directors 60+ years

4 Directors
areFemale
female 4 Directors
5 Directors Male
 5 Directors are male

Read more• 2023 Annual Meeting of Stockholders
Proxy Statement• Code of Ethics for our Chief Executive
Officer and Senior Financial Officers• 2023 Form 10-K

• Committee Description and Membership• Code of Business Conduct and Ethics• Corporate Governance Guidelines

37 Figures above are as of June 22, 2023, the date of the publication of the Proxy Statement for our 2023 Annual Meeting of Stockholders.
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Stakeholder Engagement

Materiality Assessment

For PVH to drive fashion forward for good, we must understand whatmatters most to both our internal and external stakeholders.
Sustainable Materials

In 2022, we conducted a materiality
assessment to help us continue to identify,
manage and report on the issues that impact
our business and are of importance to ourstakeholders. The assessment process
engaged stakeholders across our company
and beyond to help us understand whichmaterial topics are top of mind for thenear and long terms. This collaborative
process identified 23 topics, principally
relating to environmental, social andgovernance matters, that were designated as
being most material to PVH. This list serves
as one of the key inputs in the continuous
evolution of our CR strategy and governanceefforts. We report on related progress as andto the extent appropriate based, in part, on
their materiality to us and to our stakeholders.
In 2024, we aim to conduct an evolved
assessment that will examine topics throughthe lens of double materiality, with the intent
to better link material topics with both financial
and real-world physical impacts.

Health and Safety
ChemicalsManagement

Inclusion & Diversity

Energy andEmissionsManagement

Waste
Management

Community Investment

Human Rights in
the Supply Chain

Climate Change
Resilience

Traceability

Importance to Stakeholders

Engaging stakeholders is critical forformulating our CR and broader businessstrategies and helps us understand where
we can make the biggest change and havelasting impact. We engage with stakeholders
in a variety of ways: through relationshipsthat we’ve built with NGO partners over theyears, through associate surveys and forums,
through supply chain assessments andfeedback mechanisms, and in conversations
with investors, as well as through various
other formal and informal means.

Business Ethics
and Integrity

Living Wages in the Supply Chain

Water

Circularity

Biodiversity

Talent Management

Responsible
Sourcing

Compensation
and Benefits

Data Privacy

Cybersecurity

Taxes
Anti-competitive Behavior
Advocacy

Impact on Business

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Risk Oversight
Climate Risk
PVH has an enterprise risk management(ERM) process that extends to the annual
identification and assessment of climaterelated risks. We use this process to evaluate
the inherent nature of risks (impact, likelihoodand velocity), as well as management’s
capabilities and controls to manage andmitigate such risks to an acceptable level.
For example, the ERM process incorporates
supply chain risks from potential climaterelated natural disasters, such as floods
and droughts, and the projected impacts ofresulting volatile commodity costs.
Climate risks and other sustainability-relatedrisks assessed to have high material andsubstantive financial impacts are reviewed
in meetings of the Board’s Audit & Risk
Management and Corporate Responsibility
Committees and PVH’s annual strategy andbudget meetings. The Board monitors theimplementation of any key strategy shifts
intended to mitigate sustainability-relatedrisks. These risks are disclosed in our Annual
Report and Form 10-K, inclusive of reports
from Board-appointed independent auditors,
and explored more fully in this report.

PVH’s enterprise-level climate risks aremanaged cross-functionally with oversightfrom PVH management and the Board.
Sustainability teams convene key business
partners, including Raw Materials, Sourcing,
Supply, Design, Retail, Global Affairs, Legal,
Risk and Compliance teams, to monitor
and reduce risk from climate-related issues
and activities. Building upon the annual
ERM process, PVH’s sustainability teams
conduct risk assessments that yield moredetailed analysis on specific climate-related
topics. In 2022, our teams conducted our
second annual Sustainable Business Risk
Assessment, a water risk assessment with
WWF, and our first in-depth climate risk
scenario analysis aligned with the Task Forceon Climate-related Financial Disclosures
framework. More on the latter two risk
assessments can be found on pages 24
and 25, respectively.

Read more• Animal Welfare Policy• PFAS Policy• Environmental Policy• Restricted Substance List

• Forest Protection Policy• Statement on Angora

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Sustainable Business Risk Assessment
In 2022, we conducted our annual Sustainable
Business Risk Assessment in alignment with
Organization for Economic Co-operation andDevelopment guidelines38 and utilizing bothproprietary and public domain data. This
assessment focused on a holistic view of what
it means to be a sustainable business andconsolidated both social and environmental

data to determine salient issues, known risks
and suspected risks to our business and ourenvironmental, social and governance efforts.

Top 10 Known Risks

Top 5 Suspected Risks39

1. Inadequate wages and severance in the
supply chain

1. Environmental issues (GHG emissions,deforestation) in the supply chain beyond
Level 2

2. Freedom of association and collective
bargaining in the supply chain

All risks identified for the supply chain
pertain to Level 1 and Level 2 only, unlessotherwise noted.

3. GHG emissions from the supply chain

2. Human rights issues (forced labor,
gender-based violence and harassment) inthe supply chain beyond Level 2

4. Gender-based violence and harassment in
the supply chain

3. Perception of freedom of association andcollective bargaining in offices and stores

5. Excessive water use and wastewaterpollution in the supply chain

4. Biodiversity threats in the supply chain(all levels)

6. GHG emissions from product transportation

5. Limitations on privacy rights in the
supply chain

7. Excessive working hours in the supply chain

Read more

8. GHG emissions from consumer product use
and end of use• Conflict Minerals Policy• Statement on Human Rights• PVH Suppliers Disclosure• Statement on Ukraine

9. GHG emissions from warehouses• Living Wage Strategy

10. GHG emissions from stores• Modern Slavery Statement• Statement on Uzbek
Cotton & Textiles• Our Approach to CR &Human Rights• Supply Chain Guidelines• XUAR Global ComplianceStatement

38 Guidelines for Multinational Enterprises, Due Diligence Guidance for Responsible Supply Chains in the Garment and Footwear Sector.
39 Suspected risks were determined through the usage of public domain data and analysis of our supply chain locations.
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Board of Directors | Stakeholder Engagement | Risk OversightManagement of Grievances
PVH ensures that a formal mechanism exists
for workers in the supply chain to report agrievance to an impartial entity. Resources
and tools are available to our suppliers’
workers and their legitimate representatives
across supply chain levels.
PVH relies on several grievance mechanisms:• The International Accord’s (which currently
only covers Bangladesh and is now
launching in Pakistan) grievance mechanism• Better Work’s grievance mechanism, inapplicable countries• Tell PVH is our primary mechanism
Tell PVH is our hotline and website forreporting inappropriate conduct and otherworkplace concerns. While we encourage
associates, including workers in the supply
chain, to contact their immediate supervisor,
Human Resources or Legal to resolve or reportconcerns, the Tell PVH hotline and website are
additional resources for associates to reportlegitimate concerns confidentially and/or
anonymously (where permitted by local laws).

Supply Chain Standards

Read more• Core Conventions of the International Labour Organization• Our Approach to CR & Human Rights• UN Guiding Principles on Human Rights and UN Universal
Declaration of Human Rights• PVH CR Supply Chain Guidelines• UN Women’s Empowerment Principles• Statement on Human Rights• UN Foundation’s Private Sector Action for Women’s
Health & Empowerment• Living Wage Strategy• The International Accord for Health and Safety in the Textile
and Garment Industry• Statement on Uzbek Cotton & Textiles• ACT Global Purchasing Practices Commitments• PVH Suppliers Disclosure• PVH Modern Slavery Statement• XUAR Global Compliance Statement• Conflict Minerals Policy• Responsible Labor Initiative• Statement on Ukraine• AAFA Commitment on Responsible Recruitment• Higg Brand & Retailer Module scores• Apparel and Footwear International Restricted Substances List

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Cybersecurity Approach
PVH’s stakeholders identified cybersecurity
as a material priority in our latest Materiality
Assessment. We are working to continually
improve our cybersecurity approach andhave taken measures to ensure that ourorganization, employees and consumers
are adequately protected from potential
cybersecurity threats.
In 2022, our global cybersecurity teams
continued to carry out a multiyear roadmap
to mature and improve our cybersecurity
program, utilizing the National Instituteof Standards and Technology (NIST)
Cybersecurity Framework to guide ourefforts. In alignment with NIST, which
follows ISO 27001 standards, PVH teams
worked to enhance our capabilities to
identify vulnerabilities, strengthen protection
measures, improve threat detection andbolster response and recovery mechanisms.
PVH conducted daily scans of the technicalenvironment for vulnerabilities and assessed
third-party partners as part of our regular
operational risk management activities.
To strengthen protection measures, oursecurity awareness program provided all
associates globally with an understandingof cybersecurity issues through regulartrainings and phishing simulations.

Data Privacy
PVH did not experience any material data
breaches, information security breaches orcybersecurity incidents in 2022 and did not
pay any related fines or fees. Should such an
incident occur, we are prepared to respondthrough our Security Operations Center and its
crisis and incident management processes.
PVH’s cybersecurity program and approach
are audited annually by an external vendor totest controls, find vulnerabilities, measure our
maturity and identify further improvements.
Our approach is governed by the Audit
Committee of the Board of Directors, whomeet quarterly to review progress and efforts.
One of our Independent directors possesses
expert-level knowledge of cybersecurity issues,
which strengthens our governance mechanismand further shapes our overall program.

Our privacy principles are about more thancomplying with the law; we want to do the rightthing for our associates and our consumers
and safeguard their personal data as apriority. In order to gain and keep their trust,
we commit to operate our business basedon transparency, accountability and security.
As the world grows more digital, we wantto ensure that our consumer experience isconsistent around the world and carefully
consider which personal data we collect andwith whom we share it.

Read more• Privacy Policy• Privacy Policy for B2B

We operate a global privacy program, ensuring
we use a consistent approach to handlingpersonal data wherever possible. This isembodied in our global policies, procedures
and internal guidelines that our associates
are trained on annually. We take a regional
approach where necessary, with local counsel
in each region, along with designated Data
Protection Champions embedded throughout
the business.
We implement technical and organizational
measures to secure the personal information
we process. These measures are aimed
at ensuring the ongoing integrity andconfidentiality of personal information.

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Data Appendix

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Data Appendix
Emissions Data
Greenhouse Gas Emissions, 2017 – 2022 (MT CO2e)40

Scope 1 & 2 Emissions by Category, 2017 – 2022 (MT CO2e)

2017

2018

2019

2020

2021

2022

Scope 1 emissions

32,68935,03933,77629,091

25,132

15,363

Scope 2 emissions

119,758

93,83970,36951,79738,721

31,626

Total Scope 1 & 2 emissions

152,448

128,878

104,146

80,88863,852

46,989

Scope 3 emissions

2,961,961

2,713,907

2,713,908

2,600,737

2,140,944

1,574,308

Total greenhouse gas emissions

3,114,409

3,090,839

2,818,054

2,681,625

2,204,796

1,621,297

2017

2018

2019

2020

2021

2022

Stationary Combustion

28,564

31,39029,84025,172

20,995

11,575

Mobile Combustion

3,362

2,812

3,068

3,068

3,002

2,746

Refrigerants

764

838

868

851

1,134

1,041

Purchased Electricity(location-based)

107,792

108,483

94,536

88,21367,87167,758Purchased Electricity(market-based)

119,758

93,83970,36951,79738,721

31,626

Total Scope 1 & 2 emissions(location-based)

140,482

143,522

128,312117,305

93,002

83,121

Total Scope 1 & 2 emissions(market-based)

152,448

128,878

104,146

80,88863,852

46,989

Scope 1

Scope 2

Scope 1 & 2 Emissions by Region, 2022
MT CO2e% of Total

Asia-Pacific

23,26650%

Americas17,81838%

Europe5,821

12%Africa84

0.2%

40 In 2022, we updated our calculation methodologies for several Scope 3 categories to achieve greater specificity about PVH-related emissions associated with production at finished goods suppliers and across global transportation routes andupdated our raw materials emissions factors. These changes contributed to a reported decrease in our Scope 3 emissions. 2017-2021 GHG emissions were calculated using a retired methodology.
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Emissions Data (cont.)
Greenhouse Gas Emissions of Raw Materials, 2022

Scope 3 Emissions by Category, 2018 – 2022 (MT CO2e)

MT CO2e% of Total

Conventional cotton

254,08527%

258,736

Environmentally preferred cotton

246,935

26%

64,83189,607

Conventional polyester

129,863

14%

73,73853,55630,922Other materials

79,3908%

145,551

159,898

51,653

10,669Conventional nylon

78,0908%

195,001

186,329

186,329

24,755

11,666

Conventional leather and suede

67,725

7%

Fuel- and energy-related activities

24,534

20,318

16,761

13,58014,506

Environmentally preferred polyester

30,474

3%

Business travel

33,70635,00133,585

4,583

1,216
Conventional viscose

24,515

3%

Elastane, spandex and lycra

20,012

2%

Polyurethane

17,1792%

Environmentally preferred nylon

9,188

1%

Total emissions

957,456

100%

2018

2019

2020

2021

2022

Purchased goods and services

1,741,980

1,477,630

1,326,467

1,580,636

1,156,986

Use of sold products

557,562596,298596,298

347,353

Upstream transportation and distribution

194,714183,063

207,663

End of life treatment of sold products

74,967

69,718

Downstream transportation

139,497

Franchises

Total Scope 3 emissions

2,961,961

2,713,908

2,600,737

2,140,946

1,574,308

Scope 3 Emissions by Category, 2018 – 2022 (% breakdown)
2018

2019

2020

2021

2022

Purchased goods and services

58.8%

54.4%

51.0%

73.8%

73.5%

Use of sold products

18.8%

22.0%

22.9%

16.2%

16.4%

Upstream transportation and distribution

6.6%

6.7%

8.0%

3.0%

5.7%

End of life treatment of sold products

2.5%

2.6%

2.8%

2.5%

2.0%

Downstream transportation

4.7%

5.4%

6.1%

2.4%

0.7%

Franchises

6.6%

6.9%

7.2%

1.2%

0.7%

Fuel- and energy-related activities

0.8%

0.7%

0.6%

0.6%

0.9%

Business travel

1.1%

1.3%

1.3%

0.2%

0.1%

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Owned & Operated Energy Data
Renewable Energy Use by Facility Type, 2022 (kWh)Energy Use Mix, 2018 – 2022
2018

2019

2020

2021

2022

Renewable energy

18%

28%

43%

53%

60%

Non-renewable energy

82%

72%

57%

47%

40%

Renewable Energy Use by Region, 2018 – 2022 (kWh)
2018

2019

2020

2021

2022

Europe7,304,489

20,448,792

47,053,746

48,465,695

45,690,460

North America

53,431,000

48,387,000

48,400,000

48,400,000

57,000,000

Total renewable energy use

60,735,489

68,835,792

95,453,746

96,865,695

102,690,460

2020

2021

2022

Retail

76,893,639

71,488,681

83,899,498

Warehouse

8,864,867

12,102,774

10,305,869

Office9,695,241

13,274,239

5,953,695

Other facilities41

002,531,398

Total

95,453,747

96,865,694

102,690,460

Non-renewable

Total

Energy Use in Facilities, 2022 (kWh)Renewable
Retail

83,899,498

81%

19,860,131

19%

103,759,629

Warehouse

10,305,869

27%

27,235,344

73%

37,541,213

Office5,953,695

22%

21,004,480

78%

26,958,175

Other facilities41

2,531,398

92%

228,1158%

2,759,513

Total

102,690,460

60%

68,328,070

40%

171,018,530

41 Other facilities include vehicles, showrooms, and mixed-use facilities.
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Materials Data
Materials Use, 2022

Environmentally Preferred Materials Use, 2018 – 2022 (MT)MT

% of Total

Environmentally preferred cotton

62,69746.5%

Conventional cotton

28,358

Conventional polyester

2018

2019

2020

2021

2022

Cotton40,87853,80545,43050,54562,69721.0%

Polyester

2,266

2,083

2,929

5,716

8,813

14,268

10.6%

Viscose

103

274

333

764

428

Environmentally preferred polyester

8,813

6.5%

Wool

1

0

30

64

92

Conventional nylon

4,682

3.5%

Other materials42

3,566

2.6%

Conventional leather and suede

2,836

2.1%

Polyurethane

2,589

1.9%

Elastane, spandex, lycra

2,473

Conventional viscose

Environmentally Preferred Materials Use, 2018 – 2022 (% usage within each material type)
2018

2019

2020

2021

2022

Cotton

37%

49%

53%

54%

69%

1.8%

Polyester

8%

8%

16%

28%

38%

2,334

1.7%

Viscose

4%

9%

16%

25%

15%

Environmentally preferred nylon

2,162

1.6%

Wool

0%

0%

4%

10%

13%

Total

134,778

100%

42 Other materials includes environmentally preferred viscose, wool, down, acrylic, organic linen, PVC, thermoplastics, and other materials with nominal usage representing less than 1% of materials footprint.
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Water Data
Supply Chain Water Use, 2022 (m3)

Water Use by Material Type, 2022
2018

2020

2022

m3

% of Total

Level 1

37,417,250

19,630,509

5,837,362

Cotton5,365,135,622

97.0%

Level 2 and beyond

133,874,602

139,908,835

5,536,819,576

Polyester

43,522,448

0.8%

Total

171,291,852

159,539,344

5,542,656,93843

Nylon

12,522,765

0.2%

Wool

3,586,493

0.1%

Cellulosics

17,778,165

0.3%

Water Use in Owned & Operated Facilities, 2022 (m3)2022

% of Total

Other materials

91,039,133

1.6%

Warehouse and storage

48,78037%

Total

5,533,584,627

100%

Office38,04129%

Retail

35,307

27%

Water Consumption by Region and Brand, 2022 (m3)Showroom

3,209

2%

RegionCalvin Klein

Tommy Hilfiger

Heritage

Total

Mixed-use

5,871

4%

Americas11,38551,904

155

63,445

Total

131,208100%

Europe75,185804,1920879,378

Asia Pacific

2,498,092

1,311,191

272,320

4,081,602

Africa393,597

320,669

98,672812,938

Total

2,978,259

2,487,956

371,147

5,837,363

43 In 2022, we updated our calculation methodologies for supply chain water consumption to more accurately indicate the portion of suppliers' consumption that is attributable
to PVH production and to account for production in the supply chain beyond Level 2; this resulted in a sizable increase in "Level 2 and beyond" estimates.
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Packaging Data
On-Product Packaging Weight, 2019 – 2022 (MT)
2019

2021

2022

Paper

9,964

7,218

9,270

Plastic

2,167

3,948

1,921

Other

147

56

97

Total

12,278

11,222

11,288All Packaging Materials by Weight, 2022
MT% of Total

Paper

10,372.6

33%

Cardboard

8,447.2

27%

High Density Polyethylene

7,582.7

24%

Low Density Polyethylene

2,217.7

7%

PET1,447.3

5%

Other44

1,274.5

4%

Total

31,342100%

44 Other includes: cotton, metal and other plastic packaging with nominal usage representing less than 2% of packaging footprint.
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Human Rights & Suppliers Data
PVH Supplier Numbers, 202245

PVH Suppliers' Social Scorecard Ratings, 2022
Key suppliers

Total suppliers

Level 1

242

1,647

Level 2

268

Total

510

# of Suppliers% of Total

Gold

73

3.8%

1,749

Green

562

29.3%

3,396

Yellow

1,039

54.1%

Gray

131

6.8%

Orange110

5.7%

Women Reached Through PVH Women's Empowerment Programming, 2019 – 2022
2019

2020

2021

2022

Red

0

0.0%

Women reached in FY

3,261

3,319

4,668

16,668

White

5

0.3%

Total reached all time

3,261

6,580

11,24827,916

Suppliers that met or exceeded PVH Code of Conduct standards(Gold, Green, Yellow, Gray ratings)

1,805

94.0%

Suppliers that did not meet minimum PVH Code of Conduct standards(Orange, Red, White ratings)

115

6.0%

# of Suppliers% of Total

Green

0

0.0%

Yellow

585

89.6%

Orange

59

9.0%

Red

2

0.3%

White

7

1.1%

Suppliers that met or exceeded PVH Code of Conduct standards(Green, Yellow ratings)

585

89.6%

Suppliers that did not meet minimum PVH Code of Conduct standards(Orange, Red, White ratings)

68

10.4%

Factories Enrolled in Workplace Cooperation Programming, 2021 – 2022

Factories enrolled

2021

2022

120

213

Workplace Cooperation Trainings at Level 1 Vendors and Suppliers, 2021 – 2022
2021

2022

Trained Key Level 1 vendors

15

41

Trainings led by Level 1 vendors

77

108

PVH Suppliers' Environmental Scorecard Ratings, 2022

45 For more information, including the names and addresses of our suppliers, see PVH Suppliers Disclosure.
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FRAMEWORKS

Emissions | Energy | Materials | Water | Packaging | Human Rights & Suppliers | Workforce

Workforce Data, Global
Associates by Employment Type and Region, 2022

Global Gender Breakdown

Full-timePart-time

Permanent

TemporaryTotal
associates

Africa

26

0

25

1

26

Asia-Pacific

4,836

1,685

6,284

237

6,521

Canada

487

1,781

2,106

162

2,268

Europe

7,419

4,084

10,383

1,120

11,503Latin America

499

3

496

6

502

United States

5,102

5,619

9,760

961

10,721

Total associates

18,36913,172

29,054

2,487

31,541

By Level
FemaleMale

Undeclared

Total

Senior Vice President & Above

63

96

2

161

Vice President

147

157

2

306

Director

572

422

4

998

Manager

2,790

1,672

15

4,477

Individual Contributor

16,2438,004

72

24,319

Temp

752

574

9

1,308

FemaleMale

Undeclared

Total

Office

5,815

3,373

60

9,248

Retail & Warehouse

14,7537,524

44

22,321

FemaleMale

Undeclared

Total

By Work Site
Associates by generation46
Associates% of Total

Born 1928–1945 (Silent Generation)

10

<0.1%

Born 1946–1964 (Baby Boomers)

1,369

4.3%

Born 1965–1980 (Gen X)

5,809

18.4%

Born 1981–1996 (Gen Y & Millennials)

13,054

41.4%

Full–time

11,8116,490

68

18,369Born 1997 or later (Gen Z)

11,291

35.8%

Part–time

8,739

4,397

36

13,172

Undeclared generation

8

<0.1%

Permanent

18,997

9,998

59

29,054

Total

31,541

Temporary

1,553

889

45

2,487

By Employment Type46 Gen Z includes employees who were born from 1997 onwards. Gen Y/Millennials includes employees who were born between 1981 and 1996. Gen X includes employees
who were born between 1965 and 1980. Baby Boomers includes employees who were born between 1946 and 1964. Silent Generation includes employees who were born
between 1928 and 1945.
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Workforce Data, U.S.
U.S. Workforce Race/Ethnicity Breakdown

U.S. Workforce Breakdown by Race/Ethnicity and Gender

By Level

Asian# of Workers% of Total
U.S. Workforce

Two or More Races# of Workers% of Total
U.S. Workforce

Asian

Black

Hispanicor Latino

Two ormore races

White

Other 47

Total

Men

358

3.3%

Men

136

1.3%

SVP & Above

6

6

7

2

73

4

98

Women

557

5.2%

Women

203

1.9%

% of Level

6.1%

6.1%

7.1%

2.0%

74.5%

4.2%

Undeclared gender

3

0.0%

Undeclared gender

1

0.0%

Vice President

23

9

13

2

147

6

Asian workforce

918

8.6%

340

3.2%

% of Level

11.5%

4.5%

6.5%

1.0%

73.5%

3.0%

Two or more races
workforce

Director

75

18

32

11

298

10

% of Level

16.9%

4.1%

7.2%

2.5%

67.1%

2.3%

Manager

214

113

168

39

785

16

% of Level

16.0%

8.5%

12.6%

2.9%

58.8%

1.2%

Individual Contributor

536

1,458

3,056

249

2,185

202

% of Level

7.0%

19.0%

39.8%

3.2%

28.4%

2.6%

Temporary

64

165

389

37

280

23

% of Level

6.7%

17.2%

40.6%

3.9%

29.2%

2.4%

200

444

1,335

7,686

958

Asian

Black

Hispanicor Latino

Other

Office

16.0%

7.2%

10.5%

2.6%

1.9%

61.8%

Retail & Warehouse

6.2%

19.5%

41.8%

3.4%

2.6%

26.5%

47

White

Men

708

6.6%

Men

1,352

12.6%

Women

1,051

9.8%

Women

2,402

22.4%

Undeclared gender

10

0.1%

Undeclared gender

14

0.1%

Black workforce

1,769

16.5%

White workforce

3,768

35.1%

Hispanic or Latino

By Work Site
Two ormore races

Black

White

Other47

Men

1,331

12.4%

Men

110

1.0%

Women

2,324

21.7%

Women

144

1.3%

Undeclared gender

10

0.1%

Undeclared gender

7

0.1%

Hispanic or
Latino workforce

3,665

34.2%

Other workforce

261

2.4%

Total U.S. Workforce

10,72147 Other includes: Native Hawaiian or Pacific Islander, Indigenous or Native American, and Unspecified.
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U.S. Equal Employment Opportunity Data – 2021 EEO-1
Consolidated Report
Employment Data
Not-Hispanic or Latino
Hispanic or Latino

Overall Totals
Male
NativeHawaiianor PacificIslanderFemaleAsian

AmericanIndian or
AlaskanNativeTwo or
more
races

White

Black orAfricanAmericanNativeHawaiianor PacificIslanderAsian

AmericanIndian or
AlaskanNativeTwo ormore
races

Job Categories

Male

FemaleWhite

Black orAfricanAmericanExecutive/SR officials& MGRS

0

0

7

0

0

0

0

0

3

0

0

0

0

0

10

First/Mid officials& MGRS

213

416

548

104

4

123

2

25

1,041

155

3

172

3

52

2905

Professionals

27

63

144

17

0

58

0

5

303

48

1

95

0

10

771

Technicians

0

0

3

0

0

1

0

0

0

0

0

0

0

0

4

Sales workers

690

1,259

348

242

9

109

10

38

710

406

12

187

10

70

4100

Administrative support

26

44

51

18

2

9

0

3

240

55

0

25

2

11

486

Craft workers

0

3

1

1

0

2

0

0

0

1

0

0

0

0

8

Operatives

28

19

185

119

0

0

2

3

87

98

0

0

0

1

542

Laborers & helpers

53

168

86

82

3

13

1

5

123

180

2

28

1

4

749

Service workers

1

6

3

3

0

0

0

0

0

0

0

0

0

0

13

Total

1,038

2,022

1,376

586

18

315

15

79

2,507

943

18

507

16

148

9,588

Previous report total

1,315

2,686

1,724

726

23

384

31

121

3,507

1137

42

670

29

233

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Frameworks

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Sustainability Accounting Standards Board Index
Topic

MetricDiscussion of processes to maintain compliance with restricted substances regulations

Management of Chemicals
in Products

Discussion of processes to assess and manage risks and/or hazards associated withchemicals in products

Percentage of(1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 in compliance with wastewater discharge permits and/or
contractual agreement
Environmental Impacts in the
Supply Chain

Response/Reference
PVH 2022 CR Report > Accelerate Climate Action > Hazardous Chemicals and Microfibers, page 41
PVH Restricted Substance List
PVH Supply Chain Guidelines, "Responsible Chemical Management," pages 105–110
The PVH CR Supply Chain Guidelines require that the quantity and quality of all wastewater comply with
relevant permits.
100% of suppliers are asked to maintain valid wastewater permits to ensure compliance with all applicable laws
and regulations.
We require compliance with the ZDHC wastewater guidelines, which is the prevailing industry standard.
PVH Restricted Substance List

Percentage of(1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 that have completed the Sustainable Apparel Coalition’s Higg
Facility Environmental Module (Higg FEM) assessment or an equivalent environmental
data assessment(1) 98%(2) 99%
PVH 2022 CR Report > Accelerate Climate Action > Environmentally Responsible Sourcing, page 42

Percentage of(1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 that have been audited to a labor code of conduct(1) 81% (2) 94% (3) 89%(3) percentage of total audits conducted by a third-party auditor
Labor Conditions in the
Supply Chain

Priority non-conformance rate and associated corrective action rate for suppliers’ labor code of
conduct audits
Description of the greatest(1) labor and(2) environmental, health, and safety risks in the supply chain

PVH 2022 CR Report > Advance Human Rights > Socially Ethical Sourcing, page 55
PVH 2022 CR Report > Governance > Risk Oversight, Sustainable Business Risk Assessment, page 75
PVH CR Supply Chain Guidelines, pages 55–112
PVH Approach to CR and Human Rights, pages 2–3
PVH Modern Slavery Statement

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Topic

MetricResponse/Reference1) Cotton, wool, viscose, polyester, down

(1) List of priority raw materials; for each priority raw material(2) environmental and/or social factor(s) most likely to threaten sourcing(3) discussion on business risks and/or opportunities associated with environmental and/or social
factors, and
Raw Materials Sourcing(4) management strategy for addressing business risks and opportunities

2) PVH 2022 CR Report > Accelerate Climate Action > Climate Risk, pages 23-26; Environmentally Preferred Materials,
pages 35–38; Environmentally Responsible Sourcing, page 423) PVH 2022 CR Report > Accelerate Climate Action > Climate Risk, pages 23-26
PVH 2022 CR Report > Governance > Climate Risk, page 74
PVH 2022 CR Report > Frameworks > TCFD, pages 92-93
4) PVH 2022 CR Report > Accelerate Climate Action > Climate Risk, pages 23-26

Activity Metric(1) Amount of priority raw materials purchased, by material, and

1) PVH 2022 CR Report > Data Appendix, pages 82(2) amount of each priority raw material that is certified to a third-party environmental and/or social
standard, by standard2) 100% of our environmentally preferred materials are certified by FSC or PEFC (Program for the Endorsementof Forest Certification)

Number of (1) Tier 1 suppliers and(2) suppliers beyond Tier 1(1) 1,647 (2) 268

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Task Force on Climate-related Financial Disclosures Index
Our alignment with industry frameworks and recommendations is key to addressing the evolving
global impacts of climate change on our business and on communities around the world. In linewith the recommendations made by the Task Force on Climate-related Financial Disclosures,
we publicly disclose our standardized environmental data through our response to CDP'squestionnaires (Climate Change and Water Security).

In 2022, we completed a climate risk scenario analysis in line with TCFD recommendations(see pages 24 and 93). The index below maps TCFD prompts to our 2023 CDP Climate Change
questionnaire submission.

TCFD Disclosure

CDP 2023 Climate Change

Governancea) Describe the board’s oversight of climate-related risks and opportunities.

C1.1bb) Describe management’s role in assessing and managing climate-related risks and opportunities.

C1.2, C1.2a

Strategya) Describe the climate-related risks and opportunities the organization has identified over the short-, medium-, and long-term.

C2.1a, C2.3, C2.3a, C2.4, C2.4ab) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning.

C2.3a, C2.4a, C3.1, C3.2a, C3.2b, C3.3, C3.4c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario.

C3.2, C3.2a, C3.2b

Risk Managementa) Describe the organization’s processes for identifying and assessing climate-related risks.

C2.1, C2.2, C2.2a, C2.1a, C2.3, C2.3ab) Describe the organization’s processes for managing climate-related risks.

C2.1, C2.2, C2.3a C2.1ac) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management.

C2.1, C2.2

Metrics and Targetsa) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.

C4.2, C4.2a, C4.2b, C9.1b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.

C6.1, C6.3, C6.5, C6.5ac) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.

C4.1, C4.1a, C4.1b, C4.2, C4.2a, C4.2b

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Climate Risk Scenario Analysis: Identified Risks
Climate Risk Type

Risk

Description

Mitigation Measures

Increased frequency and severity of extreme weather events (e.g.
severe storms, flooding, wildfires, etc.) due to climate change posea risk to PVH's owned and operated facilities. Potential impacts
include facility damages, increased expenditures from repair costs,
technology infrastructure disruption, increased insurance deductibles,
consumer shopping disruption, inventory loss, regional blackouts, andcompromised employee health and wellbeing.

Continue driving progress toward our science-based GHG emissions reduction targets toactively mitigate global temperature increases.

Short-Term (Present–2030) Risks

Acute Physical Risk

Extreme weather impacts (e.g., wind, wildfires,severe storms, and flooding) on retail stores, offices
and warehouses

We estimate a potential cost of USD $37-$39 million to the businessdue to such events.
Extreme weather impacts on ports, logistics or distribution networks
can disrupt PVH's business operations, delay product shipments, andincrease expenditures related to shipment costs.
Acute Physical Risk

Extreme weather impacts on key distribution ports,
logistics and distribution networks

Analysis of both high- and low-carbon scenarios revealed that 100% of
our sampled sites are exposed to at least one acute weather peril from2020–2050, with extreme wind and severe storms expected to impact
80% of sites. By 2030, unmitigated financial risk due to increased
shipping costs and delays could cost the business up to USD$24 million.

Train associates and implement key resources to prepare retail stores for extreme weather
events, while ensuring our business is resilient during store closures.
Grow online shopping offerings and boost e-commerce sales to mitigate the impact ofstore closures.
Maintain strong governance around corporate responsibility strategy and climate
action work, as insurers will use these as proxy measures to assess stability and set
insurance rates.

Continue driving progress toward our science-based GHG emissions reduction targets toactively mitigate global temperature increases.
Partner with peer companies and broader stakeholders to manage risks related to theimpacts of climate change.

Medium-Term (2030–2040) Risks

Transitional Risk

Increased costs from carbon taxes on
GHG emissions

New and evolving climate-related legislation and disclosure
requirements, coupled with new and rising carbon taxes, could
increase both PVH’s direct costs and suppliers’ operational costs.
PVH can estimate financial impact by mapping our business operations
to countries that have implemented, or are scheduled to implement,
carbon pricing initiatives.

Continue driving progress toward our science-based GHG emissions reduction targets to
reduce our vulnerability to carbon pricing initiatives.
Implement continued data improvements and carbon accounting best practices to more
precisely measure progress.
Collaborate with suppliers and industry stakeholders to drive emissions reductions acrossour supplier base.

Opportunity

Description

Realization Measures

Additional long-term contracts and Virtual Power
Purchase Agreement (VPPA) to secure stable
renewable energy sourcing

Renewable energy sourcing presents a significant and strategic
opportunity for PVH in direct operations as we continue to drive
towards our sustainability commitments, reduce emissions andadopt renewable technology. Increased sourcing of renewable energy
can reduce direct costs linked to energy procurement and diminish
exposure to variation in energy costs.

Continued progress against our Forward Fashion target to reach 100% renewable electricity
in owned and operated facilities by 2030.

Opportunities (2030–2040)

Transitional Opportunity

Pursue rapid renewables procurement and reduce our exposure to electricity
price fluctuations.
Continue expansion of long term contracts, VPPAs and on-site renewables to unlock longterm financial benefits.

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Global Reporting Initiative Index
PVH has reported in accordance with the Global Reporting Initiative Standards for the period ofJanuary 31, 2022 through January 29, 2023.

Disclosure Number and Title

2022 Response

GRI 2: General Disclosures (2021)
The organization and its reporting
2-1

Organizational details

2-2

Entities included in the organization’s sustainability reporting

2-3

Reporting period, frequency and contact pointPVH 2023 Form 10-K, page 1
Headquarters location: New York, NY
PVH 2023 Form 10-K, Exhibit 21, page 340
Reporting period: Fiscal year beginning January 31, 2022 and ending January 29, 2023. If any data points are reported as other than fiscal year, thisis noted.
Reporting frequency: Annual
Contact point: cr@pvh.com

2-4

Restatements of information

No restatements have been made.

2-5

External assurance

We have not obtained external assurance for this report.

Activities and workers

2-6

Activities, value chain and other business relationships

2-7

Employees

2-8Workers who are not employees

PVH 2023 Form 10-K, pages 1–14
PVH 2022 CR Report > Advance Human Rights, pages 46-55
PVH 2023 Form 10-K, page 13
PVH 2022 CR Report > Our Associates, page 62-66
PVH 2023 Form 10-K, page 13
Approximately 12,000 associates were employed on a part-time basis.

Governance
2-9

Governance structure and composition

2-10

Nomination and selection of the highest governance body

PVH 2022 CR Report > Governance > Board of Directors, page 72
PVH 2023 Proxy Statement > "Director Election," pages 6, 12; "Board Diversity Matrix," page 24; "Committees," pages 27–28

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Disclosure Number and Title

2022 Response
PVH 2022 CR Report > Governance > Board of Directors, page 72

2-11

Chair of the highest governance body

2-12

Role of the highest governance body in overseeing themanagement of impacts

2-13

Delegation of responsibility for managing impacts

2-14Role of the highest governance body in sustainability reporting

PVH 2023 Proxy Statement > "Corporate Governance," page 9, "Risk Oversight," page 20, "Values, Governance, Human Capital Resources andCorporate Responsibility," page 31–32
PVH 2022 CR Report > Governance > Board of Directors, page 72
PVH 2023 Proxy Statement > "Executive Compensation Highlights," "Governance Highlights" pages 9–10, "Directors Not Standing for ReElection" page 18, "Corporate Governance," page 19, "Risk Oversight," page 20, "Values, Governance, Human Capital Resources andCorporate Responsibility," page 31
PVH 2022 CR Report > Governance > Board of Directors, page 72
PVH 2023 Proxy Statement > "Values, Governance, Human Capital Resources and Corporate Responsibility," pages 31–32
PVH Corporate Responsibility Committee of the Board of Directors Charter
PVH Corporate Responsibility Governance & Stakeholder Engagement, page 1
PVH 2023 Proxy Statement > "Transactions with Related Persons," page 30

2-15

Conflicts of interest

PVH Audit & Risk Management Committee of the Board of Directors Charter > "Functions," and "Other"
PVH Code of Business Conduct & Ethics

2-16

Communication of critical concerns“Critical concerns” are reported to the board by Legal, Compliance, Corporate Responsibility, Information Security, and other teams during
regular meetings or more often as necessary. We do not track the total number of “critical concerns” communicated during reporting periods.

2-17Collective knowledge of the highest governance body

PVH 2023 Proxy Statement "Ongoing Director Education," page 25

2-18

Evaluation of the performance of the highest governance body

PVH 2023 Proxy Statement, "Board, Committee, and Director Evaluations," page 21
PVH 2023 Proxy Statement > "Board of Directors," pages 34–36, "Executives," pages 37–86

2-19

Remuneration policies

PVH Nominating, Governance & Management Development Committee of the Board of Directors Charter
Compensation Committee of the Board of Directors Charter
PVH 2023 Proxy Statement, pages 39–86

2-20

Process to determine remuneration

PVH Nominating, Governance & Management Development Committee of the Board of Directors Charter
Compensation Committee of the Board of Directors Charter

2-21

Annual total compensation ratio

PVH 2023 Proxy Statement, page 82

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Disclosure Number and Title

2022 Response

Strategy, policies and practices
PVH 2022 CR Report > About > A Note from Our CSO, page 7; Forward Fashion Targets, pages 11-12
2-22Statement on sustainable development strategy

PVH 2022 CR Report > Accelerate Climate Action, pages 22-45
PVH 2022 CR Report > Advance Human Rights, pages 46-55
PVH 2022 CR Report > Governance > Stakeholder Engagement, page 73; Risk Oversight, page 74

2-23

Policy commitments

2-24

Embedding policy commitments

PVH 2022 CR Report > Governance, pages 70-77

PVH 2022 CR Report > Accelerate Climate Action, pages 22-45
2-25

Processes to remediate negative impacts

PVH 2022 CR Report > Advance Human Rights, pages 46-55;
PVH 2022 CR Report > Frameworks > United Nations Guiding Principles, pages 109-110
PVH 2022 CR Report > Human Rights in the Supply Chain, pages 53–54

2-26

Mechanisms for seeking advice and raising concerns

Corporate Responsibility Governance & Stakeholder Engagement
Code of Business Conduct & Ethics

2-27

Compliance with laws and regulations

PVH 2023 Proxy Statement > "Values, Governance, Human Capital Resources and Corporate Responsibility," pages 31–33

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Disclosure Number and Title

2-28

2022 Response

Membership associations

PVH representation:• The Fashion Pact: PVH CSO sits on the Steering Committee• International Accord for Health and Safety in the Textile and Garment Industry: PVH CR SVP sits on the Steering Committee• ILO Better Work: PVH CSO sits on the Advisory Committee for Better Work representing North American brands, founding brand ofBetter Work Academy• Responsible Labor Initiative: PVH CR Senior Director is on the Steering Committee• AAFA: Environmental and Social Responsibility Committee• ACT: Working groups focused on Purchasing Practices Communications, and Accountability & Transparency• AFIRM: Four committees: Training, RSL, Public Policy, and Compliance• Apparel Impact Institute: Founding brand• Better Buying• Better Than Cash Alliance• Canopy• CDP• CEO Water Mandate: Apparel Industry working initiative• Cradle to Cradle• Ellen MacArthur Foundation• Empower@Work• Fashion for Good
• GIZ’s International Water Stewardship Programme• IndustriALL• Industry Summit• Microfibre Consortium• OECD Organisation for Economic Co-operation and Development• P.A.C.E. Program• RE100• Resilience Fund for Women in Global Value Chains• Sustainable Apparel Coalition: Steering Teams for Brand Module 3.0 and Facility Advisory Council, part of other working groups andtask teams, including transparency working group and European Policy working group• SBTi• SLCP: Signatory member, Technical Advisory Committee, and other working groups• Textile Exchange: Working groups for Responsible Down Standard, Responsible Wool Standard and Responsible Leather Stakeholder group• USAID• We are Still In: Climate Action Commitment• WWF• UNGC Target Gender Equality Initiative: patron members• UN Generation Equality Forum: Action Coalition memberships: 1) Economic Justice and Rights, 2) Bodily Autonomy and Sexualand Reproductive Health and Rights, and 3) Gender-Based Violence

Stakeholder engagement

2-29

Approach to stakeholder engagement

2-30

Collective bargaining agreements

PVH Corporate Responsibility Governance & Stakeholder Engagement
PVH 2023 Proxy Statement > "Values, Governance, Human Capital Resources and Corporate Responsibility," pages 31–33
PVH 2023 Form 10-K, page 13

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2022 Response

GRI 3: Material Topics 2021
3-1 – 3-3

Material topics

PVH 2022 CR Report > Governance > Stakeholder Engagement, page 73

GRI 200: Economic
GRI 201: Economic Performance
PVH 2023 Proxy Statement > “Values, Governance, Human Capital Resources and Corporate Responsibility,” pages 31-33

3-3Management of material topics

201-1

Direct economic value generated and distributed

PVH 2023 Proxy Statement, pages 33, F-2, F-4, F-5, and F-31

201-2

Financial implications and other risks and opportunities due toclimate change

PVH 2023 Form 10-K > "Risk Factors" pages 16–29

201-3

Defined benefit plan obligations and other retirement plans

PVH 2023 Form 10-K > "Retirement and Benefit Plans," pages F-40–F-45

201-4

Financial assistance received from government

The amount of government assistance recorded in the Company’s consolidated financial statements as of and for the year ended January 29,
2023 was immaterial.

PVH 2022 CR Report > Governance > Climate Risk, page 74

PVH 2022 CR Report > Governance > Climate Risk, page 74

GRI 205: Anti-corruption
We understand the importance of implementing strong policies and procedures around bribery and anti-corruption, and as such we havesystems in place to train associates on ways to identify and report potential cases of bribery and/or corruption. Legal and Compliance
personnel also conduct ongoing risk assessments.
3-3

205-1

205-2

Management of material topics

Operations assessed for risks related to corruption

Communication and training about anti-corruption policies and procedures

We strive to ensure that all of our policies and procedures reflect our commitment to upholding the highest moral, ethical and legal standards
in everything we do. In order to help our associates understand our policies and procedures, we require mandatory in-person and online
compliance training in local languages. To measure effectiveness, internal and external auditors conduct periodic reviews of our anti-corruption
program at the global, regional, country and business unit levels. Our policy development and distribution, training and assessments arereported to our key stakeholders. We engage senior management, Legal, Audit, HR, Corporate Responsibility and key business leaders in every
geographical area in which we do business to assist with the dissemination and socialization of our program, policies and procedures.
All of our Board members and associates in our corporate offices and stores in every region in which we operate are required to complete anannual training (PVH Complies). The virtual training covers anti-corruption and anti-bribery policies in detail. Store associates are required toread and sign our anti-corruption policy. Additionally, we send communications to all corporate associates about our anti-corruption policies
annually, as well as a communication regarding International Anti-Corruption Day.
We require that all PVH associates, as well as PVH Board members, participate in PVH Complies, our compliance training program consistingof online courses on key topics that include our Code of Business Conduct and Ethics, anti-bribery and anti-corruption policies and legislation,
insider trading and conflicts of interest.
For more information see our Code of Business Conduct and Ethics.

205-3

Confirmed incidents of corruption and actions taken

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

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Disclosure Number and Title

2022 Response

GRI 300: Environmental
GRI 301: Materials
3-3Management of material topics

PVH 2022 CR Report > Accelerate Climate Action > Environmentally Preferred Materials > Circularity, pages 32-34

301-1

Materials used by weight or volume

PVH 2022 CR Report > Data Appendix > Materials Data, page 82

301-2

Recycled input materials used

PVH 2022 CR Report > Accelerate Climate Action > Environmentally Preferred Materials, pages 35-38; Data Appendix > Materials Data, page 82

301-3

Reclaimed products and their packaging materials

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

GRI 302: Energy
PVH 2022 CR Report > Accelerate Climate Action > Greenhouse Gas Emissions, pages 27-31
3-3Management of material topics

PVH Environment Policy
2023 CDP Climate Change

302-1

Energy consumption within the organization

2023 CDP Climate Change > C8

302-2

Energy consumption outside of the organization

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

302-3

Energy intensity

0.0027 metric tons of CO2 per square foot of PVH-leased/owned space
1.53 metric rons of CO2 per full-time associate
0.000005 metric ons of CO2 per USD of revenue
302-4

Reduction of energy consumption

2023 CDP Climate Change > C8

302-5

Reductions in energy requirements of products and services

2023 CDP Climate Change > C4.5

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Disclosure Number and Title

2022 Response

GRI 303: Water and Effluents
PVH 2022 CR Report > Accelerate Climate Action > Hazardous Chemicals & Microfibers page 41; Water, pages 39-40
3-3Management of material topics

PVH Restricted Substance List
2023 CDP Water Security

303-1

Interactions with water as a shared resource

PVH has developed comprehensive guidelines for our supply chain partners. The guidance includes expectations for proper management ofwater and wastewater. Suppliers are expected to provide verified Higg FEM assessments and to evaluate water-related impacts and treatmentof wastewater. PVH concluded a water risk assessment in 2022 to determine water risk throughout our global supply chain. Results of thisassessment help to inform future water strategies.
PVH CR Supply Chain Guidelines, pages 102–110

303-2

Management of water discharge-related impacts

PVH has developed comprehensive guidelines for our supply chain partners. Guidance includes expectations for proper management ofwater and wastewater. Suppliers are expected to provide verified Higg FEM assessments, evaluating water-related impacts and treatment ofwastewater. Wet processors are required to adhere to the Zero Discharge of Hazardous Chemicals (ZDHC) Wastewater Guidelines.
PVH 2022 CR Report > Accelerate Climate Action > Hazardous Chemicals and Microfibers, page 41
PVH CR Supply Chain Guidelines, pages 102–110

303-3 – 303-5

Water metrics

PVH 2022 CR Report > Accelerate Climate Action > Water, pages 39-40; Data Appendix > Water Data, page 83
PVH does not collect data on water withdrawal and discharge.

GRI 304: Biodiversity

3-3Management of material topics

PVH acknowledges the apparel industry’s contribution to biodiversity loss and recognizes it as fundamentally linked to our climate action
strategy. We are committed to setting Science-Based Targets for Nature aligned with the AR³T Framework and are in the process of conducting
a value chain assessment. By identifying our most significant impacts and dependencies on nature across our key geographies, we will havethe data to better establish measurable targets to mitigate our environmental impact.

304-1 – 304-4

Biodiversity metrics

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

GRI 305: Emissions
PVH 2022 CR Report > Accelerate Climate Action > Greenhouse Gas Emissions, pages 27-31
3-3Management of material topics

PVH Environment Policy
2023 CDP Climate Change

305-1

Direct (Scope 1) GHG emissions

305-2

Energy indirect (Scope 2) GHG emissions

305-3

Other indirect (Scope 3) GHG emissions

305-4

GHG emissions intensity

PVH 2022 CR Report > Accelerate Climate Action > Greenhouse Gas Emissions, pages 27-31
2023 CDP Climate Change > C6.5

2023 CDP Climate Change > C6.10

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Disclosure Number and Title

2022 Response

305-5

Reduction of GHG emissions

a. 16,863 metric tons of CO2e reduced (Scope 1 & Scope 2)
b. Scope 1: CO2, CH4, N2O, HFC 134a, R-404A, R-410A, HCFC-22
Scope 2: CO2, CH4, N2O
c. 2017 Baseline year, as defined in our current Science-Based Target.
d. Scopes 1, 2 and 3e. 2023 CDP Climate Change > C6.5

305-6 – 305-7

Emissions of ODS, NOX, SOX, and other significant air emissions

Omission reason: this information is not material to PVH.

3-3

Management of material topics

PVH 2022 CR Report > Accelerate Climate Action > Circularity, pages 32-34; Waste, page 43; Packaging, pages 44-45

306-1 – 306-5

Waste metrics

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

Management of material topics

PVH 2022 CR Report > Accelerate Climate Action > Environmentally Responsible Sourcing, page 42

GRI 306: Waste

GRI 308: Supplier Environmental
Assessment
3-3

308-1 – 308-2

New suppliers that were screened using environmental criteria
Negative environmental impacts in the supply chain and actions taken

PVH Environment Policy
PVH CR Supply Chain Guidelines

GRI 400: Social
GRI 401: Employment
3-3Management of material topics

PVH 2022 CR Report > Our Associates, page 63

401-1

New employee hires and employee turnover

New hires: 20,898
Turnover: 6,529

401-2

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

Associates working 30+ hours per week are eligible for life insurance, healthcare, disability insurance,
accidental death and dismemberment insurance, dental coverage, well-being programs and more. Parttime associates working 500+ hours per year are eligible for the retirement program.

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Disclosure Number and Title

2022 Response
Parental leave

401-3

Number of female employees that were entitled to parental leave

6,681

Number of male employees that were entitled to parental leave

3,995

Number of undeclared gender employees that were entitled to parental leave

45

Number of employees that were entitled to parental leave

10,721

Number of female employees that took parental leave

81

Number of male employees that took parental leave

30

Number employees that took parental leave

111

Number of female employees that returned to work after parental leave ended

47

Number of male employees that returned to work after parental leave ended

25

Number employees that returned to work after parental leave ended

72

Return to work rate for female employees that took parental leave

58.0%

Return to work rate for male employees that took parental leave

83.3%

Average return to work rate across all employees

64.9%

GRI 403: Occupational Health & Safety
3-3Management of material topics

403-1

Occupational health and safety management system

We work to provide our associates with safe working environments, as well as initiatives and benefits that promote health and well-being andfoster a positive work-life balance. In our warehouses and distribution centers, our management approach involves providing site and divisionsafety leadership, ensuring facility and division compliance with corporate safety standards, implementing safety directives, continuously
improving safety performance, and ensuring safety policies and procedures are aligned with governmental regulations. Retail store operations
regularly walk the stores for risk identification and potential hazards. To measure effectiveness, we perform safety audits and inspect facilities,
machinery and safety equipment to identify and correct potential hazards and to ensure safety regulation compliance. We also conduct
ergonomic evaluations of job functions and provide recommendations on methods and techniques. We investigate industrial accidents, nearmiss incidents and occupational injuries to determine causes, install preventive measures and manage return-to-work activities. We set
internal targets and objectives in relation to the above management approach. We also provide for the safety of associates through a business
continuity program, which involves associate preparedness, local site preparations, crisis management and business recovery.
In the supply chain, our Forward Fashion target focused on safe workplaces aims to ensure that 100% of our suppliers will promote andmaintain safe and healthy work environments by 2023.
PVH 2022 CR Report > Advance Human Rights > Safe Workplaces, page 50

403-2

Hazard identification, risk assessment, and incident investigation

Hazards and potential risks are identified and reported to safety committees and the Risk Management team for resolution. Guidance is thenprovided to address the specific situation as well as additional evaluation of wider-ranging exposure in other areas. Trend analysis is completed
on losses to identify trending and emerging risks.

403-3

Occupational health services

In the US, OSHA logs are posted in compliance with national OSHA regulation. Additional information is available upon request in accordancewith safety protocols.

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Disclosure Number and Title

2022 Response

403-4

Worker participation, consultation, and communication on occupational
health and safety

403-5

Worker training on occupational health and safety

403-6

Promotion of worker health403-7

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

403-8

Workers covered by an occupational health and safety
management system

403-9Work-related injuries

Our warehouses and distribution centers have Safety Committees composed of representatives from multiple departments. Facilities withmultiple shifts have committee meetings on each shift and meet at least once per quarter. They represent all associates in their respective
areas, inclusive of the entire workforce, and ensure that workers are properly trained in health and safety procedures.
PVH facilitates access to non-occupational medical and healthcare services in a number of ways, including direct communication; access to a
portal, Health Advocate benefit services; benefit fairs and more. Voluntary health promotions services and programs are offered through ourwell-being program, "You Matter", with incentives for healthy behaviors, care management programs, "Virgin Pulse" well-being portal and more.

All PVH associates and third-party vendors are required to follow PVH safety guidelines while at any PVH location.

403-10Work-related ill health

OH&S claims reported: 0
Total fatalities: 0
Total lost days due to sickness or injury: 2,714
Total cases of recordable work-related ill health: 161*
Record/report only claims: 218
Indemnity claims: 68
Repetitive motion claims: 1
This data applies only to our U.S. Workforce. *A distinction is not made in the recording of work-related injury vs. work-related illness.

GRI 404: Training and Education
3-3Management of material topics

PVH 2022 CR Report > Our Associates > Talent Development, page 64

404-1

Average hours of training per year per employee

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

404-2

Programs for upgrading employee skills and transition
assistance programs

PVH U offers development programs in leadership, functional, business and systems training. The offerings are a combination of instructor-led
and asynchronous virtual programs. To deliver PVH U, we partner with external content providers such as LinkedIn Learning, Open Sesame,
eCornell, Franklin Covey, Josh Bersin and Coursera to provide a comprehensive suite of online courses. PVH partners with Lee Hecht Harrison
to provide career transition services for associates globally, which includes access to career coaches, online job portals, skills assessments
and skill-building workshops, resume development and personal branding and marketing.

404-3

Percentage of employees receiving regular performance and careerdevelopment reviews

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

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2022 Response

GRI 405: Diversity and Equal Opportunity
3-3Management of material topics

PVH 2022 CR Report > Champion Inclusion & Diversity, pages 56-61
PVH 2022 CR Report > Champion Inclusion & Diversity, pages 56-61

405-1

Diversity of governance bodies and employees

PVH 2022 CR Report > Governance > Board of Directors, page 72
PVH 2022 CR Report > Data Appendix > Workforce Data, pages 86-87
PVH 2023 Proxy Statement > "Diversity," page 24

405-2

Ratio of basic salary and remuneration of women to men

PVH recently completed a global assessment and analysis of remuneration by gender and will disclose our findings, as well as actions taken toaddress pay gaps, in the next CR Report.
See our UK Gender Pay Gap report for information about remuneration specific to the UK.

GRI 406: Non-discrimination

3-3Management of material topics

PVH has a formalized process for reviewing associates’ pay, enabled by our global HR systems, data and analytics and our governance model.
We closely monitor compensation actions, including our annual merit review, to ensure alignment with our equitable pay philosophy. In addition
to unconscious bias training, we offer comprehensive compensation modules through PVH U to ensure our managers are equipped to make fairand equitable compensation decisions. Discrimination is prohibited by our Code of Conduct, and its prevention is an integral part of our Human
Rights program. It is measured via our assessment tool and included in every assessment.

406-1

Incidents of discrimination and corrective actions taken

Omission reason: Confidentiality constraints.

GRI 407: Freedom of Association and Collective Bargaining

3-3Management of material topics

In the supply chain, we require our suppliers to support workers’ rights to freedom of association (FOA) through our Code of Conduct
Compliance is measured via specific indicators in our assessment tool and verified via our Human Rights program. Any deliberate attempt toprohibit workers from exercising their rights to freedom of association or collective bargaining is given zero tolerance, with potential to result insuspension of the business relationship.
We also promote FOA through Corrective Action Plan remediation and training activities, or when challenges arise within worker-management
relationships. When challenges arise between workers and managers, the issue is escalated to our CR leadership. Subsequent interventions
may involve collaborating with third parties and partners in civil society.

Operations and suppliers in which the right to freedom of association andcollective bargaining may be at risk

A Shared Commitment, PVH’s Code of Conduct (CoC), includes FOA/collective bargaining agreements and covers all suppliers. All suppliers
undergo labor and human rights assessments against the CoC.

3-3

Management of material topics

Preventing child labor is a requirement of our CoC, and is an integral part of our Human Rights program. Child labor information is collected
via our assessment tool and included in every assessment. Note: This data does not include Better Work, ABVTEX facilities or ‘Gray’ suppliers,
meaning those suppliers that are authorized for production that fall under a de minimis or other exemption category, and may undergo a selfassessment, short-form assessment or rating equivalency.

408-1

Operations and suppliers at significant risk for incidents of child labor

The PVH CoC includes child labor restrictions and covers all suppliers. All suppliers undergo labor and human rights assessments against the CoC.

407-1
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Disclosure Number and Title

2022 Response

GRI 409: Forced or Compulsory Labor
3-3

Management of material topics

PVH CR Supply Chain Guidelines
The PVH CoC includes forced or compulsory labor and covers all suppliers. All suppliers undergo labor and human rights assessments
against the CoC.

409-1

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

By working with a third-party partner, we developed a list of high-risk jurisdictions for migrant labor issues leveraging public domain indexes
and PVH supply chain data. We have identified 12 high-risk jurisdictions for migrant labor issues for PVH: Thailand, Taiwan, Mauritius, Bahrain,
Japan, Malaysia, Italy, South Korea, Egypt, Jordan, Vietnam and Cambodia.
In 2020, PVH launched Recruit Ethically training for our suppliers in 12 high-risk jurisdictions. The training sessions focus on the key elements of
PVH’s Migrant Worker Policy, including our “no fees” requirement, and the development of management systems, labor agent due diligence and fee
remediation. Additionally, attendees were provided with information on best practices for addressing COVID-19 impacts on migrant workers.
Refer to PVH Modern Slavery Statement for more details regarding PVH’s approach on evaluating, monitoring and addressing forced labor risks
in our operations and supply chain.
For more details, see PVH 2022 CR Report > Advance Human Rights > Ethical Recruitment, page 52

GRI 410: Security Practices
3-3Management of material topics

PVH CR Supply Chain Guidelines, pages 4, 50, 52, 54, and 130

410-1

Security personnel trained in human rights policies or procedures

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

3-3Management of material topics

PVH 2022 CR Report > Community, pages 67-69

413-1

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

Local community engagement activities exist in all major office locations. We do not report on the percentage of our operations implementing
community engagement activities, but rather a selection of the projects that take place throughout the year.

413-2

Operations with significant actual and potential negative impacts
on local communities

While we know that our operations may have potentially negative impacts, The PVH Foundation is committed to making a positive impact in thecommunities where we live and work.

Management of material topics

PVH 2022 CR Report > Advance Human Rights > Socially Ethical Sourcing, page 55

414-1

New suppliers that were screened using social criteria

PVH conducts pre-sourcing assessments at all Level 1 and key Level 2 factories before they are allowed to produce product for PVH. We also
conduct regular audits once production begins, work closely with factories to remediate any identified deficiencies and, when necessary,
terminate supplier factories that fail to comply with our policies, procedures or guidelines. We do not conduct onboarding assessments forLevel 2 suppliers, but we do track their performance through annual assessments.

414-2

Negative social impacts in the supply chain and actions taken

PVH 2022 CR Report > Advance Human Rights > Socially Ethical Sourcing, page 55

GRI 413: Local Communities

GRI 414: Supplier Social Assessment
3-3

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2022 Response

GRI 415: Public Policy
3-3Management of material topics

PVH 2023 Proxy Statement > "Political & Lobbying Activities," page 33

415-1

Political contributions

Omission reason: PVH does not disclose this information.

3-3Management of material topics

PVH labels its products with legally required information about material composition.

417-1

Requirements for product and service information and labeling

417-2

Incidents of non-compliance concerning product and service informationand labeling

417-3

Incidents of non-complianceconcerning marketing communications

GRI 417: Marketing & Labeling

Omission reason: PVH does not disclose this information.

GRI 418: Customer Privacy
3-3Management of material topics

PVH 2022 CR Report > Governance, page 77

418-1

Substantiated complaints concerning breaches of customer privacy andlosses of customer data

Omission reason: PVH does not disclose this information.

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United Nations Global Compact Principles Index
The Ten Principles of the United Nations Global Compact are derived from the Universal
Declaration of Human Rights, the ILO's Declaration on Fundamental Principles and Rights at
Work, the Rio Declaration on Environment and Development and the United Nations Convention
against Corruption. By incorporating the Ten Principles into our strategies, policies andprocedures, we aim to uphold our responsibilities to people and the planet.

A Shared Commitment
1. Support and respect protection ofinternationally proclaimed human rights

PVH Code of Business Conduct and Ethics

PVH Statement of Corporate Responsibility
Our Approach to CR and Human Rights
PVH CR Supply Chain Guidelines

A Shared Commitment
6. Eliminate discrimination in employment
and occupation

PVH Conflict Minerals Policy
2. Make sure business is not complicit inhuman rights abuses

3. Uphold freedom of association andthe effective recognition of the right tocollective bargaining

PVH 2022 CR Report > Governance > Stakeholder Engagement, page 73
PVH Living Wage Strategy
PVH 2023 Form 10-K

7. Support a precautionary approach toenvironmental challenge
A Shared Commitment

PVH 2022 CR Report > Advance Human Rights > Worker Voices, page 49;
Living Wages, page 51

A Shared Commitment

PVH Environment Policy
8. Undertake initiatives to promote
greater environmental responsibility

PVH CR Supply Chain Guidelines
PVH CR Governance and Stakeholder Engagement
PVH 2022 CR Report > Advance Human Rights > Ethical Recruitment, page 52;
Socially Ethical Sourcing, page 55

PVH Forest Protection Policy
PVH Animal Welfare Policy
PVH Restricted Substance List

PVH Statement of Corporate Responsibility

PVH PFAS Policy

Our Approach to CR and Human Rights
5. Support effective abolition ofchild labor

PVH Inclusion & Diversity Commitments
State of Diversity, Equity & Inclusion in Fashion(co-authored with CFDA)PVH 2022 CR Report > Advance Human Rights, page 46

PVH Modern Slavery Statement
4. Support elimination of all formsof forced and compulsory labor

PVH Statement of Corporate Responsibility

9. Encourage the development
and diffusion of environmentallyfriendly technologies

10. Work against all forms of corruption,
including extortion and bribery

PVH 2022 CR Report > Accelerate Climate Action, page 22

PVH Code of Business Conduct and Ethics, Anti-Bribery statement
PVH CR Supply Chain Guidelines, page 36
PVH 2022 CR Report > Governance, page 70

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United Nations Guiding Principles Index
PVH’s approach to human rights is based on the UN Guiding Principles on Business and Human
Rights. We recognize the responsibility our organization has to respect these Guiding Principles
and have outlined the ways in which our work directly maps to them in order to prevent, address
and mitigate human rights abuses within our business operations and across our industry.

UN Guiding Principles
Defining the Focus of Reporting

B1

Statement of salient issues: State the salient human rights issues
associated with the company’s activities and business relationships during
the reporting period.

2021 Sustainable Business Risk Assessment (SBRA) Salient Issues:• Human Rights: Wages & Severance, Freedom of Association & Collective Bargaining, Gender-Based Violence & Harassment, Working
Hours, Forced Labor

B2

Determination of salient issues: Describe how the salient human rights
issues were determined, including any input from stakeholders.

B3

Choice of focal geographies: If reporting on the salient humanrights issues focuses on particular geographies, explain how thatchoice was made.

Geographic risk analysis was conducted as part of the SBRA process by primarily leveraging the country risk data provided by a third party andsupplementing with country information from other corporate responsibility (CR) data sources. High-risk jurisdictions are identified for eachsalient issue. Additionally, PVH Corp. prohibits or restricts business activities in jurisdictions that pose legal, compliance, human rights or otherrisks to our company or undermine our commitment to CR.

B4

Additional severe impacts: Identify any severe impacts on human rightsthat occurred or were still being addressed during the reporting period, butwhich fall outside of the salient human rights issues, and explain how they
have been addressed.

Any adverse impacts that fall outside of the salient issues and are brought to PVH’s attention are handled through a thorough issues
management process. This includes a team dedicated to addressing and resolving environmental and human rights issues that are raised via
various avenues, including issues raised by workers, labor unions, non-governmental organizations (NGOs), media, investors, suppliers, etc.
All inquiries are followed up on by the dedicated team until closure.

• PVH 2022 CR Report > Governance > Risk Oversight, page 75

Management of Salient Human Rights Issues - Specific Policies

C1

Does the company have any specific policies that address its salient
human rights issues and, if so, what are they?

Specific policies on addressing salient human rights issues are as listed below:• PVH CR Supply Chain Guidelines• PVH Our Approach to CR and Human Rights• PVH CR Governance and Stakeholder Engagement• PVH A Shared Commitment

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SASB | TCFD | GRI | UNGC | UNGP | UN SDGs

UN Guiding Principles

C2

How does the company identify which stakeholders to engage with inrelation to each salient issue, and when and how to do so?

We are committed to engaging with relevant and affected stakeholders and their legitimate representatives on an ongoing basis. We actively
worked with our stakeholders in the development and design of our Forward Fashion strategy, and continue to do so as we further develop,
monitor and amend our approach to human rights and develop our CR program. We proactively solicit representatives from our business
partners, multi-stakeholder associations, NGOs, intergovernmental organizations, worker representatives, governments and our peers for input,
counsel and ongoing partnerships. We always communicate openly and seek out their interests, concerns and suggestions. We appreciate that
our continuous engagement helps us gain valuable insights that enable the strengthening and evolution of our program for greater impact, andare always looking for new and better ways to engage to ensure that we leverage their diverse perspectives and expertise.
CR Governance and Stakeholder Engagement
Living Wage Strategy
PVH Modern Slavery Statement
Materiality Assessment
PVH’s SBRA process is conducted on an annual basis or when major business decisions or changes are anticipated.
In addition, PVH conducts presourcing assessments at all Level 1 factories before they are allowed to produce any products for us.
We also conduct presourcing assessments at certain key Level 2 factories. In addition, we conduct regular audits at all Level 1 andkey Level 2 factories once production begins, work closely with factories to remediate any identified deficiencies and, when necessary,
terminate supplier factories that fail to comply with our policies, procedures or guidelines. Audits are conducted by reputable third-party
auditors, typically every 12 to 24 months. Several factors, including the results of the previous audit, dictate audit frequency.

C3

How does the company identify any changes in the nature of each salient
human rights issue over time?

C4

How does the company integrate its findings about each salient humanrights issue into its decision-making processes and actions?

The SBRA report and the list of salient issues are reviewed by subject matter experts in charge of various CR programs and areleveraged to improve programming and strategic planning. In addition, we plan to integrate the findings of SBRA into the annual
outcome-setting process for PVH CR, as well as in regular strategic meetings.

C5

How does the company know if its efforts to address each salient humanrights issue are effective in practice?

PVH 2022 CR Report > Advance Human Rights > Supplier Assessments, pages 53–54
When an adverse impact is brought to PVH’s attention, it is handled through our thorough issues-management process, with a team dedicatedto addressing and resolving environmental and human rights issues that are raised via various channels. These include issues raised byworkers, labor unions, NGOs, media, investors, suppliers, etc. All inquiries are followed up on by the dedicated team until reaching closure.

C6

How does the company enable effective remedy if people are harmed by
its actions or decisions in relation to a salient human rights issue?

In addition, PVH’s CR Assessment program encourages our business partners to assume greater responsibility for their labor
practices and general compliance around employment and worker issues by providing the opportunity for suppliers to remediate
most identified issues. We believe that remediation best serves the interests of workers by enabling the supplier to develop safe,
compliant and respectful workplaces. We engage factory managers in an open discussion on the findings, exploring root causes and supportingthem in developing corrective action plans. In addition, we meet with our suppliers between audits to review their progress in implementing
remediation activities and to provide further guidance. Continuous engagement with suppliers on their progress in addressing human rights
risks helps us ensure the effectiveness of our program.

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United Nations Sustainable Development Goals Index
Forward Fashion is strategically aligned with the United Nations Sustainable Development Goals
to ensure we are supporting efforts to scale global solutions and helping us all to move towarda cleaner, more just and healthy future. We consider the SDGs critical markers in defining ourambitions and targets.

Goal

PVH Material Topic

Most Relevant
Targets

Examples of Impact
See PVH 2022 CR Report:

Living Wages in the Supply Chain

1.3

Living Wages

Health and Safety

3.9

Environmentally Responsible Sourcing
Hazardous Chemicals and Microfibers
Safe Workplaces

Talent Management

4.3
4.4

Women's Empowerment
Talent Development

Inclusion & Diversity
Human Rights in the Supply Chain
Living Wages in the Supply Chain

5.1
5.5
5.B

Women's Empowerment
Inclusion & Diversity

Water
Chemicals Management

6.3
6.4
6.5

Hazardous Chemicals and Microfibers
Water Action

Energy & Emissions Management

7.2
7.3

Greenhouse Gas Emissions

Talent Management
Inclusion & Diversity
Responsible Sourcing

8.2
8.5

Advance Human Rights
Talent Development
Inclusion & Diversity

Inclusion & Diversity
Living Wages in the Supply Chain
Human Rights in the Supply Chain
Traceability
Responsible Sourcing

10.2
10.4

Women's Empowerment
Inclusion & Diversity

Goal

PVH Material Topic

Most Relevant
Targets

Examples of Impact
See PVH 2022 CR Report:

Circularity
Traceability
Sustainable Materials
Chemicals Management
Waste Management
Responsible Sourcing

12.2
12.4
12.5

Environmentally Preferred Materials
Waste
Circularity
Environmentally Responsible Sourcing
Hazardous Chemicals and Microfibers

Climate Change Resilience
Energy and Emissions
Management

13.2

Greenhouse Gas Emissions
Task Force on Climate-related Financial
Disclosures Index

Circularity
Biodiversity
Responsible Sourcing

15.1
15.5

Environmentally Preferred Materials
Circularity
Environmentally Responsible Sourcing

Business Ethics and Integrity
Human Rights in the Supply Chain
Traceability

16.5
16.6

Ethical Recruitment
Living Wages
Socially Ethical Sourcing

Advocacy
Community Investment
Inclusion & Diversity
Circularity
Chemicals Management
Sustainable Materials
Responsible Sourcing
Human Rights in the Supply Chain
Living Wages in the Supply Chain
Traceability
Water
Biodiversity

17.5
17.8
17.B
17.G
17.H
17.I

Our Partners and throughout report

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