CORPORATE RESPONSIBILITY REPORT
2021

P.2

Contents
About
p. 3
p. 5
p. 6
p. 9
p. 11
p. 12
p. 19

2021 Honors
About This Report
About PVH
Forward Fashion
Our Commitments
Statements of Support
Our Partners

Environment
p. 23
p. 24
p. 27
p. 29
p. 32
p. 33
p. 34
p. 35

Environmental Commitments
Sustainable Materials
Circularity
Carbon Emissions
Waste & Packaging
Environmentally Ethical Sourcing
Hazardous Chemicals & Microfibers
Water Action

Human Rights in the
Supply Chain
p. 38
p. 39
p. 40
p. 41
p. 42
p. 43
p. 45

Supply Chain Commitments
Worker Representation
Living Wages
Safe Workplaces
Ethical Recruitment
Socially Ethical Sourcing
Women’s Empowerment

Our Associates
p. 48
p. 52
p. 55
p. 56

Workforce
Inclusion & Diversity
Talent Development
PVH Workplace

Governancep. 64 Board of Directors
p. 65 Risk Oversightp. 66 Materiality Assessment

Referencep. 68 CR Resources
p. 69 Data Appendix

Frameworks
p. 79
p. 81
p. 82
p. 94
p. 95
p. 98

SASB
TCFD
GRI
UNGC
UN Guiding Principles
UN SDGs

Community
p. 59 Giving & Philanthropy
p. 61 Education
p. 62 Inclusion in the Community

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2021 Honors
Recognized in Newsweek’s
America’s Most Responsible
Companies for the second
consecutive year

Ranked #3 on KnowTheChain
benchmark for standards andpractices that address supply
chain worker well-being

Received 100% on Human Rights
Campaign’s 2021 Corporate Equality
Index for LGBTQIA+ workplace equality
for the fifth consecutive year

Recognized as one of America’s
100 Most JUST Companies byForbes and JUST Capital for thethird consecutive year

Ranked #7 on Fashion
Transparency Index 2021

Ranked #4 on Fast Company’s
Best Workplaces for Innovators List

Ranked in Leading categoryon Textile Exchange’s Material
Change Index for the second
consecutive year

Ranked #9 on the Fortune magazine
Measure Up list of the 20 mostprogressive companies for inclusionand diversity

Ranked #7 in the World
Benchmarking Alliance’s
first-ever Gender Benchmark for
driving gender equality

Named one of the Best Workplaces in
Retail by Fortune magazine

Ranked #19 on the 2021
Barron’s 100 Most Sustainable
Companies List
TOMMY HILFIGER ranked #5
in Vogue Business Index,
ESG category, for sustainability
efforts across the business

Certified as a Great Place to Work
U.S. for the third consecutive year

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2021 HONORS / EXECUTIVE LETTERS / FORWARD FASHION / OUR COMMITMENTS / OUR BRANDS / OUR PARTNERS“The responsibility to create
a future of fashion that we
can all look forward to is in
our hands.”
Esther Verburg
EVP, Sustainable Business and Innovation, Tommy Hilfiger Global/PVH Europe“Fashion is no stranger toreinvention — the creative spiritthat underpins our industry is
the driving force that pushes
us to innovate for a moresustainable future.”
Aksel Parmaksiz
SVP, Sustainable Business Transformation, Calvin Klein Global/PVH Americas

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About This Report
The PVH Corporate Responsibility (CR) Report provides
information and performance data on operations during PVH
Corp.’s 2021 fiscal year (February 1, 2021 to January 30,2022), unless otherwise indicated.

We report in alignment with the:We continually aim to adapt and respond to the evolving
environmental, social and governance disclosure landscape,while working to carry out our long-term commitments.
Developed in collaboration with teams across PVH, supply
chain stakeholders from our sourcing countries and innovators
who have helped bring our strategy to life, this report reflects
our aim to expand our data transparency and respond to theneeds of stakeholders across our business, industry andbeyond. It is a resource for assessing our progress acrosseach of our CR targets and indicators along with our Inclusion& Diversity commitments.

• United Nations Sustainable Development Goals (UN SDGs)

The report also acknowledges the hard work that lies ahead
to fulfill our commitments, to drive the necessary industry
changes needed to make broader impacts and to continually
improve on our disclosures around progress and challenges.

Questions, comments or feedback regarding this report or our
Forward Fashion strategy are welcome; please direct them to
cr@pvh.com.

• United Nations Guiding Principles (UNGP)• Ten Principles of the United Nations Global Compact (UNGC)• Task Force on Climate-related Financial Disclosures(TCFD) Standards• Sustainability Accounting Standards Board (SASB) Standards• Global Reporting Initiative (GRI) Standards
Key resources and public statements, as well as details
surrounding governance and policies, can be found in the
Reference section on page 68 and at pvh.com/responsibility/
resources.

We have not obtained external assurance for this report. In
2022, we will begin assessing our readiness for external
assurance in alignment with our commitment to increasetransparency year after year.

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About PVH
PVH is the growth platform forCalvin Klein and TOMMY HILFIGER.
Through driving brand strengthand relevance, we are connecting
our global, iconic brands closer towhere the consumer is going thanever before, today and with future
generations. Guided by our values
and enabled by our scale andglobal reach, we are driving fashion
forward for good, as one teamwith one vision and one plan.
That’s the Power of Us. That’s
the Power of PVH.

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A Note From Our CEO
Looking back on my first year as CEO,
2021 was a year in which we continued tosuccessfully navigate the COVID-19 pandemic
while driving toward an accelerated recovery
to position PVH to win with the consumer anddeliver sustainable, profitable, long-term growth.
While the operating environment around uschanged dramatically due to the pandemic,
our commitment to move our business andthe fashion industry toward a more innovativeand responsible future did not. Forward
Fashion, our global corporate responsibility
strategy, continues to be our roadmap forreaching our time-bound commitments in thecritical areas of climate change, sustainability
and human rights.

“The core of our PVH+ Plan is
to win with the consumer ina way that is aligned with ourcompany purpose to powerbrands that drive fashion
forward for good.”

We also introduced our Inclusion & Diversity
commitments, nine specific targets inthe pillars of Workplace, Marketplace andCommunity. These commitments reflect ourbelief in doing what’s right for our associates,
consumers and communities at large.
As a leader in the fashion industry, we knowthat our voice can make an impact by being
proactive and vocal in calls for racial justiceand equity, and by raising awareness andfinding solutions with peers to create equity
and access for all.

Earlier this year, we launched our PVH+ Plan,a multi-year growth plan for unlocking thefull potential of our two global iconic
brands, Calvin Klein and TOMMY HILFIGER,
by connecting them closer to where theconsumer is going than at any time before
and, importantly, doing so in alignment withour company purpose: to power brands thatdrive fashion forward for good.
A critical part of achieving the PVH+ Plan will
be investing in and integrating this purpose
into how we work and how we connect with
consumers. This is also a business imperative— driving fashion forward for good is in linewith the expectations of our consumers, ourassociates and the communities where welive and work.
While we have made great progress, we know
there is still much work to be done. With ourmulti-year growth plan in place, combinedwith the passion and drive of our associates,
we look forward to continuing to contributemeaningfully to creating the future we want —as individuals and society.

Stefan Larsson
Chief Executive Officer, PVH Corp.

1881
established1920
listed for trading on
New York Stock Exchange
5brands31K
associates globally
6K+
retail locations
54
corporate offices
1K+
factories
40+
countries in which
we operate
15
Forward Fashion targets

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A Note From Our CSO
In 2021, we made continued progress on
our Forward Fashion corporate responsibility
strategy and reaffirmed our commitment todrive fashion forward for good, while facing thebackdrop of ongoing geopolitical and economic
challenges. The year grounded us in theurgency to bring our organization, peers andpartners together to create meaningful change
for the near- and far-term.

“To truly drive progress, wemust embed sustainability
across our business, makerequired investments against
our commitments andeffectively collaborate withall stakeholders.”

We launched Forward Fashion three years
ago to create a new level of ambition andtransparency for sustainable business. Our
2021 Corporate Responsibility Report reflects
the actions we’ve taken over the last year
to drive progress toward our targets, andshowcases our continued commitment totransparency as we enhance our capability toreport increasingly more data on social andenvironmental impacts.
To truly drive this progress and ensure weremain steadfast in meeting our targets, we
are working diligently to embed sustainability
across our business. We are investing in newtechnologies, training associates to designand develop sustainable products, scalingsustainability solutions across our value chain,and more.
We will be successful only by working
collaboratively with our colleagues and external
stakeholders to improve and accelerate
our efforts to deliver on the most urgent

commitments for our business, the apparelindustry and our planet. We are excited toshare a few highlights:• Delivering sustainable products to ourconsumers: By taking learnings fromincreasing the sustainable attributes in
our Calvin Klein and TOMMY HILFIGER
collections, we turned our focus to scaled
adoption of sustainable materials. We
joined the U.S. Cotton Trust Protocol tohelp increase the availability of sustainablecotton and in 2022 established a multi-year
partnership between Tommy Hilfiger andInfinited Fiber to transform waste into
new products.
• Advancing climate action and humanrights across the value chain: We
partnered with the Apparel Impact
Institute (Aii) to implement a new Carbon
Leadership Program to tackle supply chain
emissions using a standardized industry
approach. Our partnership with Aii allows
us to collectively test, scale and replicate
carbon reduction programs with ourindustry peers to achieve our collective
carbon goals. We also continue to ensure
workers are represented and are at thecenter of resolving workplace issues, andhave expanded our Workplace Cooperation
Program in partnership with Better Workto ensure worker voices are heard, fairstandards are normalized and suppliers
are empowered to manage and improve
working conditions.
• Increasing transparency to ourstakeholders: We are working toward
creating a more transparent ecosystem
within PVH, with our vendors and partners,
as well as with NGOs and governments.
We continually seek to be responsive to
our stakeholders through increased public
reporting and expanded disclosures,
including reporting measurable progress
toward our targets for the first time in     this report.
We are excited for the hard work ahead
because much more progress is needed toachieve our Forward Fashion ambitions. We
understand and recognize our responsibility
to make a positive impact for both our
stakeholders and our industry.

Rick Relinger
Chief Sustainability Officer

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Forward Fashion
Forward Fashion, our CR strategy, has threestrategic focus areas that guide our activities
for greater impact across our business andbeyond. Within these areas, we focus on
15 priorities, each with a specific, measurable
and time-bound target.
This strategy guides us in transforming how
clothes are made, used and reused, and in
our overall aim to propel the fashion industry
toward a more innovative and responsible
future. We aim to reduce our negative impacts
to zero, increase positive impacts to 100%and improve over 1 million lives throughout ourvalue chain — for our consumers, associates
and supply chain workers, for their families andtheir communities.
The fashion industry is changing, and at PVH
and across our businesses, we recognize our
responsibility and opportunity to drive fashion
forward for good.
Amidst an increasingly volatile global
landscape, we believe that it is more important
than ever to drive continued progress against
our sustainability commitments and increasetransparency on our efforts to achieve
those commitments.
In the following pages, we are proud toshare the steps we are taking to advanceour Forward Fashion strategy, today and into
the future.

Zero

100%

1M+

Eliminate carbon emissions
Our offices, warehouses and stores will be
powered by 100% renewable electricity, andwe will drive a 30% reduction in our supply
chain emissions.

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

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

Reduce negative
impacts to zero

End waste
All PVH offices, distribution centers andstores will achieve zero waste and eliminate
single-use plastics by 2030.
Eliminate hazardous chemicals
and microfibers
Water leaving our wet processors will havezero hazardous chemicals and be filtered for
harmful microfibers by 2025.
Innovate for circularity
Three of our most commonly purchased
products will be completely circular, including thefull traceability of key raw materials by 2025.

Increase positive
impacts to 100%

Amplify worker voices
100% of workers employed by key suppliers will
have their voices heard through representative
workplace committees by 2025.
Promote safe workplaces
100% of suppliers will promote and maintainsafe and healthy work environments by 2025.
Advance living wages
100% of key suppliers in two key production
countries by 2025 and four by 2030 willproactively support industry-wide collective
bargaining to achieve living wages.
Recruit ethically
100% of migrant workers at our Level 1 andkey Level 2 suppliers will not pay recruitment
fees by 2025.
Regenerate materials
Sustainably source 100% of PVH's cotton andviscose by 2025, and 100% of polyester
by 2030.

Improve 1 million+ lives
across our value chain

Foster inclusion and diversity
Deliver unconscious bias training to all PVH
associates globally by 2023 and achieve
gender parity in leadership positions by 2030.
Develop talent
Expand professional skills development anddigital literacy programs through PVH University
to reach all PVH associates globally by 2023.
Provide access to water
Establish five collective action projects in our
most water-stressed sourcing communities
by 2025.
Educate the future
Reach 135,000 individuals worldwide throughearly education and childcare services, teacher
training, parenting resources and training, andyouth employability training services by 2023.

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Forward Fashion: Progress to Date
Since the launch of our Forward Fashion strategy in 2019, PVH
has strived to track and measure progress against each of ourtargets. This report furthers our commitment to transparency
for our stakeholders, as it marks the first occasion in which
we are able to provide an estimate of progress to completion.
In the pages that follow, a more comprehensive summary
and additional data give a fuller view of the scope and scaleof each target, as well as the story behind the progress
estimates presented here.

Eliminate hazardous chemicals
and microfibers​

41%

Water leaving our wet processors will havezero hazardous chemicals and be filtered for
harmful microfibers by 2025.​

Empower women​

2%

Foster inclusion and diversity6

Provide access to water​

100%

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

18%

Deliver unconscious bias training to all PVH
associates globally by 2023.​

88%

Achieve gender parity in leadership positions
by 2030.​

Source ethically​
Regenerate materials

54%

Sustainably source 100% of viscose by 2025.​

28%

Sustainably source 100% of polyester by 2030.​

Innovate for circularity​Three of our most commonly purchased
products will be completely circular, including
full traceability of key raw materials by 2025.1

Eliminate carbon emissions​

93%
53%

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

94%

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

Sustainably source 100% of cotton by 2025.​

25%

Under revision

28%

25%

All PVH offices, distribution centers andstores will achieve zero waste and will eliminate
single-use plastics by 2030.3

92%

0%

100% of our key suppliers in two key production
countries by 2025 and four by 2030 willproactively support industry-wide collective
bargaining to achieve living wages.​5

Recruit ethically​

99%

Expand professional skills development anddigital literacy programs to all associates throughPVH University to reach all 33,000+ associates
globally by 2023.​

Educate the future​100%

Support 135,000 individuals worldwide throughearly education and childcare services, teacher
training, parenting resources and training andyouth employability services by 2023.

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

Advance living wages​

End waste​

58%

100% of our suppliers will promote and maintainsafe and healthy work environments by 2025.​4

Amplify worker voices​

Drive a 30% reduction in supply chain emissions
by 2030.2​
Power offices, warehouses and stores with
100% renewable electricity by 2030.​

Develop talent​

Promote safe workplaces​

93%

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

1. This target is under revision; we are partnering with the Ellen MacArthur Foundation toadjust our strategy for greater impact.
2. Our 93% progress indicated here represents a 28% emissions reduction toward our 30%
target. This progress is partially attributable to COVID-19 pandemic impacts and will likely
fluctuate in the coming years.
3. Waste progress reflects data for PVH offices only.
4. 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.
5. While we have made qualitative progress toward achieving our Living Wages target (seepage 40), we have not yet reached the first milestone of signing an agreement in a key
production country.
6. This Forward Fashion target includes only a portion of the I&D commitments we launchedin 2021; we aim to broaden the target accordingly in 2023. For 2021 progress toward all
I&D commitments, see pages 52-53 and 62.​

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Our Commitments
Environmental

Supply Chain

Forward Fashion targets:

Forward Fashion targets:

Zero hazardous chemicals and microfibers leaving wet processors by 2025

100% of suppliers promote and maintain safe and healhy workplaces by 2025

30% reduction in supply chain emissions by 2030

100% worker representation through workplace committees at key suppliers by 2025

100% of suppliers meet or exceed our environmental standards by 2030

100% support for living wages from suppliers in two production countries by 2025, and infour key production countries by 2030

100% renewable energy usage in owned and operated facilities by 2030
Zero waste in owned and operated facilities by 2030
Zero single-use plastics in owned and operated facilities by 2030
Sustainably source 100% of cotton and viscose by 2025, and 100% of polyester by 2030
Additional commitments:

Five collective water action projects operational in water-stressed sourcing communities
by 2025 (achieved)
100% of migrant workers will not pay recruitment fees at key suppliers by 2030
100% of suppliers meet or exceed our social standards by 2030

100% sustainably-sourced wool via the Responsible Wool Standard or certified recycled wool

500,000 women reached with professional and life skills development programs andservices by 2030

100% sustainable down (Responsible Down Standard)

Supply chain standards upheld by PVH:

Exotic skins, fur, angora and mohair banned
Eliminate wood-derived materials from ancient or endangered forests; all paper products
sourced from responsibly managed forests
50% recycled content in paper packaging by 2022
Zero PFAS by 2024
Science-Based Targets initiative (SBTi)-approved greenhouse gas emissions reduction target

Core Conventions of the International Labour Organization (ILO)
UN Guiding Principles on Human Rights and UN Universal Declaration of Human Rights
UN Women’s Empowerment Principles
UN Foundation’s Private Sector Action for Women’s Health & Empowerment
The International Accord for Health and Safety in the Textile and Garment Industry
ACT Global Purchasing Practices Commitments
Responsible Labor Initiative
Standards upheld by PVH suppliers:

Tommy Hilfiger is working to achieve "Make it Possible"
commitments, which build on Forward Fashioncommitments — see here.

Suppliers must complete the Social and Labor Convergence Protocol where available
ILO’s Better Work Program
American Apparel & Footwear Association (AAFA) Commitment on Responsible Recruitment
Apparel and Footwear International Restricted Substances List (AFIRM)
Sustainable Apparel Coalition’s Higg Facility Environmental Module

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Statements of Support
PVH collaborates with organizations through memberships,
pledges and partnerships to drive sustainability and equality.

Environmental• UN Business Ambition for 1.5° Celsius• UN Fashion Industry Charter for
Climate Change• The Fashion Pact
• We Are Still In: Climate Action Commitment• UN Global CEO Water Mandate• The Arctic Corporate Shipping Pledge• The Apparel and Footwear Supply Chain
Transparency Pledge• The International Accord for Health & Safety
in the Textile & Garment Industry• The CEO Action for Diversity & Inclusion• Open to All Pledge• UN Free & Equal Campaign• UN HeForShe Campaign• Paradigm for Parity

Social• Black in Fashion Council• UN Foundation/Universal Access Project
Private Sector Action for Women’s Healthand Empowerment• Readymade Garment Sustainability Council• AAFA/FLA Commitment to Responsible
Recruitment• Time to Vote Campaign• UN Committee on the Elimination ofDiscrimination Against Women• Committee for Economic Development of
the Conference Board (CED): Advancing
Women in Corporate Leadership• UN Global Compact Target Gender
Equality Initiative• The Valuable 500• Generation Equality Forum• UN Women’s Empowerment Principles

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Our Brands

7. References in this report to the brand names Calvin Klein and TOMMY HILFIGER are trademarks owned by PVH and are identified by italicizing the brand.
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Calvin Klein
For over 50 years, Calvin Klein has pushed
culture and fashion forward through progressive
design and bold, nonconformist ideals.
Today, our approach to sustainability is nodifferent. We are dedicated to reducing our
impact on the planet while improving the livesof our associates and communities globally.
Across PVH and at Calvin Klein, we focus
on equity at every level, from product andmarketing inclusivity, to investment in educationand skills development for associates, tocommunity-building activities that invigorate
the diversity of cultures we intersect, supportand represent.
We apply our visionary design principles tocollections that encourage freedom, fluidity andself-expression. We use sustainable materials
and reduce single-use plastic for on-productpackaging to minimize our environmental
footprint and mitigate our climate impact.
In alignment with PVH’s Forward Fashion andInclusion & Diversity commitments, in 2021,
our strategic priorities focused on reducing
packaging waste, driving more sustainable
materials and championing inclusivity.

In the fall 2021 season, 51%
of Calvin Klein’s European lines
included sustainable materials.
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2021 Highlights

Community

Calvin Klein launched new initiatives andpartnerships to create change throughsustainability, inclusion and innovation.

• All North America-based Calvin Klein
designers received PFLAG National’s
gender inclusion training, which covered the
evolving portrayal of gender in fashion, coreterminology and gender-inclusive pronouns.
An expansion of the program is plannedfor 2022.

Product• Globally, we increased by 50% the number ofCalvin Klein products that used sustainable
materials as compared to 2020.
• In the fall 2021 season, more than halfof the Calvin Klein lines offered in Europe
included sustainable materials made withrecycled materials or organic cotton.
• The Heron Preston for Calvin Klein
collaboration featured close to 70%
sustainable styles and a focus on lessenvironmentally destructive packaging.
The collection’s consciously considereddesigns featured organic and recycled
cotton, plastic-free packaging and raw
denim to save water during the
manufacturing process.
• In our Calvin Klein North America
business, we successfully transitioned
men’s underwear boxes from plastic topaper composed of at least 50% recycledcontent. This eliminated the usage of
650,000 pounds of plastic from on-productpackaging, equivalent to over 31 million
standard-size plastic water bottles.

• Calvin Klein entered a two-year partnershipwith The Trevor Project, the world’s largest
suicide prevention and crisis intervention
organization for LGBTQ young people, withthe goal to raise awareness for the Project’s
lifesaving services and to bring educational
content to PVH associates.
• We launched the #PROUDINMYCALVINS
campaign to celebrate LGBTQIA+ advocacy
and equality. We also supported theInternational Lesbian, Gay, Bisexual, Transand Intersex Association (ILGA World) andcommitted funds to the Transgender Legal
Defense & Education Fund and Transgender
Law Center.
• In Australia, Calvin Klein announced
a three-year partnership with BlaQ
Aboriginal Corporation.

• We launched Calvin Klein Neutrals in
Europe, a collection of women’s nude
colored underwear in extended sizes
and an accompanying campaign thatcelebrated inclusivity.

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TOMMY HILFIGER
A pioneer of classic, cool and distinctive American style, Tommy
Hilfiger continues to surprise — breaking conventions and embracing
bold ideas. From the very beginning, we’ve believed in creating amore sustainable and inclusive brand, while remaining on the pulseof pop culture and heritage fashion.
Standing up and taking responsibility by playing our part increating a future we can be proud of, and look forward to, is more
important than ever. This is woven into Tommy Hilfiger’s vision to“Waste Nothing and Welcome All” as the brand strives toward
24 ambitious targets spanning across circularity and inclusion
by 2030. In line with our Forward Fashion targets, Tommy Hilfiger
aims to encompass inclusion and circularity across all its products,
operations and experiences.

“The time to move from a linear model — take,
make, waste — to a circular model, where wereuse, recycle or repurpose — is now. As abrand, it is our job to work with the industry sothat we can offer newness without using virginresources. Consumers are expecting us tofacilitate access to a more sustainable lifestylethat aligns with their values.”
Esther Verburg
EVP, Sustainable Business and Innovation,
Tommy Hilfiger Global/PVH Europe
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2021 Highlights
We continue to work together and alongside
our partners as we drive toward a better futureof fashion.
Product• Tommy Hilfiger continued to significantly
increase use of more sustainable materials,
with over 67%8 of materials sustainably
sourced globally in 2021.
• We met and exceeded our 2025 "Make
It Possible" target to finish 50% of denim
pieces at a lower impact: 75% of denim
products globally, or 4.4 million pieces, weremade with lower-impact finishing techniques,
reducing water and energy usage.
• 63%, or 3.7 million, of our denim pieces
in Europe and North America were madewith a minimum of 20% post-consumer
recycled cotton.
• We made our first pieces designed forcircularity, which featured one material typeto ease future recycling, and experimented
with innovative materials such as mycelium
and VEGEA as leather alternatives.
• W e explored a circular business modelthat was expanded as a pilot from theNetherlands to Denmark, Germany andFrance, diverting 110,792 pounds of textile
waste from landfills since 2020. Through thepilot, products could be taken back, resold,repaired or transformed into new items.

• The TOMMY HILFIGER Adaptive collection,
available in four regions and thoughtfully
designed for children and adults withdisabilities, was expanded across productcategories to include girls’ swimwear, bras
and underwear.
• In partnership with Romeo Hunte,Indya Moore and Patta, we launchedcollaborations with gender-inclusive styles
and expanded sizes.
Community• As part of our People’s Place Program, welaunched the first "New Legacy Design
Challenge" to support emerging Black
talent and celebrate a new generationof Black designers, in partnership with
Harlem Fashion Row.
• The third year of the "TOMMY HILFIGER
Fashion Frontier Challenge," an annual
accelerator program for impactful andinclusive fashion startups, awarded two
finalists a shared prize fund of €200,000,
and €15,000 to an audience-voted favorite
contestant. To date, we have awarded€580,000 to nine finalists.
• We organized the third annual “Make It
Possible” Week, in which internal andexternal changemakers discussed, sharedand educated on circularity, inclusion andinnovation-related topics.
While we made strides in 2021, there is still
significant work to be done. We are in this forthe long run and will continue innovating until
our goals are met.

8. This data reflects the PVH 2021 Material Map, which was completed in June 2022.
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Tommy Hilfiger was awarded an Outstanding
Achievement Award by the British Fashion
Council for his exceptional contribution to
the global fashion industry in creating an
inclusive brand. This award recognized his
pioneering work, including:• TOMMY HILFIGER Adaptive: a clothing line
thoughtfully designed for children andadults with disabilities.
• The "TOMMY HILFIGER Fashion Frontier
Challenge": a global program to find andsupport the new ideas that are making
the fashion landscape more inclusive.
• The People’s Place Program: created tosupport the representation of Black,Indigenous and People of Color (BIPOC)
within the creative industries, focusing
on partnerships, career access andindustry leadership.
Through the People’s Place Program, Tommy
Hilfiger teamed up with the Brooklyn-born
designer Romeo Hunte to create a collection
called Icons, Reconstructed. Inspired by
the New York City subway, the collection
featured Hunte’s signature deconstruction
techniques and put a new spin on classic
TOMMY HILFIGER styles.

“Artists like Romeo Hunte deserve all the support
our industry leaders can offer. As one of his
proud mentors, I can absolutely say that theinspiration goes both ways.”
Tommy Hilfiger“Tommy and I have been working together foryears; our collections are about challenging
the status quo and redefining the future.
My experience as a Black designer has mademe very invested in sharing my own experiences
to inspire and guide the designers of the future
to follow their dreams.”
Romeo Hunte

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Our Partners
PVH extends our sincerest gratitude to the partners that have helped shape, guide and execute ourstrategy. We share a common goal with our partners to relentlessly strive for a better tomorrow andto bring the fashion industry together to create a more sustainable and inclusive future for all.
Environment• The Fashion Pact

• Textile Exchange• Global Fashion Agenda• Canopy• We Mean Business Coalition• FabScrap• The B Team• Leather Working Group• Sustainable Apparel Coalition (SAC)• Ellen MacArthur Foundation• Apparel Impact Institute• How2Recycle• Fashion Industry Charter for Climate Action• Apparel & Footwear International RSL
Management Group (AFIRM)• EarthShare• RE100• CDP• Water Resilience Coalition• World Wildlife Fund (WWF)• Renewable Energy Buyers Alliance• The Deutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ)
and NATURES Program• Business Renewables Center• The Fresh Air Fund

• SBTi• Better Cotton Initiative• U.S. Cotton Trust Protocol• Fashion for GoodPVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.20

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Human Rights

Community & Inclusion• Responsible Labor Initiative (RLI)• Fashion for All Foundation• International Labour Organization (ILO)• Council of Fashion Designers for
America (CFDA)• ILO Better Work
• Human Rights Campaign• Fashion Institute of Technology Social
Justice Center• Humanitarian Resources International
Foundation• Fashion and Race Database• The International Accord for Health & Safety
in the Textile & Garment Industry• Black in Fashion Council• BlaQ Aboriginal Corporation• Readymade Garment Sustainability Council• Fashion Minority Alliance• Action, Collaboration, Transformation (ACT)• Harlem’s Fashion Row• IndustriALL Global Union• NEST• UNI Global Union• Rainbow Railroad• Social and Labor Convergence Program (SLCP)• PFLAG National• Sustainable Apparel Coalition (SAC)• ILGA World• UN Global Compact Target Gender Equality• Workplace Pride• Resilience Fund for Women in Global
Value Chains• Plan International• The Power of Nutrition• Empower@Work• Dress for Success• Safe Horizon• Save the Children• Gap Inc. Professional Advancement & Career
Enhancement Program (P.A.C.E.)• Americares• Business for Social Responsibility (BSR)• World Vision• CARE• American Apparel & Footwear
Association (AAFA)• United States Agency for International
Development (USAID)PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.21

ABOUT / ENVIRONMENT / HUMAN RIGHTS / ASSOCIATES / COMMUNITY / GOVERNANCE / REFERENCE / FRAMEWORKS
2021 HONORS / EXECUTIVE LETTERS / FORWARD FASHION / OUR COMMITMENTS / OUR BRANDS / OUR PARTNERS“Leading is about having a clear vision for the
future, co-creating a plan to win with your teamand maximizing your positive impact.”
Stefan Larsson
CEO, PVH Corp.

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Environment
To drive fashion forward for good, we cannot stop at simply reducing ournegative impacts; we must work to eliminate them. Our ambition is forour business operations to generate zero waste, zero carbon emissions
and zero hazardous chemicals, and for our products to be circular. We
take a holistic approach to environmental stewardship, meaning we seek
to assess our impacts across a product’s full life cycle, while imagining
and creating solutions that make a meaningful difference to the planet.
We have made sustainability central to our strategy, with a focus
on product development and design, as these areas have thepotential to drive down our environmental impacts significantly.
Within our operations, our biggest opportunities for reducing impact arethrough energy efficiency and adoption of renewable energy. We support
our suppliers in achieving or exceeding our environmental standards
by collaborating with other industry leaders to explore innovations,standardize programs and improve processes across our supply chain.
We also invest in testing and scaling new innovations to help us advancepromising environmental solutions and unlock new opportunities.
As we look ahead, transparency in climate disclosure and public-facing
reporting is becoming more integrated into our business strategy.
In 2022, we plan to complete a climate risk scenario analysis,
which will give us a broader understanding of the vulnerabilities
our company faces due to climate change, and where we need tofocus our efforts and overall business strategy to mitigate those
impacts and inform sustainable decision-making throughout PVH.

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Environmental Commitments
Forward Fashion targets:
Zero hazardous chemicals and microfibers leaving wet processors
by 202530% reduction in supply chain emissions by 2030
100% of suppliers meet or exceed our environmental standards by 2030
100% renewable energy usage in owned and operated facilities by 2030
Zero waste in owned and operated facilities by 2030
Zero single-use plastics in owned and operated facilities by 2030
Sustainably source 100% of cotton and viscose by 2025, and 100% ofpolyester by 2030
Additional commitments:
100% sustainably-sourced wool via the Responsible Wool Standard or
certified recycled wool
100% sustainable down (Responsible Down Standard)
Exotic skins, fur, angora and mohair banned
Eliminate wood-derived materials from ancient or endangered forests;
all paper products sourced from responsibly managed forests
50% recycled content in paper packaging by 2022
Zero PFAS by 20249
Science-Based Targets initiative (SBTi)-approved greenhouse gas
emissions reduction target

9. Per- and polyfluoroalkyl substances (PFAS) are long-lasting chemicals that break down slowly and can cause adverse
health effects.
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Sustainable Materials
Target: Source 100% sustainable cotton and viscose by 2025, and polyester by 2030.
Our materials strategy focuses on sourcing
all materials — natural, synthetic and animalbased — with environmental and social
considerations first. We use an annual global
material mapping exercise to inform ourstrategy, track progress toward our goals andprioritize activities with the greatest impact. In
2021, we implemented a brand- and region-led
approach for meeting our sustainable material
targets, which will allow us to scale usage ofsustainable materials as global agricultural
supply grows.
Our most recent materiality assessment(conducted in 2022) identified biodiversity asa material topic for PVH. In collaboration withThe Fashion Pact, we are using their priorities
to guide our creation of a biodiversity strategy
and target, which we plan to announce by2024. This will build on our work to transition
key product and packaging materials tosustainable alternatives, and support
regenerative agricultural practices that protect
animal welfare and are better for the planet. To
protect biodiversity, we’ve also committed toadopting innovative solutions as they becomecommercially available.

Notable Progress

Viscose• 44% of total materials sourced fromsustainable materials (recycled andsustainably sourced materials) in 2021,
up from 41% in 2020.

• Increased use of more sustainable viscosefrom 16% to 25% between 2020 and 2021.

• Launched the Heron Preston for Calvin Klein
collaboration, with 69% of the collection
made from sustainable materials, including
raw denim, organic and recycled cotton andplastic-free packaging.
• Conducted 26 collaborative pilots andestablished a brand/region-led approachto strategically scale successful pilots
focused on low-resource cotton, bio-based
synthetics and more.
• Improved systems and technical capabilities
to track and report sustainable materials
consumption and sustainable productdevelopment across our supply chain
and operations.
• Co-founded an international sustainablefashion cooperative with Bestseller to bringmycelium innovations from design firm
Ecovative to market.

• Sourced only "green shirt" suppliers for
100% of our viscose supply streams — over
250 streams total — by the environmental
nonprofit CanopyStyle, thus meeting ourcommitment to eliminate procurement fromviscose suppliers with known potential orhigh risk of sourcing wood-derived materials
from ancient and endangered forests.
Polyester• Increased use of more sustainable polyester
from 16% to 28% between 2020 and 2021.
• Provided funding and industry expertiseto Fashion for Good’s pilot to form a
consortium to accelerate the development ofpolyhydroxyalkanoate (PHA) polymer fibers, apromising biosynthetic alternative to fossilbased fibers.

For the second consecutive
year, PVH ranked in the leading
category of Textile Exchange’s
Materials Change Index,
which analyzes the industry’s
progress toward sourcing moresustainable materials.

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CottonWool & Animal Fibers• Increased use of more sustainable cotton
from 53% to 54% between 2020 and 2021.

In 2021, we committed to using 100%
responsible wool by 2025; this includes
material sourced through the Responsible
Wool Standard or recycled wool.11 10% of
PVH’s wool was sustainably sourced in 2021,
up from 4% in 2020.

• Piloted resource-efficient cotton technology
in partnership with Fashion for Good.
• Signed on as members of the U.S. Cotton
Trust Protocol (USCTP), an initiative tohelp increase the availability ofsustainable cotton.
Our membership in the USCTP provides accessto verified data on sustainability practices
from U.S. cotton growers as well as access toaggregate year-over-year data for water use,greenhouse gas emissions (GHG), energy
use and soil loss. This ultimately allows
us to better understand the environmental
performance of the fiber we source.
Calvin Klein joined a consortium led by Fashion
for Good to pilot resource-efficient cotton
technology use from technology company
Materra. Materra’s cotton is made with
precision agriculture, environmental control
and real-time data tracking to facilitate cotton
farming in developing regions where climate
and resources prove challenging. PVH is also
providing financial backing on the pilot tosupport the construction of a 1.5 hectare farmin the Gujarat region of India. Through thepilot, the farm is expected to generate 3 tonsof cotton by 2023, and will be instrumental
to PVH’s commitment to source 100%
sustainable cotton by 2025.

Cotton Use, 2021

46%

Our current approach to usage of animalderived fibers expands on our Animal Welfare
Policy to eliminate or find alternatives formaterials of concern. We continue to hold thefollowing positions:• Down and feathers — not from live-plucked
or force-fed sources, 100% certified by
the Textile Exchange’s Responsible Down
Standard as of 2020

Sustainable third-partycertified cotton10
Conventional cotton

92,867 MT
54%• Exotic skins — banned• Fur, angora and mohair — banned

Sustainable Cotton, Viscose and Polyester Use, 2018-2021
75%

54%

50%

Cotton
28%
25%

25%

Polyester
Viscose

0%
2018

2019

2020

2021

10. Sustainable third-party certified cotton includes organic and transitional organic cotton certified through the Organic Content Standard and Global Organic Textile Standard,
Better Cotton, recycled cotton certified through the Global Recycled Standard and Recycled Content Standard and cotton sourced through USCTP.
11. PVH requires third-party certifications for down and wool, including Responsible Down Standard, and Responsible Wool Standard.
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Understanding the Emissions
Impacts of Materials
We have tracked emissions of raw materials
in our GHG footprint since 2017. In 2020,
these materials released 432,574 metric tons
(MT) of CO2e, a 29% decrease from 2019.12
The growing and processing of conventional
cotton emits the highest percentage of ourmaterials’ carbon emissions. We expect to see
this percentage decrease in coming years as
we make strides in our efforts to adopt moresustainable sources of cotton.

Materials Use, 2021

133,043 MT

Carbon Emissions of Raw
Materials, 2020

432,574 MT
CO2e

38% Sustainable third-party-certified cotton

24.1% Conventional cotton

32% Conventional cotton

13.7% Sustainable third-party-certified cotton

11% Conventional polyester

12.9% Leather and suede

5% Other materials13

12.6% Conventional polyester

4% Recycled polyester

11.5% Conventional nylon

4% Conventional nylon

25.2% Remaining raw materials

2% Elastane, spandex and lycra
2% Leather and suede
1% Conventional viscose
1% Sustainable viscose

12. Materials emissions are a part of Scope 3 emissions; as is industry standard, Scope 3 emissions reporting occurs one year
behind. Therefore, our materials emissions data is reflective of CY20. For full Scope 3 emissions data, see pages 30 and 71.
13. "Other materials" includes the following material types: recycled nylon, wool (including conventional, recycled cashmere, recycledwool, RWS wool, alpaca wool, cashmere, merino wool), acrylic, down (RDS), linen, polycarbonate, polyurethane, PVC, recycled
PVC, natural rubber, silk, thermoplastics. Each of these accounts for less than 1% of PVH's materials usage.
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Circularity
Target: Three of our most commonly purchased products will be completely
circular, including the full traceability of key raw materials by 2025.
A well-made pair of jeans can last decades —passed from one owner to another, adapted toseasons and outfits and tailored for trends thatcome and go. With this in mind, we seek tobuild longevity and circularity into every stageof a garment’s life cycle, understanding that asolidly constructed and loved garment can lasta lifetime:• Starting with design — We are piloting
circular design principles that incorporate
sustainable materials and ensure products
are ready for reuse or recycling at end of life.
• Through a garment’s life — We are exploring
recommerce models to extend a garment’s
life for as many wears as possible.
• And beyond the final wear — We plan totest and scale textile recycling to turn textile
waste into new clothing.
While we’ve initially focused on three products,
we’re evolving our approach to focus onelements of the product development life cycle
in order to improve circularity and efficiency
across all our products. We plan to consult with
our NGO partners and circularity experts torefine and restate our circularity target in 2023.

Notable Progress• Piloted and launched the PVH Circular
Design Framework for Tommy Hilfiger teams
in Europe.
• Piloted recommerce and downcycling
programs, including a product takeback
initiative to determine what material isreceived and test resale on B-stock andupcycling damaged goods; these pilots
gave new life to over 4,000 gently usedclothing items that were collected from ourassociates during a takeback program pilot.

Circularity at PVH
Our teams are aligned on what circularity means for PVH. Informed by the Ellen
MacArthur Foundation, Cradle to Cradle and Textile Exchange, PVH defines a circular
product as one that is:• Designed with safe and renewable materials.
• Made to be made again.
• Based on new business models to extend the life of clothing and capture rental andresale market share.
• Underpinned by traceability and transparency, which are crucial to unlocking circular
product and business models at scale.

• 87 associates from 11 countries submitted
designs for an upcycled clothing item oraccessory that a PVH brand could sell aspart of our Upcycling Design Challenge.
• Since 2020, 110,792 pounds of textile waste
has been diverted from landfills througha circularity initiative in which pre-loved
or damaged TOMMY HILFIGER products
could be taken back, repaired, resold ortransformed into new items.

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Making the Old New Again ThroughRecycling Innovations
The transition to a circular economy presents
several challenges, one being the lack ofknowledge about the chemical content within
post-consumer recycled textiles. Through ourpartnerships, we’re testing and piloting thescalability of technologies and solutions tothese challenges.

PVH's First Circular Business Model
In Europe, Tommy Hilfiger is exploring ways to keep products in use longer through our first circular business model. This model allows
customers to bring back pre-loved or damaged TOMMY HILFIGER products to be repaired, resold or transformed into new items. Since 2020,
110,792 pounds of textile waste has been diverted from landfills, and the model expanded from the Netherlands to Denmark, Germany andFrance. This greater reach allows us to further test and gain insights into consumer needs, habits and shopping preferences.

For example, we partnered with Fashion for
Good to launch the Full Circle Textiles Project,which seeks to validate and scale promisingtechnologies in polyester chemical recycling,
and to encourage financing and offtake
commitments in the fashion industry. Throughthe project, apparel companies collaborated
to bring structure to the innovation process,test their output with industry experts and bestenable the scaling of circularity technologies.
As part of the project, PVH piloted a chemical
recycling program using regenerated cellulosic
fibers from Renewcell, Infinited Fiber Company,
Circ and Evrnu, which we upcycled into yarn,
fabric and finished goods.
We also conducted a pilot of our PVH Circular
Design Framework for Tommy Hilfiger teams
in Europe, which gave designers nine circular
design strategies with performance indicatorsand guidance on how to achieve each strategy.
PVH will gather learnings from the pilot anddetermine a global training plan for relevant
associates starting in 2023.
Additionally, PVH co-founded an internationalsustainable fashion cooperative with Bestseller
to bring mycelium innovations from design firm
Ecovative to market.

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Carbon Emissions
Target: Our offices, warehouses and stores will be powered by
100% renewable electricity, and we will drive a 30% reduction in our
supply chain emissions.
Climate action is an urgent priority for PVH
and the apparel industry, and the need towork together as a company and an industry
has never been greater. We are working tolower our GHG footprint, in line with the Paris
Agreement, by cutting energy consumption in
our owned and operated facilities and moving
to more renewable energy sources. In our
supply chain, we're decreasing our GHG impact
through carbon offsets and other investments.
Our strategy also includes evaluating andmitigating risks to our business from climatechange, and developing climate resiliency
strategies for our owned and operated
facilities, as well as driving improvementswith our supply chain partners.

Notable Progress• Achieved a 58% reduction in Scope 1 and 2
emissions across owned and operated
facilities from our 2017 baseline, down 21%
from 2020. These reductions were largely
attributable to the purchase of renewableenergy certificates in North America andEuropean markets and continued energy
efficiency updates in retail stores.

• Reduced Scope 3 emissions across ourvalue chain by 28% from our 2017 baseline,
down 18% from 2020. Reductions in Scope 3
emissions over the last two years werelargely due to production constriction as aresult of the pandemic.
• Derived 53% of energy from renewablesources, an increase of 10% over 2020,
thereby achieving our interim target of 50%
renewable energy usage by 2025, four years
ahead of schedule.
• Continued to reduce our carbon footprint
and offset the emissions of our entire
Netherlands market through the on-site
solar electricity generated at our Venlo
Distribution center.
• Expanded our data gathering through the
SAC Higg FEM to improve our understandingof facility energy sources, including whichfacilities have adopted renewable energy or
are using coal.
PVH’s Forward Fashion renewable electricity
sourcing and carbon-reduction targets
are approved by the SBTi. In keeping with
UNFCCC guidance and reports from theIntergovernmental Panel on Climate Change,
this target aligns PVH with a 1.5-degree Celsius
warming scenario from pre-industrial levels.

Total Emissions in MT CO2e, 2017-2020
3K

2.5K

2K

0
2017

2018

2019

2020

Decreased total emissions by 28%
from 2017 baseline
Global Scope 1, 2 & 3 Emissions, 202114
1.3% 2.3%

Scope 1 emissions

2,204,797
MT CO2e

Scope 2 emissions
  Scope 3 emissions

96.4%

14. Includes Scope 3 data for 2020, and Scope 1 and 2 for 2021.
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Scope 1 & 2 Emissions in MT CO2e, 2017-2021
140K

Scope 3 Emissions in MT CO2e, 2017-202015

Tackling Carbon
Emissions in the
Apparel Supply Chain

3K

120K
100K

2.5K

80K
60K

2K

40K
20K
0

0
2017

2018

2019

2020

2021

2017

2019

2020

Decreased Scope 3 emissions by
28% from 2017 baseline

Scope 1 emissions
Scope 2 emissions
Total Scope 1 & 2 emissions

Scope 1 & 2 Emissions, 2021

Scope 3 Emissions Breakdown, 2020
73.8% Purchased goods and services

39.4%

63,853
MT CO2e

201816.2% Use of sold products

Scope 1 emissions
Scope 2 emissions

2,140,945
MT CO2e

3.0% Upstream transport		 and distribution
2.5%	End-of-life treatment ofsold products
2.4% Downstream transport		 and distribution
1.2%	Franchises

60.6%

0.6%	Fuel- and energy-related
activities

In the last year, we accelerated
actions around reducing emissions
in our supply chain. We partneredwith the Apparel Impact Institute, of
which we are a founding member, toimplement a new Carbon Leadership
Program. Through the program,
we worked to tackle supply chain
emissions by using a standardized
industry approach to test, calculate
baselines, set appropriate targets
and develop action plans for
improvement to achieve ourcollective carbon goals. In thefirst year of program rollout:• Six global supplier facilities
developed carbon reduction
action plans• Six additional facilities confirmed
2025 carbon reduction targets• Four facilities completed on-siteor online assessments• Eighteen facilities conducted
one-on-one capacity-building
workshops
Participating facilities are expectedto achieve a 45% average reduction
in carbon emissions potential
by 2030.

0.2% Business travel
15. Scope 3 emissions reduction in 2020 is attributable to constrictions in production due to the COVID-19 pandemic.
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For the first time, themajority of our energy
consumption came fromthe use and support ofrenewable sources.

Renewable Energy Use Breakdown
by Facility Type, 2021

Energy Use, 2021
53%

100%
80%

Renewable

182.4 million
kWh

60%

Non-renewable

47%

40%
20%

To bolster progress toward our 2030 goal tosource 100% renewable electricity for owned
and operated facilities, we explored the prospectof pursuing virtual power purchase agreements
in North America and Europe. These long-term,
fixed-rate projects could enable PVH to offset
a majority of the respective electricity loads forboth regions. In doing so, we could reduce theneed to purchase renewable energy credits onan annual basis, keeping us at pace with otherindustry leaders.

0%
2018

Renewable

2019

2020

2021

Renewable Energy Use Breakdown
by Facility Type, 2021
12%

Non-renewable
14%

Renewable Energy Use in North America
and Europe in kWh, 2018-202116

Retail96.9 million
kWh

Offices
Warehouses

74%
50M

Energy Usage in Facilities, 2021

30M

61%

39%
Retail10M
02018

North America

16. PVH currently purchases renewable electricity in two regions, the Americas and Europe, and not in Asia.

2019

2020

Europe

48%

52%

32%

68%

53%

47%

2021

Renewable

Offices
Warehouse
All facilities

Non-renewable
PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.32

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Waste & Packaging
Target: All PVH offices, distribution centers and stores will achieve zerowaste and eliminate single-use plastics by 2030.
Our ambition is for our business operations togenerate zero waste and to diminish the waste
generated by our products. We will focus onachieving this by:
1. Testing and applying alternative options for
packaging materials, starting with plastic
polybags used in e-commerce.
2. Diverting waste from stores, distribution
centers and offices by establishing andtracking against baselines and setting
standards to embed into PVH’s general facility
management and procurement practices.
3. Educating and enabling employee behavior
change, particularly related to reuse
and recycling.

Notable Progress• In North America, retail shopping bags weretransitioned to being 100% recyclable andcompostable, made from Forest StewardshipCouncil (FSC)-certified paper and postconsumer waste (PCW) or recycled content;
TOMMY HILFIGER and Calvin Klein retail
shopping bags were composed of 100% and
40% recycled content, respectively.
• Piloted two types of sustainable hangers
made from 100% recycled content and 70%
recycled content, respectively, for use in
Calvin Klein stores.

Packaging
Packaging represents a huge opportunity for
PVH to reduce our negative environmental
impacts. Through our partnership with
Canopy, we’ve committed to reducing usageof wood-derived materials from ancient orendangered forests by 2022 by increasing
paper products sourced from responsibly
managed forests and by using recycledcontent. Currently, 37% of PVH’s total paper
packaging weight is recycled paper.
As a member of Canopy's Pack4Good
initiative, we're working to reduce overall
paper and paper packaging material
volumes, and commit to purchasing paper
products that meet the following criteria: 1)
Certified as being sourced from responsibly
managed forests, with a preference for
FSC certification, and 2) Made with aminimum of 50% PCW or recycled content.
PVH is also a member of the AFIRM RSL
Packaging committee.
In 2021, PVH launched the Heron Preston
for Calvin Klein collaboration featuring
plastic-free packaging. In our Calvin Klein
North America business, we successfullytransitioned men’s underwear boxes fromplastic to paper composed of at least 50%
recycled content. This eliminated the usageof 650,000 pounds of plastic from onproduct packaging, equivalent to over
31 million standard-size plastic water bottles.

In 2022, we will focus on procuring
sustainable polybags, as an alternative
to the plastic options typically used in
e-commerce, to mail products to consumers
or ship products from our suppliers to retailstores and wholesale partners.

Waste
In 2020 and 2021, we opted not to conduct
a waste audit of our owned and operated
waste data, as we recognized it would notreflect our normal operations due to COVIDrelated store and office closures. In Europe,
we are conducting a baseline for waste in
2022 and plan to share these results.
We also continue to explore new ways
to reduce waste. Our partnership with
Fashion for Good provides our teams with
waste reduction resources to better informpilots that will ultimately drive industrywide
progress toward eliminating single-use
plastics and reducing waste across our
supply chains.

In 2021, 63% of PVH’s
on-product packaging was
made of paper; of this,
37% was made of recycledmaterials and 79% wascertified by the Forest
Stewardship Council.
30% of all on-productpackaging was made ofrecycled materials (up from
0% in 2019).

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.33

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Environmentally Ethical Sourcing
Target: 100% of PVH suppliers will meet or exceed all of our social and environmental standards by 2030.
To monitor and measure the environmental
impacts of a vast, globally-distributed supply
chain, we must ensure that all suppliers
are operating by the same standard. PVH
uses the Sustainable Apparel Coalition's
Higg Facility Environmental Module (FEM)
as the key mechanism for evaluating theenvironmental performance of facilities.
By gathering data from facilities across our
supply chain, our teams can involve them in
performance improvement plans to promotesustainable manufacturing.
Facilities with wet processing, such as mills,
laundries and dyehouses, are the areasof our supply chain in which the greatest
environmental impacts occur, thus presenting
the greatest opportunity for improvement.
PVH requires all supplier facilities to achieve
Level 1 standards across seven Higg FEM
impact areas, and expects wet processing
facilities to achieve Level 2 standards in thechemicals, wastewater and energy impact
areas of Higg FEM reporting.

Notable Progress17• 100% of our strategic cut and sew
and strategic mills and wet processors
completed a Higg FEM Self-Assessment
in 2021.
• Of these facilities, 98% had their Higg
FEM Self-Assessment data verified by athird party. Of the facilities in this group,
40% were wet processing facilities.
• Of wet processing facilities with verified
data, 32% achieved Higg FEM Level 2
performance in at least one impact area;
22% achieved Level 2 in two of three areas;and 14% achieved Level 2 in all three areas.
• 204 facilities with wet processing achieved
Level 2 in the chemicals, wastewater andenergy modules of Higg FEM data reporting.

In 2022, we will integrate Higg FEM performance
into our factory authorization process and our
PVH CR Supply Chain Guidelines. This approach
includes business implications for suppliers who
don’t achieve our standards.
Learn about our social progress
toward this target here.

Higg FEM Level 1 Performance,
All Suppliers, 2021

Higg FEM Level 2 Performance,
Wet Processors, 2021

Higg FEM Level 1 seven impact areas:
Chemicals, Wastewater, Energy,
Environmental management system,
Water, Air emissions, Waste

Higg FEM Level 2 three impact areas:
Chemicals, Wastewater, Energy
PVH wet processors achieved Level 2 in:

PVH suppliers achieved Level 1 in:

0 areas

32.4%
31.9%

0 areas1.2%

1 area1 area1.6%

2 areas2 areas3 areas13.7%

Energy15.6%

5 areas15.2%

All 7 areas

14.2%

All 3 areas

5.1%

4 areas6 areas21.6%

1%99% scored
Level 1or higher

19.3%

55%
44%

Wastewater
28.3%

33%

67% scored
Level 1or higher

25%
36%
6%

98% of our suppliers
provided third-party
verified Higg FEM data.

Chemicals

47%

53% scored
Level 1or higher

22%
26%
5%

Did not achieve Level 1

Achieved Level 1

Achieved Level 2

Achieved Level 3

17. This data reflects performance in the 2020 calendar year and was gathered from suppliers throughout the 2021 fiscal year.
PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.34

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Hazardous Chemicals & Microfibers
Target: 100% of water leaving our wet processors will have zero hazardous chemicals and be filtered for harmful microfibers by 2025.
In order to protect water resources near our
manufacturing facilities, it’s critical that wecollaborate with suppliers, as well as thebroader industry, to innovate production
approaches. We are working to fully eliminate
hazardous chemicals and microfibers fromwet processing activities by:• Using safer substances in the materials
and processes required to manufacture
our products.
• Working with suppliers to uphold bestpractices in water and chemical management.
• Aligning with peers to scale advances tothe industry at large, ensuring global reachand impact.
We also expect our suppliers to maintainresponsible chemical management systems
to mitigate chemical risks at the inputs,
process and outputs stages of production.
Safer chemical inputs are managed throughadherence to the Zero Discharge of Hazardous
Chemicals (ZDHC) Programme’s Master
Restricted Substances List (MRSL), while
Higg FEM and our PVH CR Supply Chain
Guidelines provide guidance on safer chemical
usage in the manufacturing process. Compliant
chemical outputs are managed throughadherence to the Apparel and Footwear
International RSL Management (AFIRM) Group’sand ZDHC MRSL wastewater guidelines.18 Higg
FEM verification provides PVH with an overview
of supplier chemical management performanceacross inputs, process and outputs.

Additionally, PVH commits to finding scalable
solutions to reduce the impacts of microfiber
pollution. We are actively exploring mitigation
opportunities through industry innovators suchas The Microfibre Consortium, which we will
join in 2022. Through participation in theConsortium and alignment with their roadmap,
we will not only integrate effective solutions
into our supply chain programs, but also better
understand microfiber shedding in our productportfolio, contributing to the larger industry
understanding of microfiber pollution andmitigation opportunities.

Notable Progress19• Adopted the AFIRM RSL to help ensure thathazardous chemicals are being effectively
managed across our industry.
• 98% of our wet processing facilities
submitted verified Higg FEM data.
• 42% of wet processors achieved a Level 2 or 3score in the wastewater impact area, and
25% achieved a Level 1 score.20• 31% of wet processors achieved a Level 2
or 3 score in the chemicals impact area,and 22% achieved a Level 1 score.

In 2021, 41% of our wet processors voluntarily complied with the
ZDHC wastewater standard, the most stringent industry standard
for wastewater.

We use this data to to inform recommendations
for supplier improvements and drive further
progress toward our target.
18. Adherence to the AFIRM RSL is required for suppliers and has been integrated into quality assurance and quality control processes. Adherence to the
ZDHC MRSL is optional, as this standard is the most stringent in the industry. Suppliers voluntarily report their performance against this standard
through Higg FEM data submissions.
19. This data reflects performance in the 2020 calendar year and was gathered from suppliers throughout the 2021 fiscal year.
20. PVH expects wet processing facilities to achieve Level 2 standards in the chemicials, wastewater and energy impact areas.

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.35

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Water Action
Target: Establish five collective action projects in our most water-stressed sourcing communities by 2025.
PVH’s water strategy focuses on monitoring
and reducing use in our facilities (stores,
offices, warehouses, distribution centers), at
the product level (by using technologies suchas waterless dyeing) and within our sourcing
communities and supply chain. Our strategy isshaped by the SAC Higg FEM and membershipin the SAC Apparel Impact Institute.
In 2021, we decreased our total water
consumption to 112.2 million cubic meters
globally, constituting a 30% decrease from2020 to 2021.
We are committed to furthering our collective
water action programs that we started in 2017in partnership with WWF and GIZ’s International
Water Stewardship Programme. These projects
have reduced the risk of water scarcity in our
most water-stressed sourcing communities,
such as Ethiopia’s Lake Hawassa, Vietnam’s
Mekong Delta, India’s Noyyal Bhavani Basinand Turkey’s Büyük Menderes Basin. In
these communities, we work to scale water
preservation, restoration and conservation.

Our partners at WWF and GIZ are our central
experts in water resiliency and stewardship,
helping drive remediation activities to preserveand restore local water resources in theseregions. Our efforts include engagement withlocal organizations and communities; trainings;
performing water health assessments andbiodiversity analyses; increasing water,
sanitation and hygiene practices; restoration
planning and implementation. Although ourtargets have been met, we remain committed
to furthering our efforts in these regions.

Safeguarding Water
We are conducting a Water Risk Assessmentwith WWF to determine water risk throughout
our global supply chain. The assessment
will conclude in 2022, and will inform futurewater strategies.

Our five water action projects in water-stressed sourcing
communities have been operational for four years.

Supply Chain Water Use in M3, 2018-202121, 22
200

Estimated trend lines

150

Tier 1 use
Beyond Tier 1 use

100T otal water use

50

0
2018

2020

2021

Total Water Use, 202122
0.01%
99.9%

112.2 million
M3

Supply chain
Owned and operated facilities

21. 2019 water consumption data was excluded from this report. As the COVID-19 pandemic unfolded in 2020, related disruptions interfered with collection of 2019
water consumption data from across the supply chain. PVH's water consumption in owned and operated facilities was 136,233 M3 in 2019.
22. Water use data from the supply chain represents the 2020 calendar year; it is reported to PVH throughout 2021 and reported as 2021 water data.
PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.36

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Water Use in Owned &Operated Facilities, 2021

86,771 M3

Supply Chain Water Use, 2021

Use bySource112.2 million
M3

Use byRegion27% Stores

Tier 1 use

39.2% Municipal water

28% Offices

Beyond Tier 1 use

33.4% Groundwater

42.5%	East &Southeast Asia

13.5% Surface water

34.0% South Asia

12.5%	Produced/Processed water

22.8%	Europe, Middle East,
and Africa

45% Warehouses and distribution

0.8% Wastewater
0.5% Rainwater

Water use in the PVH
supply chain has decreased
by 34.5% since 2018.

In the last year, wateruse decreased by 30%,
47.3 million cubic meters.

0.8% Americas

63% of PVH supplier facilities
have a water reduction target
in place.

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.37

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WORKER VOICES / LIVING WAGES / SAFE WORKPLACES / ETHICAL RECRUITMENT / SOCIALLY ETHICAL SOURCING / WOMEN’S EMPOWERMENTHuman Rights
in the Supply Chain
Fashion has the power to be a positive force in the world. Our Forward Fashion strategy
includes seven human rights-focused priorities that, together, represent our path forward
to protecting and advancing the rights of workers across our supply chain by addressing
the systemic challenges that many of them face.
Our collective workforce plays a fundamental role in our success, and we commit tocontinually improving these workers’ lives, and the lives of their families and communities.
We work to ensure safe and healthy workplaces, support national living wage agreements,
establish representative worker-management committees so that worker voices areheard and implement ethical recruitment practices for migrant workers. Given thatapparel supply chains typically rely on a workforce that is 70% to 80% women, genderequality is embedded in our strategy, and we work diligently to remove barriers toadvancement and create pathways to opportunity and independence for women.
Collaboration with our supply chain partners is key to achieving our success, as it instills
in our work mutual transparency and accountability. We provide suppliers with resources,
training and communication channels to help them reach and surpass the social andenvironmental standards we expect.
We also align our strategy and operations with the Organisation for Economic Cooperation
and Development (OECD) Due Diligence Guidance for Responsible Supply Chains in theGarment and Footwear Sector in order to ensure that we’re following best practices inhuman rights due diligence, in a manner which is fit-for-purpose in the sector.
At its heart, our approach to collaboration is aimed at empowering suppliers to enact
ethical practices with the appropriate governance mechanisms in place, so that our
suppliers act as a driving force for the fair treatment of every worker.

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.38

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WORKER VOICES / LIVING WAGES / SAFE WORKPLACES / ETHICAL RECRUITMENT / SOCIALLY ETHICAL SOURCING / WOMEN’S EMPOWERMENTSupply Chain Commitments
Forward Fashion targets:
100% of suppliers promote and maintain safe and healthy workplaces by 2025
100% worker representation through workplace committees at key suppliers by 2025
100% support for living wages from suppliers in two key production countries by 2025,
and in four key production countries by 2030
Five collective water action projects operational in water-stressed sourcing communities
by 2025 (achieved)
100% of migrant workers will not pay recruitment fees at key suppliers by 2030
100% of suppliers meet or exceed our social standards by 2030
500,000 women reached with professional and life skills development programs andservices by 2030
Supply chain standards upheld by PVH:
Core Conventions of the ILO
UN Guiding Principles on Human Rights and UN Universal Declaration of Human Rights
UN Women’s Empowerment Principles
UN Foundation’s Private Sector Action for Women’s Health & Empowerment
The International Accord for Health and Safety in the Textile and Garment Industry
ACT Global Purchasing Practices Commitments
RLI

Resilience Fund for Women
A first-of-its-kind collaborative funding initiative, the Resilience Fund for Women in Global
Value Chains launched in May 2021, with The PVH Foundation as one of the founding
partners. Over the span of three years, the collaborative, pooled fund will raise$10 million to support locally driven solutions to the systemic problems that makewomen more vulnerable to crises, like the COVID-19 pandemic. In 2021, the fundcommitted to disbursing $750,000 to 30 grantees in Bangladesh and India.
The Resilience Fund is a joint endeavor between BSR, the United Nations Foundation’s
Universal Access Project and Women Win/Win-Win Strategies; it brings together
corporate partners and investors, including The PVH Foundation, Gap Foundation, H&M
Foundation, The VF Foundation, lululemon, Amazon, Avery Denisson and Ralph Lauren
Corporate Foundation. PVH sits on the advisory board of the Fund.

Standards upheld by PVH suppliers:
Suppliers must complete the Social and Labor Convergence Protocol, where available
ILO's Better Work Program
AAFA Commitment on Responsible Recruitment
AFIRM RSL
SAC Higg FEM“This will enhance women’s economic resilience, health andwell-being, and will revolutionize philanthropy with its
democratized and participatory approach.”
Smruti Govan
Director of Corporate Responsibility, PVH Corp.

See our PVH CR Supply Chain Guidelines here.
PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.39

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WORKER VOICES / LIVING WAGES / SAFE WORKPLACES / ETHICAL RECRUITMENT / SOCIALLY ETHICAL SOURCING / WOMEN’S EMPOWERMENTWorker Representation
Target: 100% of workers employed by key suppliers will have their voices heard through representative workplace committees by 2025.
We support workers in our supply chain
and their right to advocate for their wellbeing. In 2021 we expanded our "Workplace
Cooperation Program" (WCP) in partnershipwith Better Work. The program improves
cooperation and communication between
managers and workers in manufacturing
facilities, so that worker voices are amplified,fair standards are normalized and suppliers
are empowered to manage and improve
working conditions.
WCP uses a “train the trainer” model toensure that necessary trainings can spread
across supplier networks. Through theprogram, we provide suppliers with training
and advisory services to establish workplacecommittees and promote worker engagement,
and suppliers are able to give their own
facility-level trainings after receiving
these lessons. In 2021, we focusedon training strategic suppliers who canoperationalize these trainings across theirfactory bases over the next three years,
which will significantly accelerate progress
toward our target.

Notable Progress• Trained 15 key Tier 1 suppliers, who in turnled 77 trainings across their factory bases.
• Grew participation in the WCP and Better
Work’s Advisory Services to enroll a total of
120 manufacturing facilities, representing
57% of total applicable facilities in 2021,
an increase from 38% in 2020; increased
participation will strengthen worker
management committees.
Credibly Managing Grievances
Through the WCP, we work closely with
suppliers to support the development andimplementation of their own robust grievancemechanisms for employees. In addition, Tell
PVH, our global reporting hotline, is anotherway we ensure worker voices and concerns
are heard. Tell PVH is available to all global
PVH associates and workers in our supply
chain. Due to our commitment to engage
NGOs as a key stakeholder, we also receiveand respond to inquiries from NGOs thatengage with our sourcing communities.

“The Workplace Cooperation Program has helped our organization
provide a channel for workers to share their opinions and thoughts.
It’s an important move.”
Danny Chun
Compliance Manager, PVH Supplier, South Asia

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Living Wages
Target: 100% of our key suppliers in two key production countries by 2025 and four by 203023
proactively support industry-wide collective bargaining to achieve living wages.
Collective bargaining agreements andunions give manufacturing workers a voiceand the power to advocate for their termsof employment, including pay, benefits,
hours and safety policies. PVH supports
the right to freely choose representation in
the workplace, and we are committed tosupporting national living wage agreements
through industry-wide collective bargaining.

Notable Progress

Our approach centers on:• Leveraged the ACT Global Purchasing
Practices Assessment tool to gather
anonymous supplier feedback on PVH’spurchasing practices and inform how PVH
can better support suppliers.

• Understanding the compensation andpayment systems of all suppliers byconducting factory assessments andproviding advisory services.
• Requiring 100% of our suppliers to honor
compensation and benefits agreed uponthrough collective bargaining.
• Embedding ACT Global Purchasing
Practices Commitments across ourcompany to better support our suppliers’
ability to pay workers the agreed-uponliving wage in their respective countries,
ensuring that living wages are upheld.

• Conducted responsible purchasing
practices trainings for PVH associates
in North America and Europe, and invitedassociates to complete the ACT Global
Purchasing Practices Self-Assessment toevaluate our strengths and opportunities forprocess improvements.

Throughout 2021, PVH and other ACT member
brands, along with union partner Industriall,
actively worked together in a number ofstrategic countries to make progress on our
Forward Fashion target. The macropoliticalenvironment in some of these nations, coupledwith the global impact of the pandemic,
has led to a slowdown in our efforts toagree to industry-wide collective bargaining
agreements — thus, we have not yet reachedour first milestone of finalizing an agreement
in one of four key production countries.
Over the past few years, we’ve worked with
our suppliers across the globe to accelerate
the adoption of industry tools, such as socialand environmental assessments, that will

help to create a level playing field and provide
standardized measurements and data. This
shift toward adoption of an industry approach,which has substantial benefits, means that
we were unable to collect the same breadth ofwage data through factory assessments that
we have historically received via our proprietary
auditing program. As a result, PVH is not
positioned to report comparable supplier wage
data for 2021.
We are proud of the industry-leading wage
disclosures we’ve made in the past (see our2020 wage disclosures in our 2020 CR Report,
page 63) in which we shared PVH supplier
wage rates for our key sourcing countries.
These disclosures pointed to the realities of
the world’s estimated 60-70 million garment
workers who too often struggle to make a living
wage while facing additional hardships brought
about by inequality, the pandemic, climatechange and more.
It is our aim to strengthen the financial
stability and resilience of these workers bytransparently sharing information on theirpay, and by supporting a fair standard fortheir wages and employment conditions. Our
disclosures of factory assessment data havereflected findings that workers at PVH supplierfacilities were paid above the legal minimum
hourly wage in their respective countries.

Going forward, we will continue to work toward
ensuring a living wage for workers in our
supply chain and for industry-wide collective
bargaining agreements. We will also support
the industry-wide shift toward streamlined
reporting processes and indicators acrossapparel supply chains, which will allow for moretransparent wage reporting.

23. The countries included in our living wage target align directly with countries where our partner ACT is active, and are relevant sourcing countries for PVH.
Learn more about our Living Wage Strategy, including our strategic approach.
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Safe Workplaces
Target: 100% of our suppliers will promote and maintain safe and healthy work environments by 2025.24
Ensuring the health and safety of all people
involved in making our products is a priority,
and we make numerous efforts to develop aculture of health and safety among our suppliers.
As the pandemic continued to impact workers
and their families across our supply chain,
we helped equip our suppliers with the tools
needed to maintain healthy workplaces andkeep workers safe.
In 2021, we became a founding member of
the International Accord for Health and Safety
in the Textile and Garment Industry, which
reinforces PVH’s commitment to Bangladesh
as a sourcing country, strengthens healthand safety standards across our supply chain
and extends the Accord’s reach 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 root causes
behind any safety issues, and partner withthem to develop lasting solutions.
PVH was one of the first signatories to The
International Accord’s predecessor, The Accord
on Fire and Building Safety in Bangladesh, andsuccessor agreements. Founded in May 2013,
the Bangladesh Accord was the first legallybinding safety agreement between workers,

global unions and apparel companies that
required brand owners and retailers to:• Open their supplier factories to fully
independent inspections by qualified experts
and engineers.
• Allow the results of these inspections to bereported publicly, in a searchable database.
• Help pay for essential safety renovations.
• Stop doing business with any factories thatfail to make needed safety repairs.

Notable Progress• Signed the International Accord to expand
the Accord model to other countries.
• Remediated 96% of initial safety issues
found at factories through the International
Accord, giving PVH one of the highest
issues-remediation rates of participatingorganizations.
• Completed all International Accord healthand safety training sessions at 86% (63 outof 73) of in-scope24 PVH factories under the
training protocol used prior to 2020.
• Provided COVID-19-specific suppliertraining, addressing health and safety
considerations.

“From its inception, PVH has had a leadership role in thegovernance and implementation of the Accord. PVH’s reliablesupport for and commitment to the goals of the Accord has madethe ready-made garment industry in Bangladesh much safer.”
Joris Oldenziel
Executive Director,
International Accord for Health and Safety in the Textile and Garment Industry

24. Bangladesh is the only country currently in scope for this target.
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Ethical Recruitment
Target: 100% of migrant workers at our Level 1 and key Level 2 suppliers will not pay recruitment fees by 2025.
We partner with our suppliers to ensuremigrant workers are recruited ethically anddo not pay any recruitment fees. The paymentof recruitment fees to intermediaries is a
widely recognized indicator of forced labor,
so we focus on working directly with suppliers
to empower them to prevent the practiceof soliciting recruitment fees by providing
education and resources.

Notable Progress

We are proud to have seen a significant
decrease in recruitment fee issues in our
supply chain in 2021: 99% of our suppliers
were found not to have any evidence ofrecruitment fees paid by migrant workers.
Through the audit process, which is deployedin high-risk countries, we found four casesof noncompliance, down from 16 cases in2020 — a 75% decrease. This is driven
by improvements in our tracking aroundrecruitment fees and expansion of due
diligence and procedures to address
instances of noncompliance.

• Launched internal resources and trainings
for PVH CR team members focused on fee
case management and remediation.

To ensure our suppliers are empowered tobe part of the solution, we train them toestablish procedures to effectively identify andremediate recruitment fee issues, and enact
management systems to prevent the chargeof recruitment fees when migrant workers are
initially recruited for employment.

• 99% of our suppliers had no evidence ofrecruitment fees paid by migrant workers.
• Secured supplier reimbursement of
US $145,000 to 81 workers — on averageeach worker received US$1,790, more thandoubling our reimbursement rate from theprior year.

• Developed and improved monitoringmechanisms to facilitate data collection,
analysis and case tracking.
• Expanded supplementary audit in high-riskcountries for enhanced due diligence anddata collection.

PVH ranked third out of 37 apparel and footwear companies in
KnowTheChain’s 2021 benchmark, which measures performanceon addressing forced labor in supply chains.

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.43

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Socially Ethical Sourcing
Target: 100% of PVH suppliers will meet or exceed our social and environmental standards by 2030.

Our ambition is to expand the application of
our social and environmental standards to the
manufacturing of all products and materials.
To achieve this, we require human rights andenvironmental impact assessments during
supplier onboarding and throughout the
production life cycle. In 2021, we continued
to expand our assessment program to trim
facilities and mills, laundries and otherwet processors.
For the social standards portion of this target,
we measure suppliers’ performance using theSocial & Labor Convergence Program's (SLCP)Converged Assessment Framework. SLCP isan industrywide data collection tool that aims
to create an efficient and sustainable solution
for social audits. We aim to adopt SLCP for all
applicable suppliers by the end of 2022, andare well-positioned to meet this target.

Supplier Ratings

PVH Supplier Ratings, 2021

We assign color ratings to suppliers basedon their comprehensive performance in audits
and assessments.
6% did not meet
minimum standards

PVH
Supplier
Ratings

4%

Gold — The supplier is an industry leader with a formal CR program and systems inplace to self-manage environmental and social performance.

22%

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

58%

Yellow — The supplier meets our minimum Code of Conduct standards.

10%

Gray — The supplier is authorized for production, falls under a de minimis or otherexemption category and may undergo a self-assessment, short-form assessment or
rating equivalency.

5%

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%

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

1%White — The facility is not authorized for production; the facility did not pass initialassessment to meet minimum threshold for becoming an authorized PVH supplier.

Notable Progress• 100% of suppliers were subject tosocial audits.
• 677 suppliers adopted the usage of SLCP,
an increase to 36% of the supplier base.
We are positioned to reach 100% SLCP
adoption in 2022 for eligible suppliers.
• 94% of suppliers met or exceeded our PVH
Code of Conduct standards.

94% of eligible suppliers
met or exceeded our
minimum social standards.

Learn about our environmental progress toward
this target here.
PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.44

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WORKER VOICES / LIVING WAGES / SAFE WORKPLACES / ETHICAL RECRUITMENT / SOCIALLY ETHICAL SOURCING / WOMEN’S EMPOWERMENTSuppliers Assessed

Supplier Social Assessments
at a Glance

Number of suppliers assessed and percent assessed of total active suppliers in each region

1,907
suppliers
100%
are subject to assessment

202

84%
of suppliers assessed

Europe,Middle East &Africa76% of all suppliersin the region(16% were subject to less frequent cadence
due to high historical performance.)

820
East & Southeast Asia
86% of all suppliersin the region

313
Americas98% of all suppliersin the region

236South Asia
74% of all
suppliers in
the region

88%
of assessments conducted bya third-party auditor
82%
of Tier 1 suppliers audited toa labor code of conduct
88%of Tier 2 suppliers audited toa labor code of conduct
1,636
assessments conducted
1,571
suppliers assessed forsocial impacts
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WORKER VOICES / LIVING WAGES / SAFE WORKPLACES / ETHICAL RECRUITMENT / SOCIALLY ETHICAL SOURCING / WOMEN’S EMPOWERMENTWomen’s Empowerment
Target: Professional and life skills development programs and services will bemade available to 500,000 women across the PVH supply chain by 2030.
Our commitment to women’s empowerment
forms part of our broader approach toprotecting human rights. The importance of
this work has been magnified in the past
two years by the disproportionate effects
on women brought on by the COVID-19
pandemic, climate change and other global
challenges that together have stressed theliving and working conditions of the world’s
most vulnerable people.
We seek to remove barriers for women, whocomprise the majority of our workforce, bybuilding programs that support them at theirjobs and in their lives beyond work. Our efforts
to create pathways to opportunity and choice
for women extend from our supply chain to ouroperations, reaching our customers throughthe work of our brands, and our associates
via our Inclusion & Diversity (I&D) programs.

Notable Progress• Reached over 3,000 women through our
women’s empowerment programs in 2021,
to collectively reach 11,000 women in fivecountries (Bangladesh, Sri Lanka, India,
Ethiopia and Kenya) since the inceptionof programming.
• Committed to contribute $750,000 overthree years to co-launch The Resilience
Fund for Women in Global Value Chains to
help build long-term resilience for womenand girls, and became a commitment makerfor the Generation Equality Forum.
• Catalyzed $330,200 in funding with thePower of Nutrition, which partners with
UNICEF and the ILO Better Work program
to tackle maternal and child malnutritionin the ready-made garment industry
in Bangladesh as part of a broader$15 million, four-year program.
• Expanded The Gap Inc. Personal
Advancement & Career Enhancement(P.A.C.E.) Program to Kenya, and now
reach women in 52 factories across fivecountries. Seven facilities in Ethiopia
participated in P.A.C.E. in partnershipwith CARE.

“I learned in the P.A.C.E. training that I can do things for myself,
to set goals to make the future beautiful. After the training, I had
a feeling of self-confidence and learned the importance of saving.
I’ve been able to put aside money every month and decided toinvest and arrange additional income.”
Sadia Sultana
Four H (PVH supplier) worker, Bangladesh
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WORKER VOICES / LIVING WAGES / SAFE WORKPLACES / ETHICAL RECRUITMENT / SOCIALLY ETHICAL SOURCING / WOMEN’S EMPOWERMENTGap Inc. P.A.C.E. Program Expansion

Collaborating for Equality

Since 2019, we have championed the Gap
Inc. P.A.C.E. Program, a comprehensive
learning program that covers topics such ascommunication and leadership skills, financial
literacy, water sanitation and hygiene practices,
general and reproductive health and more.

At the community level, as part of ourdedication to removing barriers for women andcreating enabling environments, we enteredinto a partnership with the Power of Nutrition in
Bangladesh and deployed the P.A.C.E. training
in community programs in Ethiopia.

We partner with strategic suppliers toembed the program within their personnel
management systems, thus ensuring
program continuity and supplier ownership.
Using a supplier collaboration model, webuild communities of practice by pairingexisting P.A.C.E. suppliers with suppliers
new to the program to train their trainers
and provide guidance.

We also partner with peer companies
and global multi-stakeholder initiatives toharmonize industry approaches, and to ensure
women in factories and communities haveaccess to learning programs and services.

Through the program, women can obtainthe knowledge and resources theyneed to succeed in their personal andprofessional lives. Since launching in 2019,
we have extended it within our supply chaincommunities and are continuing to scale in
Bangladesh via a five-year, $5 million joint
collaboration with USAID and CARE. We plan
to expand the program to Turkey, Tunisia,
Vietnam, Cambodia and Egypt in 2022.

In 2021, alongside other top fashioncompanies, we joined the Generation Equality
Forum, where global stakeholders from UN
agencies, government, the private sector
and civil society defined a global roadmap
for gender equality that aims to achieve theSustainable Development Goals outlined in the
Beijing Platform for Action.

Scaling Services for Women: Project Thrive
PVH is rapidly scaling our women’s empowerment efforts through a $5 million, fiveyear collaboration with USAID Bangladesh and CARE. Project Thrive will provide holistic
services for over 100,000 women and other marginalized individuals in factories andcommunities — services such as P.A.C.E., technical skills training, COVID-19 education,
advocacy trainings, job placement and gender-based violence assistance referral services.
In 2021, PVH worked with USAID and CARE to formulate Project Thrive, which will launch
in 2022. Working in a phased approach with CARE over the next five years, PVH will
engage suppliers to embed the P.A.C.E. program into factory management approaches.
Together the two organizations will teach on-staff trainers and extend career enhancement
programs to help women advance in the workplace, as well as provide training to help
connect marginalized community members with employment opportunities.
These efforts will improve the work environment for female garment workers and theircommunities in Bangladesh, and will be a key stepping stone to achieving our Forward
Fashion target to reach 500,000 women across our supply chain by 2030.

In the forum, PVH made a joint commitment to
the Resilience Fund for Women in Global Value
Chains, with brands such as Gap, H&M and
Ralph Lauren, as part of the Economic Justiceand Rights, Gender-based Violence, and Sexualand Reproductive Health and Rights and Bodily
Autonomy Action Coalitions.
With this commitment, PVH joins a global
corporate community promoting genderequality, and is contributing to the $40 billion
being raised in financial support.

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Our Associates
Our success is powered by our people. We support our associates by
providing a values-driven and inclusive culture that rests on a sharedcommitment to doing the right thing for each other, our communities
and the environment. We strive to continuously improve and make
PVH a great place to work by ensuring that every associate has theopportunity to be their authentic self in an environment that values
individuality, passion, partnership, integrity and accountability.
We make an active and ongoing effort to ensure our associates remain
informed and engaged. We communicate frequently with our associates
through a variety of methods, including our news app, PVH Insider, whichreaches associates around the world; our intranet site, the Thread;
town hall meetings on regional, businesswide and global bases; and ourbiannual global PVH Listens survey, as well as regional pulse associatesurveys. From the insights gained through these communications, wethen develop action plans which we use to strengthen programs andaddress any concerns to ensure an enhanced associate experience.

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Workforce

Global Workforce Gender Breakdown, 202125, 26

PVH is committed to fostering a culture of inclusion and belonging
where every individual is valued and every voice is heard. Our goal
is for PVH associates to reflect the diversity of our consumers in thecommunities around the world where we live and work, and we aim
to create access to opportunities for women and underrepresented
populations, including BIPOC, LGBTQIA+ and those with diverse abilities.

34%
FemaleGlobalWorkforce

Male
Undeclared

Associates by Employment Type and Region
Temporary

Permanent

Total

1

26

27

Asia-Pacific

352

4,422

4,774

Canada

159

2,130

2,289

Europe

1,077

10,046

11,123Latin America

18

510

528

United States

688

9,484

10,172

Gen Z

28%

7,489

Gen Y/Millennials

46%

12,228

Gen X

21%

5,553

Baby Boomers

5%

1,336

Silent Generation

<1%

12

Africa

66%

35%

37%

Full-Time

34%
Permanent

Office
63%

65%

66%

Permanent Associates by Generation27

4%
32%

31%

32%
Retail &Warehouse

Part-Time
69%

Temporary
68%

65%

25. All workforce data marks a point in time: January 31, 2022, the last day of PVH’s 2021 fiscal year.
26. Global workforce gender data excludes 1,686 associates (6% of our total 30,599 associates) based in Australia, Spain andPortugal due to limitations in our enterprise data system.
27. 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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Global Workforce Gender Breakdown by Level, 2021

52%
FemaleLeadership28

Male
Undeclared
48%

1%

44%
SVP & Above

49%

42%
VPs

Directors
50%

56%

58%

1%
32%
37%

Individual
Contributors

Managers
62%

68%

PVH aims to achieve gender
parity in leadership positions
at the SVP level and aboveby 2026.

28. Leadership is defined as those at Vice President level and above.
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U.S. Workforce, 2021
Workforce Breakdown by Ethnicity/Race

Representation of BIPOC by Level
70%

Asian

60%

Total
Workforce

9% Asian
17% Black
Hispanic
31%	or Latino
5% Other29
38% White

Leadership

9% Asian
4% Black
6%	
Hispanicor Latino
3% Other29
78% WhiteBlackHispanic or Latino
Other29

50%
40%
30%
20%
10%
0

Office16% Asian
7% Black
10%	
Hispanicor Latino
4%	Other29
63% White

Retail &Warehouse

6% Asian
20% Black38%	
Hispanicor Latino
6%	Other29
30% White

Enacting a Diverse Candidate Requirement
In recruiting for leadership roles at the director level and above in the U.S., talent acquisition teams will aim toensure that 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.
This is monitored and reported to the CR Committee of the Board of Directors twice per year. In 2022, we will
evaluate the viability of implementing this initiative in Europe and Asia.

Individual
Contributors

Managers

Directors

VPs

SVPs & Above

Race/Ethnicity Breakdown by Level
Asian

Black

Hispanicor Latino

Other

White

SVPs & Above

6%

6%

6%

4%

78%

VPs

10%

3%

6%

3%

78%

Directors

18%

4%

7%

3%

68%

Managers

15%

8%

13%

4%

60%

Individual
Contributors

7%

19%

37%

5%

32%

29. “Other” includes the following categories: Indigenous, American Indian, Alaska Native, Native Hawaiian, PacificIslander, Two or more races, and Unspecified race. More complete data for each of these categories can be foundin the Data Appendix.
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WORKFORCE / INCLUSION & DIVERSITY / TALENT DEVELOPMENT / PVH WORKPLACE“We’re trying to achieve broader representationof underrepresented groups across all levels of
fashion. Talent acquisition and retention are twoof the most significant levers available — who
you hire, and who you develop and retain.”
Lance LaVergne
Chief Diversity Officer and SVP, Global Talent Acquisition and Associate Experience

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Inclusion & Diversity
Target: Deliver unconscious bias training to all PVH associates globally by2022 and achieve gender parity in leadership positions by 2026.
In 2021, PVH launched nine I&D commitments
aimed at purposefully increasing diversity inthe places where we connect the most — theworkplace, marketplace and community —and at ensuring that authentic inclusion is avalue instilled in each. Given that our Forward
Fashion target reflects only a portion of thesecommitments and is not as aggressive as we
aim to be with our programs, we look to evolve
our Forward Fashion target accordingly in 2023.

These commitments are a representative
sample of the work we have been doing at
the enterprise level across our businesses
and regions to become a leading voice forchange in the fashion industry and ensure that
inclusivity is at the core of everything we do.
We are working rapidly to carry out theseactions, and while we intended to achieve a
handful of these commitments within the spanof 2021, three were pushed back to 2022. Asof the publication of this report, PVH is on trackto achieve all six of the 2022 targets listed atright by the end of the 2022 fiscal year.

Inclusion & Diversity Commitments
Workplace
Achieve gender parity globally in all leadership positions at the SVP level and above.
2026

Increase 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 a 2021 baseline.

	Implement a diverse candidate slate requirement for all director-level and aboveroles in the U.S., then expand globally where we can.30
Establish and implement formal mentoring programs, resources and tools globallyfor women, racially/ethnically diverse and other underrepresented groups.
Deliver unconscious bias training globally to all PVH associates.
2022

Establish and implement an I&D leadership goal for annual performance review
process for people managers globally.30
Marketplace
Establish quarterly global review of all company and brand marketing andadvertising materials and experiences to ensure diverse representation.30
Establish a formal corporate supplier diversity program in the U.S. and otherapplicable regions.
Community

2026

Invest $10 million globally over the next four years to amplify awareness andaccess to opportunities in the fashion industry.

30. The target completion date for these commitments was shifted from 2021 to 2022; they are all on track for a 2022 completion.

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Workplace: Notable Progress• Gender parity: Made progress toward global
gender parity at the SVP level with female
representation at 44%.
– Globally, female EVP representation is at
38%, up 2% from 2020.
– Globally, female VP representation sits
at 50%, down slightly from 2020, due
to modest changes in Asia and Europe.
Europe represents an area of opportunity
at 30%.
• Participated in the UN Global Compact
Target Gender Equality Initiative, which
focuses on gender parity in leadership andimproving corporate performance against
the UN Women’s Empowerment Principles,and implemented the program in Canada
and the Netherlands.
• I&D performance review goal: Defined a setof key behaviors and actions for managers
and worked across functions and regions torefine and communicate globally.
• Mentoring for underrepresented groups:
Evaluated mentoring platform program
vendors and finalized a partnership with
one, with plans to roll out the offering
globally in 2022.
• Unconscious bias training: Rolled out toassociates in Asia and Europe, and on track
to be delivered globally throughout 2022.
• BIPOC and gender representation:
Implemented a three-pronged strategy
focused on business case, talent life cycle,
and data and established KPIs; identified
opportunities to influence representation at
key talent moments.

– Launched a “Point of View” video series
featuring associate voices and celebrating
regional and global heritage months
and holidays.

Business Resource Groups (BRGs)• Diverse candidate slate: Completed
foundational work on process, system andstrategic capabilities that paved the way foran early 2022 rollout.

BRGs foster an inclusive culture and contribute to the overall success of the businessthrough the recruitment, engagement and retention of diverse individuals. These groups
provide associates with professional development opportunities and are vehicles ofengagement that enable associates to better understand one another.

Diversity in the Marketplace

BRGs at PVH are voluntary, associate-initiated and -led groups focused on providing support
and opportunities for connectivity, awareness and empowerment within these communities
and with their allies. In 2021, our associates:

We are committed to representing the wideranging diversity of our consumers in ourmarketing and advertising, while delivering agreat experience in our stores, our products
and across the industry through partnerships
and collaborations.

• Expanded Women’s, LGBTQIA+ and Working Parents/Families BRGs to Australia and New
Zealand associates• Established four new resource groups: Hispanic/Latinx communities and Asian
communities in North America, and differently-abled communities and multigenerational
communities in Asia-Pacific• In Europe, released language glossaries to clarify terminology related to identity

Marketplace: Notable Progress• Quarterly review of marketing for I&D:
On track to complete project and launch I&D
Brand Advisory Board in early 2022.
• Corporate supplier diversity program:
Established corporate partnerships withindustry associations National Minority
Supplier Development Council and Women's
Business Enterprise National Council, andlaunched in the U.S. in December 2021. In
2022, we will look to evaluate the viability ofthis initiative in Australia and Europe.
See the Community section for a summary of
our efforts to amplify I&D in the communities
where we live and work.

BRG Communities:• Women (North America, Europe, Asia-Pacific)• Working Parents (North America, Asia-Pacific)• Multi-generational (Asia-Pacific)• Differently-abled (Asia-Pacific)• LGBTQIA+ (North America, Asia-Pacific)• African American (North America)• BIPOC (Europe)• Asian and Pacific Islander (North America)• Hispanic and Latinx (North America)“I’ve seen our progress firsthand, and I’ve been included inactionable conversation with PVH leaders who are committed
to making sure associates are seen.”
Nicole Ndzibah
North America BRG Leadership
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Building an Inclusive Industry
As we previewed in our 2020 CR Report,
PVH partnered with the Council of Fashion
Designers of America on the State ofDiversity, Equity & Inclusion in Fashion
report to encourage a more representative
American fashion industry.
From a survey of over 1,000 fashionindustry employees, six key areas ofopportunity emerged in which the industry
could be more diverse, equitable and inclusive, particularly throughthe lens of racial equity: awareness, access, promotion, advocacy,compensation and belonging.
Key Findings• 78% of respondents believed that their companies value thedifferences people bring to the workplace.
• 50% of respondents of color reported that a career in the fashionindustry is not equally accessible to qualified candidates, and almost
one in four questioned the meritocracy of opportunities.
• 68% of Black respondents reported feeling that the fashion industry
is inaccessible, nearly double the rate of white respondents (37%)
who agreed.
• LGBTQIA+ respondents reported facing greater inaccessibility to the
fashion industry (51%) compared to heterosexual respondents (41%).
• Black respondents reported feeling less prepared for their firstjob search at nearly twice the rate of white respondents (38% vs.
19%, respectively).
• Respondents of color expressed feeling that their race or ethnicity
had a negative impact on receiving raises and promotions (26% of
employees of color, vs. 1% of white respondents).
• Almost half of respondents (48%) obtained their jobs through areferral, which disproportionately benefited white respondents (57%)
compared to Black respondents, of whom only 23% were referred.

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Talent Development
Target: Expand professional skills development and digital literacy
programs through PVH University to reach all PVH associates globallyby 2023.
We believe that people power growth, andin turn we empower our people by providingthem with the tools they need to advance theirprofessional skillset and lead. Our PVH U
platform supports a culture of continuous
learning, and places emphasis on developing a
growth mindset to drive our business forward.
We continue to enhance this global learning
platform to ensure content is readily and tosupport associates across the organization
as they learn to excel in their roles and design
their futures.

Notable Progress• Accelerated rollout of the PVH U platform
to reach 92% of associates in 2021, up
from 70% in 2020 and 40% in 2019. Of theassociates who accessed PVH U in 2021,
21% completed six or more courses.
• 56% of all office associates completed atleast one non-mandatory PVH U course.
• Carried out our second year of a PVH digital
badging strategy. In 2021, associates
earned 5,000+ badges across 20 badging
programs.

PVH U
PVH U gives associates access to thousands of courses at the global, regional,
brand and functional levels.
• Learning opportunities are available 24/7, and include in-person andvirtual class options.
• Associates can access the resources via mobile or desktop.
• Programs include academies for Leadership, Digital, Supply, Human Resources,
Enterprise Systems & Application and professional skills certificate programs.
• The PVH U "Leaders as Teachers" program allows PVH associates to lead trainings
on topics in their area of expertise.
• Sample courses available via PVH U include:– Sustainable Purchasing Practices– Microaggressions– International Women’s Day Discussion– PVH Retail Store: Virtual Reality Experience– Inclusion & Diversity• Reimagined PVH U’s leadership programs
to further equip people managers with theskills to lead and build a culture of inclusion,agility and continuous learning. The updated
leadership programs support learning fromanywhere and incorporate self-paced, timebound and social engagement elements.

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In 2021, we further integrated inclusive
features into our global benefits and wellness
offerings by continuing to support ourassociates globally through the pandemic
and by increasing our focus on safety andemotional well-being. As a result of these
initiatives, we:• Significantly advanced our global benefits
portfolio through enhanced healthcare
provisions and accessibility to well-being
and mental health platforms.
• Observed World Financial and Mental
Health Day globally. Associates around theworld were provided a day off in recognitionof World Mental Health Day. Additional
webinars, tools and curated education
were also provided in support of associate
financial and emotional well-being.
• Implemented a new retirement benefit
program for associates working in Kenya tosupport their future financial well-being.
• Reinstituted the "PVH Scholarship" program,which had been put on hold in 2020 due tothe impacts of the COVID-19 pandemic on
PVH. The program is available to children of
eligible PVH associates in North Americaand Asia, and awards $1,500 to all students
who attend college on a full-time basis
during the academic year. In 2021, PVH
awarded a total of $594,000 to 396 students.

• Continued our partnership with GlobalGiving
for associate disaster fundraising.
• Hosted our first global charity event anddonated $10,000 to the Save theChildren Foundation.

Hybrid Work
Most of our office-based teams continued towork remotely as we saw COVID-19 rates varyacross regions. While some regions saw signsof recovery with the rollout of the vaccine,others experienced spikes in new cases andlockdowns. With health and safety as our top
priority, we worked to provide testing resources
while encouraging associates to get vaccinatedas vaccines became more locally accessible.
Looking at the future of work and seeing signsof pandemic recovery, we set up dedicatedtask forces and took a regional approachto develop plans for hybrid work models forour office-based associates. We believe inthe value of a hybrid model and having theopportunity to leverage the best aspects ofboth remote and in-office work, with flexibility
for all. This includes flexible work hours, corecollaboration hour guidelines and specificmeeting-free times across business units
or regions.

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WORKFORCE / INCLUSION & DIVERSITY / TALENT DEVELOPMENT / PVH WORKPLACE

Wellness Programs

Associate Surveys

The pandemic impacted more than ourassociates' physical health. PVH remains
committed to providing resources and programs
to also support our associates’ emotional andfinancial well-being. We understand the powerof a strong associate base, so we enhanced
current support where it was needed most: via
our virtual wellness offerings.

In order to ensure that all associates' voices
are heard, we launched a new global survey,
PVH Listens, which gives every associate
a way to share feedback and contributeto making PVH a great place to work. The
first engagement survey helped us better
understand our global team, and inspired
the creation and enhancement of suchprograms as the Employee Assistance Programand Virgin Pulse Program. We have since
implemented more-frequent pulse surveys
to allow for better facilitation of associate
feedback and communication. Pulse surveys
expand upon engagement surveys to deliver
real-time feedback at regular intervals on
topics such as hybrid work, growth anddevelopment, and strategic alignment to help
identify areas of opportunity.

One aspect of this enhancement was the
expansion of our Virgin Pulse Program to theNetherlands and Hong Kong. This well-being
platform encourages associates to challengethemselves, or their colleagues, to trackhealthy habits, participate in activities andearn points redeemable for prizes. We alsooffered Headspace mental health memberships
to warehouse and global retail associates,
expanding upon the initial offer of this benefit to
office associates in 2020. Finally, our Employee
Assistance Program was offered to support theemotional well-being and work and personalneeds of our associates. All associates andtheir family members had access to this benefit
to help them manage stress, anxiety, familyneeds and more.

“In 2021, PVH associates came together to support one anotherthrough another year of unprecedented change. With the ongoing
disruptions of the pandemic and the challenges we’ve all had
to navigate, our team showed resilience and strength to deliver
beyond expectations and continued to drive fashion forward
for good.”

Leadership Behaviors
At PVH, leadership is not a title, it’s a choice.
In 2021, we introduced the PVH Leadership
Behaviors as a skills framework for associates
to develop at every level of the organization.
These 12 skills, organized into three categories,
encourage our teams to “Lead Yourself, Lead
Together and Lead the Way.” They are the way
we show up as one team to shape our culture
and deliver business performance and growth.

We continued to support this rollout with adedicated hub and materials such as individual
development guides, manager activation
guides, self-led e-learnings and workshopstyle development opportunities, as well as
through global monthly spotlights on specificbehaviors and activations in regions. Goingforward, the behaviors will be embedded into
our performance and development process andfully integrated into the associate experience.

Julie Fuller
Chief People Officer
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Lorem
Community
Lorem ipsum
Across the globe, PVH strives to cultivate an environment of inclusivity,
equity and belonging for all to build a better workplace, drive innovationin the marketplace and create positive impacts in our communities.
We recognize that much of the success we see as a brand is a direct
result of the support we receive from the many communities we touch
daily through our work. Our global footprint allows us to connect withmore individuals and communities, and for that, we are grateful.
It is imperative that our community involvement and engagement
extend throughout all branches of our organization and brands. To that
end, we have successfully implemented local community engagement
activities in place at all major office locations, as well as ongoing global
philanthropic efforts which are spearheaded by The PVH Foundation.
We continue to leverage our partnerships and our global workforce
to support societal awareness and education, and to create
career opportunities for those in our communities, many of whom
have experienced systemic disadvantages. In addition to driving
philanthropic missions in these areas, our community engagement
efforts also aim to leverage the Power of PVH and our platform toaddress the lack of awareness of, and access to, opportunities
in the industry. By partnering with organizations and associations
whose missions align with ours, our goal is to foster programs
and initiatives that engage these communities and create greater
accessibility on the pathways to opportunities in the fashion industry.

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GIVING & PHILANTHROPY / EDUCATION / INCLUSION

Giving & Philanthropy
Our global philanthropic efforts are led by
The PVH Foundation, a nonprofit corporation
dedicated to improving the lives of women andchildren by creating safe spaces, improving
access to education and enhancing overall
quality of life. PVH Cares is how we bring that
purpose to life — organizing our associates
around the world to dedicate their time, talentand resources to the communities where wework and live. Giving back is embedded in our
culture, and we know that we are strongest
when we all come together.
We give associates the flexibility to contributeto and lend their professional expertise tocauses they care about. In the U.S. andCanada, we offer 48 hours of paid volunteer
time along with our matching gift 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 Corp. It
provides cash grants to eligible colleagues
in need due to natural disasters andpersonal hardship.
Save the Children and Americares are PVH’s
global partners. Save the Children is ourlargest beneficiary, supporting early childhood
education and youth employability programs forprimary and secondary school students in the
U.S., China, Bangladesh, India and Ethiopia.

Notable Progress• In April 2021, The PVH Foundation
joined the Americares Emergency
Response Partner Program to support
the organization’s ongoing preparedness,
response and recovery efforts aroundthe world.
• We mobilized to provide $200,000 inemergency funding to Americares, as wellas to CARE, an international humanitarian
aid organization and PVH partner, in
response to the COVID-19 outbreakin India and Bangladesh.
• 2021 was the first year The PVH Foundation
expanded our "Month of Giving" associate
fundraising campaign to all associates
globally. This campaign was the mostsuccessful to date in both contributions
and donation dollars.
• For International Women’s Day, PVH Cares
hosted a month-long associate fundraising
campaign for four organizations that support
women’s empowerment, advancement
and equity.

“For 17 years, PVH’s partnership with Save the Children has had
positive impacts on the communities where we live and operate.
Our continued support and investment in Save the Children
allows us to create meaningful change in the lives of children,from improved access to education to creating safe spaces to
live, play and learn.”
Guy Vickers
President, The PVH Foundation
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2021 Giving
Total Cash Grants$5,177,448

COVID-19 Grants$350,000

Corporate Matching$177,568

Volunteer Incentives$7,085In-kind Donations (Contributions of Products)$17,723,468

Associate Fundraisers$11,289

Store Collections/Customer Donations$483,647

Largest Beneficiary: Save the Children (U.S. & Canada)$678,528

Volunteer Hours

1,560

Disaster Relief
The PVH Foundation joined the Americares Emergency
Response Partner Program to support ongoing preparedness,
response and recovery efforts around the world.
We provide annual funding to Americares’ emergency relief
efforts, allowing it to maintain a constant state of readinessfor emergencies, including pre-positioning relief supplies indisaster-prone countries, maintaining an international rosterof on-call disaster response experts, supporting needs
assessments and deploying emergency response teams todisaster zones.
In 2021, we responded to natural disasters globally, from anearthquake in Indonesia, to COVID-19 response in India and
Bangladesh, to wildfires in Europe and many others.  

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Education
Target: Reach 135,000 individuals worldwide through youth education and childcare services, teacher training,
parenting resources and training, and youth employability training services by 2023.
PVH has exceeded our education target
by reaching over 165,000 individuals in
the communities where we work and live.
Through our partnership with Save theChildren, we invest in programs to help ensurethat education is accessible to everyone,
especially those in underserved or vulnerable
communities. In 2021, given the ongoingpandemic, we took a digital approach tocontinue working toward our goals while
keeping children, families, factory workers
and staff safe.
The programming was also restructured tofocus on more one-on-one and small grouplearning. In implementing this new strategy,
we were able to reach more individuals at
a faster rate than previously expected.

Promoting Childhood Developmentwith Save the Children
Save the Children is PVH’s global partner insupporting youth education and employability
programs in the U.S., China, Bangladesh,
India and Ethiopia. Highlights from ourprograms include:• In the U.S., our project aims to provide
high-quality early childhood education
programming to children under the ageof five, and their families who live in thenation’s most marginalized, low-resource
communities. Save the Children delivers
this through its Early Steps to School
Success program and advocacy work. In
2021, we reached 7,013 children and
2,626 caregivers.

We delivered this through various modalities,
such as mobile messaging to parents, virtualorientations and home visits, one-on-one
coaching to children at home, small groupteaching in the community and linking to anational television education program. In
2021, the project reached 1,253 children. In
addition, we reached 1,550 working parents,
65 working pregnant women and 48 teachersand educators.

• In Ethiopia, our project assists youth
in gaining job skills and employment
opportunities, increasing income andimproving productivity. Despite the impact
of COVID-19 during the reporting period, theproject undertook activities with relevant
stakeholders and directly reached 1,421
youth, more than 50% of whom were female.

• In Bangladesh, our project seeks to
improve the school readiness of children
and to reach parents of children under
the age of six to enhance their parenting
knowledge. Traditionally, we work withready-made garment factories in Gazipur,
both within factories and in surrounding
areas. COVID-19 required us to change
our implementation strategy for pre-primaryand early learning programs to a
distance-parenting model.

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GIVING & PHILANTHROPY / EDUCATION / INCLUSION

Inclusion in the Community
PVH’s I&D activities extend to theenhancement of equity and inclusion in ourcommunities. On a global scale, this is carriedout through our investment in educational
resources, partnerships and programs to help
bolster access and provide assistance forunderrepresented groups. In 2021, we tooka region- and brand-based approach to ourcommunity I&D efforts, and we are proud of
our progress:• Expanded partnership with Fashion For All
Foundation to support our shared efforts tocreate awareness and diversity, equity andinclusion for all in the fashion industry.

U.S.

• Became one of the first 100 signatories of
the Racial Diversity and Inclusion Charter
for Employers by the Equal Opportunities
Commission in Hong Kong.

• Enhanced our support for the NRF
Foundation’s Next Gen Scholarshipcompetition and the Boys & Girls Club ofAmerica’s RISE UP program.
• Formalized our partnerships with Human
Rights Campaign Foundation’s HistoricallyBlack Colleges and Universities programand PFLAG National.
• Became a founding partner of the Social
Justice Center at the Fashion Instituteof Technology.

• Carried out the U.S. Early Talent Program,a 10-week internship or six-month co-op
opportunity for 65 participants, 48% ofwhom identified as BIPOC.
Asia-Pacific

Europe• Enhanced our support for the Target
Gender Equality United Nations Global
Compact accelerator, first piloted in
the Netherlands, to learn how we canincrease representation of women inbusiness and leadership.

Brands• Through the People’s Place Program,
Tommy Hilfiger launched the first-ever“New Legacy Design Challenge” with
Harlem’s Fashion Row to support Black
creatives.
• Both Tommy Hilfiger and Calvin Klein
contributed to organizations such as
Rainbow Railroad and Reuniting of African
Descendants to advance the social andeconomic well-being of LGBTQIA+ peopleof African descent.
• In connection with their Pride capsulecollections, Calvin Klein and Tommy
Hilfiger made donations to the International
Lesbian, Gay, Bisexual, Trans and Intersex
Association (ILGA World).
• Calvin Klein unveiled four unique “Muralsof Pride” created by local LGBTQIA+
artists in Amsterdam, London, Berlinand Milan, celebrating Pride in different
queer communities.

TOMMY HILFIGER
Fashion Frontier
Challenge
In its third year, the challenge
supported BIPOC entrepreneurs increating solutions to help make thefashion landscape more inclusive.
Continuing to create inclusive
spaces and opportunities forentrepreneurs, this year’s “TOMMYHILFIGER Fashion Frontier Challenge”
aimed to amplify and support BIPOC
entrepreneurs who are working toadvance their communities, while
fostering a more inclusive futureof fashion.
Selected from six finalists, twowinners were each awarded€100,000 and received a yearlong mentorship with experts fromTommy Hilfiger. They also secured
a place in a program for innovative
leaders at INSEAD, one of theworld’s leading graduate businessschools. A third winner was selectedby Tommy Hilfiger associates as
their "audience favorite" and wasawarded €15,000.

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Governance
Since our founding in 1881, we have been committed to conducting all
business in keeping with the highest moral, ethical and legal standards.
Our commitment to achieving excellence in corporate governanceis embodied in our governance practices, which include continuallyreviewing and evaluating our practices and policies to determine areas for
improvement as governance evolves.
We include extensive governance disclosures in our 2022 Annual
Meeting of Stockholders Proxy Statement. Key policies include our Codeof Business Conduct and Ethics, our Code of Ethics for Chief Executive
Officer and Senior Financial Officers and our Corporate Governance
Guidelines, which are available on PVH.com and briefly described here.
Our Code of Business Conduct and Ethics applies to all PVH directors,
officers and associates, and addresses matters such as conflicts ofinterest, insider trading, confidentiality of PVH proprietary informationand discrimination and harassment. We designed our Code of Ethics for
Chief Executive Officer and Senior Financial Officers to ensure full, fair,accurate, timely and understandable disclosure in the periodic reports wefile with the SEC.
Our Corporate Governance Guidelines address matters such as
Board committee structure and governance; director qualifications,
responsibilities and ability to serve on other Boards of Directors; director
access to executives and other PVH associates; director compensationand education; succession planning; Board evaluations; and stock
ownership by PVH's executive officers and directors.

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Board of Directors
Our former CEO and Chair retired from theBoard of Directors at the end of calendar
year 2021. In connection with his retirement,
we decided for the first time in our history to
appoint an independent, non-executive Chair
to lead the Board. The Board believes thathaving an independent director serve as Chairis the most effective leadership structure for
now, including because it enables Mr. Larsson
to focus on his responsibilities as CEO and on
overseeing the execution of the PVH+ Plan.
In 2021, we continued our pursuit ofexcellence in governance matters. Recent
developments include:• Adding two new independent directors to
the Board in calendar year 2021 and one in
2022 as part of the "Board Refreshment"
program.
• Our "Board Refreshment" program has
resulted in bringing down the average tenure
and age of independent directors.
• As part of our ongoing commitment toincreasing diversity and representation
across all aspects of our organization, we
have increased the number of directors withat least one measure of diversity. As ofJune 16, 2022, the date of our Annual
Meeting of Stockholders, 50% of our
independent directors are diverse.

Board Diversity

Director Skills

The diversity of our Board is a priority for PVH.
The Nominating, Governance & Management
Development Committee considers thediverse backgrounds, perspectives andexperiences of potential candidates inselecting new directors, and has endeavored
to include female candidates and peopleof color in all pools of prospective directorsthat they present, but does not have a

specific policy in that regard. In practice, theCommittee prioritizes the diversity of skills,
abilities and experiences represented inour skills matrix, as well as the candidate’s
race, ethnicity, gender and background.
Currently, our Board includes independent
directors who identify with one or more of thefollowing diversity measures: female, BIPOC
and LGBTQIA+. Read more about our Board
members in the 2022 Annual Meeting ofStockholders Proxy Statement.

Independent Director
TenureIndependent Director
Age Distribution

8.1 years

57.9 years

3 Directors 0-3 years

2 Directors 40-49 years

4 Directors Female

5 Directors 4-10 years

4 Directors 50-59 years

7 Directors Male

2 Directors 10+ years

4 Directors 60+ years

Average tenure

Average age

Our Board embodies a broad and diverse
set of experiences, qualifications, attributes
and skills that are vital to the success ofour business.

Director Gender
Distribution

36%

Female31. Figures above are as of May 6, 2022, the date of publication of the Proxy Statement for our 2022 Annual Meeting of Stockholders.
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Risk Oversight
The Board of Directors oversees the
management of risks related to the operationof our business. As part of its oversight,
the Board receives periodic reports frommembers of senior management on various
aspects of risk, including our enterprise risk
management program, business continuity
planning and cybersecurity.
Each Board committee oversees the
management of risks that fall within its
area of responsibility, as summarized in the2022 Annual Meeting of Stockholders Proxy
Statement. In performing this function, eachcommittee has full access to management,
as well as the authority to engage advisors.
Committee chairs report on their committees'
activities and can raise any risk issues,
including agenda items related to risk, ateach Board meeting following a committee
meeting, where all directors can engage in a
discussion and consideration of these risks.
The Board and each of its committees
received reports from and worked together
with management to navigate our company
and businesses through the impacts of
the COVID-19 pandemic on us and our
stakeholders as we sought to mitigate these
impacts through business, operational, financial
and human capital management initiatives.

Managing CR Risks
Under the guidance of the Board’s CR
Committee, we aim to expand our CR
governance approach in 2022 to adopt a
more holistic approach to risk management
for the business. We are conducting a climate
risk assessment in line with guidelines
from the Task Force on Climate-related
Financial Disclosures, as well as a water risk
assessment in cooperation with WWF. These
efforts will tie into our enterprise risk strategy
and build upon refinements we made to thestrategy in 2021.
In 2021, following Organization for Economic
Cooperation and Development (OECD) due
diligence guidance, we further improved our
process to identify and assess actual andpotential adverse impacts associated withthe enterprise’s operations, products andservices. We piloted the Sustainable Business
Risk Assessment (SBRA) process, whichassesses the actual and potential adverse
impacts of PVH’s business on rights holders
and the environment. Our SBRA analyticalframework covers both PVH’s owned andoperated facilities, as well as the supply chain
from raw materials to finished products. For
our analysis, we used both qualitative andquantitative data, including, but not limited
to, PVH CR assessment data, third-party risk
indices and other data sources related to
stakeholder engagement.

Through the the SBRA analysis, risks ofadverse impacts are prioritized from a salientissue list based on a scorecard. The criteria
for prioritization are developed following theOECD Due Diligence Guidance for Responsible
Supply Chains in the Garment and Footwear
Sector, and focus on the severity andlikelihood of the adverse impacts.
2021 SBRA Salient Issues:• Human Rights: Wages & Severance,
Freedom of Association & Collective
Bargaining, Gender-Based Violence& Harassment• Environment: Greenhouse Gas Emissions,
Solid Waste & Hazardous Waste, Hazardous
Chemicals, Deforestation
Given PVH’s commitment to furthering our workin line with the OECD Due Diligence Guidelines,
and in preparation for emerging and enacted
legislative initiatives in various parts of the
globe, we recognize that there is still morework to be done to comprehensively assess
adverse impacts, and we are committed
to continuing to improve upon our risk
assessment processes.

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Materiality Assessment
In 2022, we conducted a materiality assessment to help us continue toidentify, manage and report on the issues impacting our business andthat are of importance to our stakeholders.

Assessment Process
Topic Identification: Our approach considered both internal and externalsources, while remaining focused on our vision of driving fashion
forward for good. Internal sources included our our previous CR Reports,
previous materiality assessment (2018), employee and consumer
surveys and various investor-related publications. External sources
included sustainability reporting frameworks and rating agencies (Global
Reporting Initiative (GRI), Sustainability Accounting Standards Board(SASB), Task Force on Climate-related Financial Disclosures (TCFD),
MSCI and World Economic Forum (WEF)), as well as peer benchmarking
and key stakeholders, including IndustriALL.
Prioritization: Topics were prioritized using a multi-capital approachthat considers whether a topic impacts or is important to various
forms of capital that drive value for our operations. Types of capitalconsidered include financial, operational, natural, human, and socialand relationship.
Validation: Topics were validated and adjusted through consultation withboth internal and external stakeholders.

Sustainable Materials
Health and Safety
Chemicals Management
Waste Management

Inclusion & Diversity

Energy andEmissionsManagement

Human Rights in the Supply Chain

Climate Change ResilianceBusiness Ethics
and Integrity
Living Wages in the Supply Chain
Traceability

Water
Community Investment

Importance to Stakeholders

The assessment process involved engaging stakeholders across ourcompany and beyond with the aim of understanding which material topics
are top of mind for the near- and long-term. This collaborative process
resulted in a list of 23 topics, principally relating to environmental,social and governance matters, that were designated as being mostmaterial to PVH. This list will serve as one of the key inputs in evolving
our CR strategy and governance efforts going forward. We will report on
related progress as and to the extent appropriate based, in part, on theirmateriality to us and to our stakeholders.

Circularity

Biodiversity

Talent Management

Responsible Sourcing

Compensation and Beneﬁts
Data Privacy

Cyber Security

Taxes
Anti-competitive Behavior
Advocacy

Impact on Business

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CR RESOURCES / DATA APPENDIX

Reference

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CR RESOURCES / DATA APPENDIX

CR Resources
Environmental

SocialGovernance• Environmental Policy• Our Approach to CR &Human Rights• A Shared Commitment:
Our Code of Conduct• PVH CR Supply Chain Guidelines• CR Governance &Stakeholder Engagement• Forest Protection Policy• Restricted Substance List
• Animal Welfare Policy• Statement on Angora• PFAS Policy• Factory List Disclosure• Guidelines for a Healthy Work
Environment & Addressing the
COVID-19 Crisis• Statement of Corporate
Responsibility• Materiality Assessment• Statement on COVID-19 Supply
Chain Impact• Statement on Human Rights• Living Wage Strategy• PVH Modern Slavery Statement• Statement on Uzbek Cotton& Textiles• XUAR Global ComplianceStatement• Conflict Minerals Policy

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CR RESOURCES / DATA APPENDIX

Data Appendix
Materials Data
Sustainable Cotton, Viscose and Polyester Use, 2018-2021

Materials Use, 2021

2018

2019

2020

2021

Viscose

4%

9%

16%

25%

Polyester

8%

8%

16%

28%

Cotton

37%

47%

53%

% of Total
Materials Use

MT

Conventional cotton

32%

42,322

Sustainable third-party-certified cotton32

38%

50,545

Conventional polyester

11%

14,437

Recycled polyester

4%

5,711

Conventional nylon

4%

5,495

Conventional viscose

2%

2,233

Sustainable viscose

1%

746

Elastane, spandex & lycra

2%

2,393

Leather & suede

2%

2,488

Other materials33

5%

6,655

Total materials

100%

133,043

54%

Sustainable Cotton, Viscose, Polyester and Wool Use in MT, 2018-2021
2018

2019

2020

2021

Viscose

103

274

333

764

Polyester

2,190

2,083

2,929

5,716

Cotton41,01454,25145,43050,545

Wool

N/A

N/A

30

64

Carbon Emissions of Raw Materials, 2020
2020

MT

Leather and suede

12.9%

55,815

Conventional cotton

24.1%

104,274

Sustainable third-party certified cotton32

13.7%

59,218

Conventional polyester

12.6%

54,533

Conventional nylon

11.5%

49,924

Remaining raw materials

25.2%

108,810

Total materials

100.0%

432,574

32. Sustainable third-party certified cotton includes organic and transitional organic cotton certified through the Organic Content Standard and Global Organic Textile
Standard, Better Cotton, recycled cotton certified through the Global Recycled Standard and Recycled Content Standard and cotton sourced through UnitedStates Cotton Trust Protocol.
33. "Other materials" includes the following material types: recycled nylon, wool (including conventional, recycled cashmere, recycled wool, RWS wool, alpaca wool,
cashmere, merino wool), acrylic, down (RDS), linen, polycarbonate, polyurethane, PVC, recycled PVC, natural rubber, silk, thermoplastics. Each of these accounts
for less than 1% of PVH's materials usage.
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CR RESOURCES / DATA APPENDIX

Materials Data (cont.)
On-Product Packaging Materials Breakdown by Weight

On-Product Packaging Statistics

Substrate Type% of total weight

Weight in MT% of total units (pro-rated)

Total units (pro-rated)

Cardboard

0.38%

42

0.09%

1,220,000

Total weight

3,942 MT

Cotton

0.01%

1

0.05%

645,729

Recyclable (based on location)

39.3%

Expanded polyethylene

0.10%

11

0.28%

3,750,623

Compostable

0.0%

Expanded polypropylene

0.00%

0

0.06%

840,061

Recycled content within plastic packaging

1.2%

High density polyethylene

0.09%

10

0.09%

1,277,817

Low density polyethylene

16.97%

1,905

9.79%

132,368,590

Plastic packaging made of 100% recycled content

5,471,102 units

Metal

0.18%

20

0.25%

3,398,866

Nylon

0.05%

5

1.13%

15,264,292

Other

0.29%

32

2.64%

35,712,241

Paper

62.77%

7,044

49.73%

672,673,920

Paper-based sticker

1.17%

132

5.28%

71,427,053

PET

7.93%

890

3.12%

42,245,178

Polyester

1.15%

129

5.32%

72,021,257

Polypropylene

5.36%

601

14.48%

195,884,371

Polystyrene

2.15%

241

4.47%

60,508,586

PPE

0.48%

54

0.44%

5,928,763

PVC

0.48%

54

2.37%

32,015,894

Recycled PET

0.40%

44

0.05%

635,642

Recycled polyester

0.01%

1

0.36%

4,835,460

Unspecified

0.02%

3

0.01%

101,752

Total

100.0%

11,222100.0%

1,352,756,094

2021

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CR RESOURCES / DATA APPENDIX

Emissions Data
Global Scope 1, 2 & 3 Emissions in MT CO2e, 2017-2021

Global Scope 3 Emissions in MT CO2e, 2017-2020

2017

2018

2019

2020

2021

2017

2018

2019

2020

Scope 1 emissions

32,69035,03933,77629,091

25,132

Purchased goods & services

1,741,980

1,477,630

1,326,467

1,580,636

Scope 2 emissions

119,758

93,83970,36951,79738,721

Use of sold products

557,562596,298596,298

347,353

Total Scope 1 & 2 emissions

152,448

128,878

104,145

80,88863,853

Upstream transport & distribution

194,714183,063

207,663

64,829

Scope 3 emissions

2,961,960

2,713,907

2,600,737

2,140,945

End-of-life treatment of sold products

74,967

69,71873,73853,556

Total emissions

3,114,408

2,842,785

2,704,882

2,221,832

Downstream transport & distribution

139,497

145,551

159,898

51,653

Franchises

195,001

186,329

186,329

24,755

Fuel- and energy-related activities

24,534

20,31816,75913,580Business travel

33,70635,00133,585

4,583

Total Scope 3 emissions

2,961,960

2,713,907

2,600,737

2,140,945

Global Scope 3 Emissions Breakdown, 2020
2020

MT

Purchased goods and services

73.8%

1,580,636

Use of sold products

16.2%

347,353

Upstream transport & distribution

3.0%

64,829End-of-life treatment of sold products

2.5%

53,556

Downstream transport & distribution

2.4%

51,653

Franchises

1.2%

24,755

Fuel- and energy-related activities

0.6%

13,580Business travel

0.2%

4,583

Total Scope 3 emissions

100.0%

2,140,945

34. As is industry standard, Scope 3 emissions reporting occurs one year behind. Scope 3 and total emissions are listed in the year in which they occurred, rather thanin the year in which they were reported.
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CR RESOURCES / DATA APPENDIX

Energy Data
Renewable and Non-renewable Energy Use, 2018-2021

Renewable Energy Use by Facility Type in kWh, 2020 & 2021

2018

2019

2020

2021

Renewable energy use

18%

28%

43%

53%

Non-renewable energy use

82%

72%

57%

47%

Renewable and Non-renewable Energy Use in kWh, 2018-2021
2018

2019

2020

2020

2021

Offices

9,695,241

13,274,239

Retail

76,893,639

71,488,681

Vehicles00Warehouses

8,864,867

12,102,774

2021

Renewable energy use

60,735,489

68,835,792

95,453,746

96,865,695

Non-renewable energy use

270,902,698 176,575,375

127,924,090

85,551,692

Total energy use

331,638,187 245,411,167

223,377,836

182,417,387

Renewable Energy Use in North America and Europe in kWh, 2018-2021
2018

2019

2020

2021

Europe7,304,489

20,448,792

47,053,746

48,465,695

North America

53,431,000

48,387,000

48,400,000

48,400,000

35. PVH currently purchases renewable electricity in two regions, the Americas and Europe, and not in Asia.
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Environmentally Ethical Sourcing Data
Higg Level 1 Performance, All Suppliers, 2021

Higg Level 2 Performance, Wet Processors, 2021

Higg Level 2 Performance, Wet Processors, 2021

Suppliers that achieved Higg Level 1 in:

Wet processors that achieved Higg Level 2 In:

Wastewater

0 impact areas

1.2%

6 facilities

0 impact areas

32.4%

66 facilities

Did not achieve Level 1

33.3%

68 facilities

1 impact area

1.6%

8 facilities

1 impact area

31.9%

65 facilities

Achieved Level 1

24.5%

50 facilities

2 impact areas

5.1%

26 facilities

2 impact areas

21.6%

44 facilities

Achieved Level 2

35.8%

73 facilities

3 impact areas

13.7%

70 facilities

All 3 impact areas

14.2%

29 facilities

Achieved Level 3

6.4%

13 facilities

4 impact areas

15.6%

80 facilities

Total wet processors that submitted
verified Higg FEM data

100.0%

204 facilities

5 impact areas

15.2%

78 facilities

6 impact areas

19.3%

99 facilities

All 7 impact areas

28.3%

145 facilities

Total suppliers that submitted
verified Higg FEM data

100.0%

512 facilities

Higg Level 2 Performance, Wet Processors, 2021
Higg Level 2 Performance, Wet Processors, 2021
EnergyDid not achieve Level 1

1.0%

2 facilities

Achieved Level 1

54.9%

112 facilities

Achieved Level 2

44.1%

90 facilities

Chemicals
Did not achieve Level 1

46.6%

95 facilities

Achieved Level 1

22.1%

45 facilities

Achieved Level 2

26.0%

53 facilities

Achieved Level 3

5.4%

11 facilities

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CR RESOURCES / DATA APPENDIX

Water Data
Water Use in M3, 2018-202136

2018

2020

2021

2018

2020

2021

Water Use in the Supply Chain by Region in M3, 2018-202136, 37

Supply chain Tier 1 use

37,417,250

19,630,509

9,114,430

Americas2,438,657

399,034

852,712Supply chain beyond Tier 1 use

133,874,602

139,908,835

103,101,556

South Asia

41,756,498

82,095,998

38,139,543

Total supply chain water use

171,291,852

159,539,344

112,215,986

Europe, Middle East, Africa

15,592,232

13,075,314

25,550,559

Owned & operated facilities water use

181,235

125,532

86,771

East & Southeast Asia

111,504,466

63,968,998

47,673,172

Total water use

171,473,087

159,664,876

112,302,757

Water Use in the Supply Chain by Source in M3, 2018-2021
Rainwater

32,863445,958

532,416Groundwater

24,164,248

83,681,175

37,462,339

Municipal water

75,992,389

33,530,449

44,016,162

Produced/Processed water

38,035,044

22,263,994

14,073,747

Surface water

27,340,822

18,456,545

15,200,719

Wastewater

5,726,486

1,161,224

930,603

Water Use by Type Across Supply Chain Levels/Tiers in M3
Fresh surface water

Rainwater

Groundwater

Municipal water

Produced/processed water

Wastewater from another org

Total

Level 1 Tier 1

521,099

24,1033,900,163

4,488,061

181,004

0

9,114,430

Level 1 Tier 2

20,1574,712

1,410,905

1,766,711

209,22203,411,707

Level 2 mill

14,659,463

503,522

31,482,806

25,772,922

12,915,082

930,60386,264,397

Level 2 trim

079

668,465

11,988,468

768,440

013,425,452

15,200,719

532,416

37,462,339

44,016,162

14,073,747

930,603112,215,986

Total

36. 2019 water consumption data was excluded from this report. As the COVID-19 pandemic unfolded in 2020, related disruptions interfered with collection of 2019 water consumption data from across the supply chain. PVH's water consumption in owned and operated facilities was 136,233 cubic meters in 2019.
37. Water use data from the supply chain represents the 2020 calendar year; it is reported to PVH throughout 2021 and reported as 2021 water data.
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CR RESOURCES / DATA APPENDIX

Workforce Data: Global
Part-time Associates

9,047

Temporary Associates

2,295

66%

Female6,248

69%

Female

1,483

65%

8,946

34%

Male

2,784

31%

Male

729

32%

Gender not declared

32

< 1%

Gender not declared

15

< 1%

Not declared83

4%<30 years old

12,27046%

Africa00%Africa1< 1%30-50 years old

11,48943%

Asia-Pacific

1

< 1%

Asia-Pacific

352

15%

>50 years old

2,859

11%

Europe3,15735%Europe1,077

47%

Latin America

3

< 1%

Latin America

181%Canada1,629

18%Canada159

7%

United States

688

30%

Retail & Warehouse Associates

18,635

Total Permanent Workforce

26,618

Female17,640Male

Total Full-time Workforce

17,571

Female11,392

65%

United States

4,257

47%

Male

6,162

35%

Non-guaranteed hours employees

18

< 1%

Gender not declared

17

< 1%

Africa26< 1%

Office Associates

7,983

Asia-Pacific

4,421

25%

Female5,053

63%

Female12,58768%

Europe

6,889

39%

Male

2,917

37%

Male

6,029

32%

Latin America

507

3%

Gender not declared

13

< 1%

Gender not declared

19

< 1%

Canada501

3%

United States

5,227

30%

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CR RESOURCES / DATA APPENDIX

Workforce Data (cont.)
Global Gender Breakdown by Level

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

881

44%

Female

545

56%

Male

Senior Vice Presidents & above

160

Female

71

Male

89

Vice Presidents

298

Female

150

50%

Male

146

49%

Gender not declared

2

1%

Females in leadership (VP & above)

221

48%

Native Hawaiian or Pacific Islander

105

62%

Female

52

50%

334

38%

Male

53

50%

Gender not declared

2

< 1%

Gender not declared

0

0%

Black

1,694

Two or more races263

Female1,035

61%

Female

162

62%

Male

655

39%

Male

101

38%

Gender not declared

4

< 1%

Gender not declared00%

Hispanic or Latino

3,194

White

3,906

Female2,064

65%

Female

2,535

65%

Male

1,123

35%

Male

1,366

35%

Gender not declared

7

< 1%

Gender not declared

5

< 1%

American Indian / Alaska Native

49

Decline to self-identify

80

Directors

932

Female

539

58%

Male

389

42%

Gender not declared

4

< 1%

Managers

4,089

Female2,532

62%Female28

57%

Female

47

59%

Male

1,531

37%

Male

21

43%

Male

26

33%

Gender not declared

26

1%

Gender not declared00%Gender not declared

7

9%

Individual contributors

22,432

Female15,208

68%

Male

7,155

32%

Gender not declared

69

< 1%
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CR RESOURCES / DATA APPENDIX

Workforce Data: U.S.
U.S. Workforce by Ethnicity/Race
Total SVPs and above

107

Total VPs

202

Total leadership (VP and above)

309

Asian

6

6%

Asian

21

10%

Asian

27

9%

Black

6

6%

Black

6

3%

Black

12

4%

Hispanic or Latino

66%Hispanic or Latino

126%Hispanic or Latino

18

6%American Indian or Alaska Native

1

1%

American Indian or Alaska Native

1

< 1%

American Indian or Alaska Native

2

1%

Native Hawaiian or Pacific Islander

00%Native Hawaiian or Pacific Islander

1

< 1%

Native Hawaiian or Pacific Islander

1

< 1%

White

83

78%

White

157

78%

White

240

78%

Two or more races2

2%

Two or more races

1

< 1%

Two or more races

3

1%

Unspecified

3

3%

Unspecified

3

1%

Unspecified

6

2%

Total Directors

462

Total Managers

1,342

Total Individual Contributors

7,372

Asian

84

18%

Asian

199

15%

Asian

520

7%

Black

20

4%

Black

105

8%

Black

1,428

19%

Hispanic or Latino

31

7%

Hispanic or Latino

171

13%

Hispanic or Latino

2,718

37%

American Indian or Alaska Native

1

< 1%

American Indian or Alaska Native

4

< 1%

American Indian or Alaska Native37

1%

Native Hawaiian or Pacific Islander

2

< 1%

Native Hawaiian or Pacific Islander

5

< 1%

Native Hawaiian or Pacific Islander

85

1%

White

313

68%

White

811

60%

White

2,335

32%

Two or more races7

2%

Two or more races36

3%

Two or more races

199

3%

Unspecified

4

1%

Unspecified

11

1%

Unspecified

50

1%

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Frameworks

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Sustainability Accounting Standards Board Index
The Sustainability Accounting Standards Board (SASB) is an independent, private sector standards-setting organization dedicated to enhancing theefficiency of capital markets by fostering high-quality disclosure of material sustainability information that meets investor needs. This table references
the Standard for the Apparel, Accessories & Footwear industry as defined by SASB’s Sustainable Industry Classification System (SICS).

Topic

MetricCategory

Unit of Measure

Code

Response/ReferenceManagement of Chemicals
in Products

Discussion of processes to maintain compliance withrestricted substances regulations

Discussion andAnalysis

N/A

CG-AA-250a.1

PVH 2021 CR Report > Environment > Hazardous
Chemicals & Microfibers, page 34
PVH Restricted Substance Lists

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

Discussion andAnalysis

N/A

CG-AA-250a.2

PVH 2021 CR Report > Environment > 100%
Environmentally Ethical Sourcing; Hazardous Chemicals& Microfibers, pages 33-34
PVH Restricted Substance Lists

Environmental Impacts in the
Supply Chain

Percentage of

Quantitative

Percentage (%)

CG-AA-430a.1

The PVH CR Supply Chain Guidelines require that thequantity and quality of all wastewater comply with
relevant permits. 100% of suppliers are asked tomaintain valid wastewater permits to ensure compliancewith all applicable laws and regulations.

Quantitative

Percentage (%)

CG-AA-430a.2(1) 100%(1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 in compliancewith wastewater discharge permits and/or
contractual agreement
Percentage ofLabor Conditions in the
Supply Chain(1) Tier 1 supplier facilities and(2) 100%(2) supplier facilities beyond Tier 1 that have completed theSustainable Apparel Coalition’s Higg Facility Environmental
Module (Higg FEM) assessment or an equivalentenvironmental data assessment

PVH 2021 CR Report > Environment > Environmentally
Ethical Sourcing, page 33

Percentage of

Quantitative

Percentage (%)

CG-AA-430b.1(1) 82%(1) Tier 1 supplier facilities, and(2) 88%(2) supplier facilities beyond Tier 1 that have been
audited to a labor code of conduct,(3) 88%(3) percentage of total audits conducted by athird-party auditor
Priority non-conformance rate and associated corrective
action rate for suppliers’ labor code of conduct audits

Quantitative

Rate

CG-AA-430b.2

PVH 2021 CR Report > Human Rights in the Supply
Chain > Socially Ethical Sourcing, page 43

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TopicMetricCategory

Unit of Measure

Code

Response/Reference

Labor Conditions in the
Supply Chain

Description of the greatest(1) labor and(2) environmental, health, and safety risks in the
supply chain

Discussion andAnalysis

N/A

CG-AA-430b.3

PVH 2021 CR Report:(1) Human Rights in the Supply Chain > Worker
Representation, page 39; Living Wages, page 40;
Socially Ethical Sourcing, page 43(2) Environment > Environmentally Ethical Sourcing,
page 33; Human Rights in the Supply Chain > Safe
Workplaces, page 41
PVH CR Supply Chain Guidelines, pages 55-112
PVH Approach to CR and Human Rights, pages 2-3
PVH Modern Slavery Statement

Raw Materials Sourcing

Description of environmental and social risks associatedwith sourcing priority raw materials

Discussion andAnalysis

N/A

CG-AA-440a.1

PVH 2021 CR Report:
Environment > Sustainable Materials, pages 24-26
Human Rights in the Supply Chain > Socially EthicalSourcing, page 43
Governance > Materiality Assessment, page 66

Activity Metrics

Percentage of raw materials third-party certified to an
environmental and/or social sustainability standard,by standard

Quantitative

Number of (1) Tier 1 suppliers and (2) suppliers beyond
Tier 1

Quantitative

Percentage (%)
by weight

CG-AA-440a.2

NumberCG-AA-000.A

44% of our materials are sustainably sourced.
PVH 2021 CR Report > Environment > Sustainable
Materials, pages 24-26(1) 1,669(2) 238
Total suppliers: 1,907

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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 andon communities around the world. In line with the recommendations made by the Task Force on Climate-related Financial Disclosures (TCFD), we publicly
disclose our standardized environmental data through our response to CDP's Climate Change questionnaire.
In 2022, we plan to complete a climate risk scenario analysis to complete the TCFD framework, while giving us a broader understanding of thevulnerabilities PVH faces due to climate change and where we need to focus our efforts and overall business strategy to mitigate those impacts.
See below for our TCFD Index, mapped to PVH’s 2022 CDP Climate Change questionnaire submission (reflecting 2021 fiscal year data).

TCFD Disclosure

CDP 2022 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, C4.2bC9.1b) 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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Global Reporting Index
PVH has reported in accordance with the Global Reporting Initiative (GRI) Standards for the period of February 1, 2021 through January 31, 2022.

Disclosure Number and Title

2021 Response

GRI 2: General Disclosures 2021
PVH 2021 Annual Report, page 19
2-1

Organizational details

PVH 2021 Form 10-K, page 5
Headquarters location: New York, NY

2-2

2-3

Entities included in the organization’s sustainability reporting

Reporting period, frequency and contact pointPVH 2021 Form 10-K, Exhibit 21
Reporting period: Fiscal year ended January 30, 2022. 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
PVH 2021 Form 10-K, pages 1-11

2-6

Activities, value chain and other business relationships

2-7

Employees

PVH 2021 Form 10-K, page 13

2-8

Workers who are not employees

PVH 2021 Form 10-K, page 13

PVH 2021 CR Report > Human Rights in the Supply Chain, pages 37-46

Governance
PVH 2021 CR Report > Governance > Board of Directors, page 64
2-9

Governance structure and composition

Notice of 2022 Annual Meeting of Stockholders Proxy Statement ("PVH 2022 Proxy Statement"), pages 4-5, 16,
22-24, 27-28, 30-31
PVH Investor Relations: Governance; Corporate Governance Guidelines; Committee Description
and Membership
PVH 2022 Proxy Statement, pages 22-24

2-10

Nomination and selection of the highest governance body

PVH Investor Relations: Corporate Governance Guidelines
PVH Nominating, Governance & Management Development Committee of the Board of Directors Charter

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Disclosure Number and Title

2021 Response

Governance (cont.)
2-11

Chair of the highest governance body

2-12

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

Henry Nasella became the independent Chairman of the Board effective December 31, 2021. Mr. Nasella is not aan employee of PVH.
PVH 2021 CR Report > Governance > Board of Directors, page 64
PVH 2022 Proxy Statement, pages 9-10, 18-20, 31
PVH 2022 Proxy Statement, pages 9-10, 18-20, 31

2-13Delegation of responsibility for managing impacts

PVH Investor Relations: Governance
PVH Corporate Governance Guidelines

2-14

Role of the highest governance body in sustainability reporting

PVH Corporate Responsibility Committee of the Board of Directors Charter
PVH Corporate Responsibility Governance & Stakeholder Engagement, page 2
PVH 2022 Proxy Statement, page 30

2-15

Conflicts of interest

PVH Audit & Risk Management Committee of the Board of Directors Charter
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 “criticalconcerns” communicated during reporting periods.

2-17Collective knowledge of the highest governance body

PVH 2022 Proxy Statement

2-18

Evaluation of the performance of the highest governance body

PVH 2022 Proxy Statement, pages 20-21
PVH Nominating, Governance & Management Development Committee of the Board of Directors Charter
PVH 2022 Proxy Statement, pages 34-36 (Board of Directors); 7-8, 37-88 (Executives)

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 2022 Proxy Statement, pages 38-62

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 2022 Proxy Statement, page 88

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Disclosure Number and Title

2021 Response

Strategy, policies and practices
2-22Statement on sustainable development strategy

PVH 2021 CR Report > About > Executive Letters, pages 7-8

2-23

Policy commitments

PVH 2021 CR Report > Reference > CR Resources, page 68

2-24

Embedding policy commitments

PVH 2021 CR Report > Reference > CR Resources, page 68
PVH 2021 CR Report:

2-25

Processes to remediate negative impacts

Environment, pages 22-36
Human Rights in the Supply Chain, pages 37-46
Reference > CR Resources, page 68; United Nations Guiding Principles, page 95
PVH 2021 CR Report > Human Rights in the Supply Chain, pages 37-46

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 2022 Proxy Statement, pages 31-33
PVH representation:• Sustainable Apparel Coalition: Steering Teams for Brand Module 3.0 and Facility Advisory Council, part of otherworking groups and task teams, including transparency working group and European Policy working group• SLCP: Signatory member, Technical Advisory Committee and other working groups• Textile Exchange: Working groups for Responsible Down Standard, Responsible Wool Standard andResponsible Leather Stakeholder group• Apparel Impact Institute: Founding brand• BSR: Responsible Luxury Initiative (ReLI) working group Maximizing Worker Engagement, HERproject• AFIRM: Four committees: Training, RSL, Public Policy and Compliance, and the Packaging RSL committees

2-28

Membership associations• AAFA: Environmental Social Responsibility Committee• International Accord: PVH CR SVP sits on the Steering Committee• Better Work: Our CSO sits on the Advisory Committee for Better Work representing North American brands,
founding brand of Better Work Academy• Responsible Labor Initiative: PVH CR Senior Director is on the Steering Committee• ACT: Working groups focused on Purchasing Practices Communications, and Accountability & Transparency• CEO Water Mandate: Apparel Industry working initiative• Nest: Steering Committee• UNGC Target Gender Equality Initiative: patron members• UN Generation Equality Forum: Action Coalition memberships: 1) Economic Justice and Rights, 2) Bodily
Autonomy and Sexual and Reproductive Health and Rights, and 3) Gender-Based Violence
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Disclosure Number and Title

2021 Response

Stakeholder engagement
2-29

Approach to stakeholder engagement

2-30

Collective bargaining agreements

PVH Corporate Responsibility Governance & Stakeholder Engagement, page 4
PVH 2022 Proxy Statement, page 25
PVH 2021 Form 10-K, page 13

Material Topics
GRI 3: Material Topics 2021
3-1

Process to determine material topics

PVH 2021 CR Report > Governance > Materiality Assessment, page 66

3-2

List of material topics

PVH 2021 CR Report > Governance > Materiality Assessment, page 66

3-3Management of material topics

PVH 2021 CR Report > Governance > Materiality Assessment, page 66

GRI 200: Economic
GRI 205: Anti-corruption

3-3

205-1

205-2

Management of material topics

We understand the importance of implementing strong policies and procedures around bribery and anti-corruption,
and as such we have systems 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. We strive to ensurethat 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 andexternal auditors conduct periodic reviews of our anti-corruption program at the global, regional, country andbusiness unit levels. Our policy development and distribution, training and assessments are reported to our key
stakeholders. We engage senior management, Legal, Audit, HR, Corporate Responsibility and key business leadersin every geographical area in which we do business to assist with the dissemination and socialization of ourprogram, policies and procedures.

Operations assessed for risks related to corruption

All our Board members and associates in our corporate offices and stores in every region in which we operate
are required to complete an annual training (PVH Complies). The online training in 2021 covered anti-corruption/bribery in detail. Store associates are required to read and sign our anti-corruption policy. Additionally, we sent
communications to all corporate associates about our anti-corruption policies in December 2021, as well as acommunication regarding International Anti-Corruption Day.

Communication and training about anti-corruption policies and procedures

100%—We require that all PVH associates, as well as PVH Board members, participate in PVH Complies, ourcompliance training program consisting of 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

2021 Response

GRI 300: Environmental
GRI 301: Materials
PVH 2021 CR Report > Environment > Environmental Commitments; Sustainable Materials; Circularity, pages 23-28

3-3Management of material topics

301-1

Materials used by weight or volume301-2

Recycled input materials used

301-3

Reclaimed products and their packaging materials

PVH 2021 CR Report > Environment > Circularity, pages 27-28; Waste & Packaging, page 32

3-3Management of material topics

PVH 2021 CR Report > Environment > Environmental Commitments, page 23; Carbon Emissions, pages 29-31

302-1

Energy consumption within the organization

2021 CDP Climate Change (C8)302-2Energy consumption outside of the organization

PVH 2021 CR Report > Environment > Carbon Emissions, page 31

PVH 2021 CR Report > Reference > Data Appendix > Materials Data, page 69

GRI 302: Energy

0.00403 metric tons of CO2 per square foot of PVH-leased/owned space
302-3

Energy intensity

2.16 metric tons of CO2 per full-time associate
0.0000070 metric tons of CO2 per USD of revenue

302-4

Reduction of energy consumption

2021 CDP Climate Change (C8)302-5Reductions in energy requirements of products and services

2021 CDP Climate Change (C4.5)

GRI 303: Water and Effluents
3-3Management of material topics

303-1

Interactions with water as a shared resource

303-2

Management of water discharge-related impacts

303-3

Water withdrawal

303-4

Water discharge

303-5

Water consumption

PVH 2021 CR Report > Environment > Environmental Commitments, page 23; Environmentally Ethical Sourcing;Hazardous Chemicals & Microfibers; Water Action, pages 33-36

PVH 2021 CR Report > Environment > Water Action, pages 35-36; Reference > Data Appendix > Water Data, page 74

GRI 304: Biodiversity
3-3Management of material topics

304-1

Operational sites owned, leased, managed in, or adjacent to, protected areas and areas ofhigh biodiversity value outside protected areas

304-2

Significant impacts of activities, products, and services on biodiversity

304-3

Habitats protected or restored

304-4

IUCN Red List species and national conservation list species with habitats in areas
affected by operations

PVH 2021 CR Report > Environment > Environmental Commitments; Sustainable Materials, pages 23-26

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

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Disclosure Number and Title

2021 Response

GRI 305: Emissions
PVH 2021 CR Report > Environment > Environmental Commitments, page 23; Carbon Emissions, pages 29-31

3-3Management of material topics

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

2021 CDP Climate Change (C6.10)

305-5

Reduction of GHG emissions

PVH 2021 CR Report > Environment > Carbon Emissions, pages 29-31

305-6

Emissions of ozone-depleting substances (ODS)

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions

PVH 2021 CR Report > Environment > Carbon Emissions, pages 29-31
2021 CDP Climate Change (C6.5)

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

GRI 306: Waste
3-3Management of material topics

306-1

Waste generation and significant waste-related impacts

306-2Management of significant waste-related impacts

306-3

Waste generated

306-4

Waste diverted from disposal

306-5

Waste directed to disposal

PVH 2021 CR Report > Environment > Environmental Commitments; Circularity, pages 27-28; Waste & Packaging,
page 32

We did not complete an updated Waste Baseline in 2021 — All O&O waste data from the 2020 CR Report is a
carryover from 2019.

GRI 308: Supplier Environmental Assessment
3-3Management of material topics

PVH 2021 CR Report > Human Rights in the Supply Chain > Environmentally Ethical Sourcing, page 33
PVH Environment Policy
PVH CR Supply Chain Guidelines

308-1

New suppliers that were screened using environmental criteria

PVH 2021 CR Report > Environment > Environmentally Ethical Sourcing, page 33
We utilized Higg FEM to assess environmental impacts in the supply chain.

308-2

Negative environmental impacts in the supply chain and actions taken

a.
b.
c.
d.

512 facilities were assessed.
204 wet processing facilities submitted verified Higg FEM data.
Industrial wastewater discharge
100% of the 204 wet processors were engaged by PVH advisors and asked to submit performance
improvement plans.
e. Zero. Higg FEM performance was not used as a basis to terminate supplier relationships. Going forward, we
intend to establish a color rating system for supplier environmental performance (as is our current practicefor rating social performance), and will terminate relationships with suppliers that have signficant negativeenvironmental impacts.

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Disclosure Number and Title

2021 Response

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

PVH 2021 CR Report > Our Associates, page 47

401-1

New employee hires and employee turnover

New hires: 12,704
Turnover: 6,889

401-2

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

Part-time associates working 30+ hours per week are eligible for life insurance, health care, disability andaccidental death & dismemberment insurance, dental coverage, well-being programs, etc. Part-time associates
working 500+ hours per year are eligible for the retirement program.

401-3

Parental leave

The figures below pertain to our U.S. associate population only.  

Number of female employees that were entitled to parental leave

6,048

Number of male employees that were entitled to parental leave

3,421

Number of undeclared gender employees that were entitled to parental leave

15

Number of employees that were entitled to parental leave

9,484

Number of female employees that took parental leave

92

Number of male employees that rook parental leave

37

Number employees that took parental leave

129

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

57

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

30

Number employees that returned to work after parental leave ended87

Of those who returned, number females that are still in their jobs 12 months later
Of those who returned, number males that are still in their jobs 12 months later

Omission reason: 12-month time period elapses on January 31, 2023, after publication of this report.

Of those who returned, total number that are still in their jobs 12 months later
Return to work rate for female employees that took parental leave

62.0%

Return to work rate for male employees that took parental leave

81.1%

Average return to work rate across all employees

67.4%

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Disclosure Number and Title

2021 Response

GRI 403: Occupational Health and 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 and foster a positive work-life balance. In our warehouses and distribution centers,
our management approach involves providing site and division safety leadership, ensuring facility and divisioncompliance 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 andprovide recommendations on methods and techniques. We investigate industrial accidents, near-miss incidents andoccupational 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.
For more information, see PVH 2021 CR Report > Human Rights in the Supply Chain > Safe Workplaces > page 41

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 forresolution. Guidance is then provided to address the specific situation as well as additional evaluation of widerranging exposure in other areas. Trend analysis is completed on losses to identify trending and emerging risks.

403-3

Occupational health services

OSHA logs are posted in compliance with national OSHA regulation. Additional information is available upon request
in accordance with safety protocols.

403-4

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

Our warehouses and distribution centers have Safety Committees. Facilities with multiple shifts have committee
meetings on each shift and meet at least once per quarter. Safety Committees are made up of representatives
from multiple departments. They represent all associates in their respective area(s), inclusive of the entire
workforce (100%).

403-5

Worker training on occupational health and safety

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

403-6

Promotion of worker health

PVH facilitates access to non-occupational medical and healthcare services in a number of ways, including directcommunication; access to a portal, Health Advocate benefit services; benefit fairs and more. Voluntary healthpromotions services and programs are offered through our well-being program, "You Matter", with incentives forhealthy behaviors, care management programs, "Virgin Pulse" well-being portal and more.

403-7

Prevention and mitigation of occupational health and safety impacts directly linked bybusiness relationships

403-8

Workers covered by an occupational health and safety management system

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

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Disclosure Number and Title

2021 Response

GRI 403: Occupational Health and Safety (cont.)
OH&S claims reported: 253403-9Work-related injuries

Total ratalities: 0
Total lost days due to sickness or injury: 4,597*
Record/report only claims: 114
Indemnity claims: 91

403-10Work-related ill health

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 2021 CR Report > Our Associates > Talent Development, page 55

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. PVH U. partners with external content
providers like LinkedIn Learning, Open Sesame, eCornell, Franklin Covey, Josh Bersin and Coursera to provide acomprehensive suite of online courses. PVH partners with LHH 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 career development reviews

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

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Disclosure Number and Title

2021 Response

GRI 405: Diversity and Equal Opportunity
3-3
405-1

Management of material topics

PVH 2021 CR Report > Our Associates > Inclusion & Diversity, pages 52-54; Inclusion in the Community, page 62

Diversity of governance bodies and employees

PVH 2021 CR Report > Our Associates > Workforce, pages 48-50; Reference > Data Appendix > Workforce Data,
pages 75-77
Director Diversity: PVH 2022 Proxy Statement, page 3

405-2

Ratio of basic salary and remuneration of women to men

PVH is currently undergoing an assessment and analysis of remuneration by gender globally, aiming to conclude
within the 2022 fiscal year.
See our UK Gender Pay Gap report for information about remuneration specific to the UK.

GRI 406: Non-discrimination
PVH is a proud patron of the UN Global Compact initiative Target Gender Equality, which aligns with our goals toadvance gender equality and calls on others to join us in identifying clear targets and making commitments to equal
representation and leadership in business.

3-3Management of material topics

Pivotal to advancing gender equality is PVH’s commitment to pay equity. Several years ago, PVH implemented
a global career framework that established the foundation for equal pay for comparable work. This frameworkprovides a globally consistent approach to leveling jobs while paying competitively in local markets. Within thisframework, and as a normal course of business, we continually review associates’ pay, our compensation programs
and policies to ensure we are paying equitably across the organization.
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 ensurealignment with our equitable pay philosophy. In addition to unconscious bias training, we offer comprehensivecompensation modules through PVH U to ensure our managers are equipped to make fair and equitablecompensation 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

407-1

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

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 to prohibit workers from exercising their rights to freedom of association or collective
bargaining is given Zero Tolerance, with potential to result in suspension of the business relationship.
We also promote FOA through Corrective Action Plan (CAP) remediation and training activities, or when challenges
arise within worker-management relationships. When challenges arise between workers and managers, the issue isescalated to our CR leadership. Subsequent interventions may involve collaborating with third parties and partners
in civil society.
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.

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Disclosure Number and Title

2021 Response

GRI 408: Child Labor

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. Childlabor information is measured 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 fall under a de minimis or other exemption category, and may undergo a self-assessment, short-form
assessment or rating equivalency.
The PVH CoC includes child labor restrictions and covers all suppliers. All suppliers undergo labor and human rights
assessments against the CoC.

408-1

Operations and suppliers at significant risk for incidents of child labor

In June 2021, one instance of child labor was identified at a supplier through PVH's CR assessment program. In
accordance with PVH policies outlined in our CoC and CR Supply Chain Guidelines, and given that child labor is azero tolerance issue, the supplier was subsequently not authorized for production.

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 humanrights assessments against the CoC.
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.

409-1

Operations and suppliers at significant risk for incidents of forced or compulsory labor

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 thedevelopment 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 andaddressing forced labor risks in our operations and supply chain.
For more details, see PVH 2021 CR Report > Human Rights in the Supply Chain > Ethical Recruitment, page 42

GRI 413: Local Communities
3-3Management of material topics

PVH 2021 CR Report > Community, pages 58-62

413-1

Operations with local community engagement, impact assessments, anddevelopment programs

Local community engagement activities exist in all major office locations. We do not report on the percentage of ouroperations implementing community engagement activities, but rather a selection of the projects that take placethroughout 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 tomaking a positive impact in the communities where we live and work.

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Disclosure Number and Title

2021 Response

GRI 414: Supplier Social Assessment
Management of material topics

PVH 2021 CR Report > Human Rights in the Supply Chain > Socially Ethical Sourcing, pages 43-44

414-1

New suppliers that were screened to social criteria

PVH conducts pre-sourcing assessments at all Level 1 and key Level 2 factories before they are allowed to produce
product for us. 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.

414-2

Negative social impacts in the supply chain and actions taken

PVH 2021 CR Report > Human Rights in the Supply Chain, pages 37-46

3-3

GRI 418: Customer Privacy
We implement technical and organizational measures to secure the personal information we process. These
measures are aimed at ensuring the ongoing integrity and confidentiality of personal information.
We keep personal information for as long as we have a relationship with the customer. Once our relationship withthe customer has come to an end, we retain personal information for a period of time that enables us to:
3-3Management of material topics• Maintain business records for analysis and/or audit purposes• Comply with record retention requirements under the law• Defend or bring any existing or potential legal claims• Deal with any complaints regarding the services• Enforce our commercial agreements

418-1

Substantiated complaints concerning breaches of customer privacy and losses ofcustomer data

We received no complaints from regulatory bodies nor complaints that required notification to customers or
governmental authorities.

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United Nations Global Compact Principles
The Ten Principles of the United Nations Global Compact (UNGC) are derived from the Universal Declaration of Human Rights,
the International Labour Organization’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 and procedures, we aim to uphold our responsibilities to people and the planet.

1. Support and respect protectionof internationally proclaimed
human rights
2. Make sure business is not complicit
in human rights abuses

3. Uphold freedom of associationand the effective recognition of theright to collective bargaining

4. Support elimination of all formsof forced and compulsory labor
5. Support effective abolition ofchild labor

A Shared Commitment
PVH Statement of Corporate Responsibility
Our Approach to CR and Human Rights
PVH CR Supply Chain Guidelines
PVH Conflict Minerals Policy
PVH 2021 CR Report > Human Rights in
the Supply Chain, page 37; Materiality
Assessment, page 66
PVH Living Wage Strategy
PVH 2021 Annual Report on 10-K
PVH 2021 CR Report > Human Rights in
the Supply Chain > Worker Representation,
page 39; Living Wages, page 40
PVH Modern Slavery Statement
A Shared Commitment
PVH Statement of Corporate Responsibility
Our Approach to CR and Human Rights
PVH Modern Slavery Statement
PVH CR Supply Chain Guidelines
PVH CR Governance and Stakeholder
Engagement
PVH 2021 CR Report > Human Rights in the
Supply Chain: Ethical Recruitment, page 42;
Socially Ethical Sourcing, page 43

6. Eliminate discrimination in
employment and occupation

7. Support a precautionary approachto environmental challenges
8. Undertake initiatives to promote
greater environmental responsibility
9. Encourage the development
and diffusion of environmentallyfriendly technologies

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

PVH Code of Business Conduct and Ethics
A Shared Commitment
PVH Statement of Corporate Responsibility
PVH Inclusion & Diversity Commitments
State of Diversity, Equity & Inclusion in Fashion(co-authored with CFDA)

A Shared Commitment
PVH Environmental Policy
PVH Forest Protection Policy
PVH Animal Welfare Policy
PVH Restricted Substance List
PVH PFAS Policy
PVH 2021 CR Report > Environment, page 22

PVH Code of Business Conduct and Ethics,
Anti-Bribery statement
PVH CR Supply Chain Guidelines, page 36
PVH 2021 CR Report > Governance, page 63

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United Nations Guiding Principles
PVH’s approach to human rights is based on the UN Guiding Principles (UNGPs) on Business and Human Rights. We recognize the responsibility ourcompany has in respecting the UNGPs, and have outlined the ways in which our work directly maps to these principles in order to prevent, address andmitigate human rights abuses within our business operations and across our industry.

UN Guiding Principles Map
UN Guiding Principles Map
DEFINING THE FOCUS OF REPORTING
2021 Sustainable Business Risk Assessment (SBRA) Salient Issues:
B1

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

• Human Rights: Wages & Severance, Freedom of Association & Collective Bargaining, Gender-Based Violence & Harassment,
Working Hours, Forced Labor• Environment: Greenhouse Gas Emissions, Solid Waste & Hazardous Waste, Hazardous Chemicals, Deforestation

B2

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

In 2021, following OECD due diligence guidance, we further improved our process to identify and assess actual and potential adverse
impacts associated with the enterprise’s operations, products and services. We piloted the SBRA process, which assesses the actualand potential adverse impacts of PVH’s business on rights holders and the environment. Our SBRA analytical framework covers both
PVH’s owned and operated facilities, as well as the supply chain from raw materials to finished products. For our analysis, we usedboth qualitative and quantitative data, including, but not limited to, PVH CR assessment data, third-party risk indices and other data
sources related to stakeholder engagement.

B3

Choice of focal geographies: If reporting on the salient human rights issues
focuses on particular geographies, explain how that choice was made.

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

B4

Additional severe impacts: Identify any severe impacts on human rights that
occurred or were still being addressed during the reporting period, but whichfall outside of the salient human rights issues, and explain how they havebeen addressed.

Any adverse impacts that fall outside of the salient issues and are brought to PVH’s attention are handled through a thorough issuesmanagement process. This includes a team dedicated to addressing and resolving environmental and human rights issues that areraised 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.

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—SPECIFIC POLICIESSpecific policies on addressing salient human rights issues are as listed below:
C1

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

• PVH CR Supply Chain Guidelines• PVH Our Approach to CR and Human Rights• PVH CR Governance and Stakeholder Engagement• PVH A Shared Commitment, Code of Conduct
PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.96

ABOUT / ENVIRONMENT / HUMAN RIGHTS / ASSOCIATES / COMMUNITY / GOVERNANCE / REFERENCE / FRAMEWORKSSASB / TCFD / GRI / UNGC PRINCIPLES / UNGP / UN SDG

UN Guiding Principles Map

C2

How does the company identify which stakeholders to engage with in relation toeach 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 theirinterests, concerns and suggestions. We appreciate that our continuous engagement helps us gain valuable insights that enable thestrengthening and evolution of our program for greater impact, and are 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

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—ASSESSING IMPACTS
PVH’s SBRA process is conducted on an annual basis or when major business decisions or changes are anticipated.
C3

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

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.

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—INTEGRATING FINDINGS AND TAKING ACTION

C4

How does the company integrate its findings about each salient human rights
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.

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—TRACKING PERFORMANCE
C5

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

PVH 2021 CR Report > Human Rights in the Supply Chain, pages 37-46

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.97

ABOUT / ENVIRONMENT / HUMAN RIGHTS / ASSOCIATES / COMMUNITY / GOVERNANCE / REFERENCE / FRAMEWORKSSASB / TCFD / GRI / UNGC PRINCIPLES / UNGP / UN SDG

UN Guiding Principles Map
MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—REMEDIATION
When an adverse impact is brought to PVH’s attention, it is handled through our thorough issues-management process, with a teamdedicated to addressing and resolving environmental and human rights issues that are raised via various channels. These include
issues raised by workers, 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 andsupporting them in developing corrective action plans. In addition, we meet with our suppliers between audits to review their progressin implementing remediation activities and to provide further guidance. Continuous engagement with suppliers on their progress inaddressing human rights risks helps us ensure the effectiveness of our program.

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORTP.98

ABOUT / ENVIRONMENT / HUMAN RIGHTS / ASSOCIATES / COMMUNITY / GOVERNANCE / REFERENCE / FRAMEWORKSSASB / TCFD / GRI / UNGC PRINCIPLES / UNGP / UN SDG

United Nations Sustainable Development Goals
Forward Fashion is strategically aligned with the United Nations Sustainable Development Goals (UN SDGs) to ensure we are supporting efforts toscale global solutions and helping us all to move toward a 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 2021 CR Report:

Living Wages in the Supply Chain

1.3

Living Wages

Health and Safety

3.9

Environmentally Ethical Sourcing;Hazardous Chemicals & Microfibers
Safe Workplaces

Talent Management

4.3
4.4

Women’s Empowerment
Talent Development
Education

Inclusion and Diversity
Human Rights in theSupply 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 &Microfibers; Water Action

Energy and Emissions Management

7.2
7.3

Carbon Emissions

Talent Management
Inclusion and Diversity
Responsible Sourcing

8.2
8.5

Human Rights in the Supply Chain
Talent Development; Inclusion &Diversity

Goal

Most Relevant
Targets

PVH Material Topic

Examples of Impact
See PVH 2021 CR Report:

Inclusion and 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
Education

Circularity
Traceability
Sustainable Materials
Chemicals Management
Waste Management
Responsible Sourcing

12.2
12.4
12.5

Sustainable Materials; Waste;
Circularity; Environmentally EthicalSourcing; Hazardous Chemicals &Microfibers

Climate Change Resilience
Energy and Emissions Management

13.2

Carbon Emissions
Task Force on Climate-related
Financial Disclosures

Circularity
Biodiversity
Responsible Sourcing

15.1
15.5

Sustainable Materials; Circularity;
Environmentally Ethical 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
ChemicalsManagement
Sustainable Materials
Responsible Sourcing

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

Our Partners and throughout report

Human Rights
in the Supply
Chain
Living Wagesin the Supply
Chain
Traceability
Water
Biodiversity

PVH CORP. / 2021 CORPORATE RESPONSIBILITY REPORT

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