2 02 3 G LO BA L C I T I Z E N S H I P& SUSTA I NA B I L I T Y R E P O RTINTRODUCTION& OVERVIEWCREATE
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Table of Contents
INTRODUCTION & OVERVIEW

2GOVERNANCE

83

3

A MESSAGE FROM OUR CHAIRMAN
AND CEO

84

GLOBAL CITIZENSHIP &SUSTAINABILITY GOVERNANCE

4

OUR GLOBAL CITIZENSHIP &SUSTAINABILITY APPROACH

86

ETHICS & COMPLIANCE

88

DATA PRIVACY & SECURITY

6

PROGRESS ON OUR GOALSCREATE WITH INTENT10INTEGRATED CIRCULARITY

15

SUSTAINABLE MATERIALS20RESPONSIBLE DESIGN25RESPONSIBLE SOURCINGPROTECT THE ENVIRONMENT
31

CLIMATE

36

WATER STEWARDSHIP38WASTE MANAGEMENT40

CHEMICAL MANAGEMENT

42

BIODIVERSITYCHAMPION BETTER LIVES
45

DIVERSITY, EQUITY & INCLUSION55

EMPLOYEE WELL-BEING58

COMMUNITY ENGAGEMENT& PHILANTHROPY71

RIGHTS & EMPOWERMENTIN THE SUPPLY CHAIN

9302023 ESG SUPPLEMENT

89

90

COLLABORATING FOR IMPACT92

GLOBAL REPORTING
INITIATIVE INDEX105

SUSTAINABILITY ACCOUNTINGSTANDARDS BOARD INDEX110TASK FORCE ON CLIMATE-RELATEDFINANCIAL DISCLOSURES INDEX111

HIGG BRM PERFORMANCEABOUT THIS REPORT112

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2023 ESGSUPPLEMENTA Message from Our Chairman and CEO
Dear All,
From the very beginning, Ralph Lauren’s Purpose has been to inspire the dreamof a better life through authenticity and timeless style. For more than 50 years,
this commitment has anchored our every action, starting with the creation of
iconic products that our consumers will treasure for a lifetime and pass down
through generations.
Today, that commitment goes even further. We are challenging ourselves tolead the way in more deeply contributing to a better, more sustainable worldin the ways we create products, value nature and champion the people andcommunities we touch.
That’s why last year, we introduced the next chapter in our Citizenship andSustainability journey, Timeless by Design. Our teams have made meaningfulprogress in the last year, including:•Supporting the circular economy with the introduction of our Cradle toCradle (C2C) Certified® Gold Cashmere Sweater, the first of five Ralph
Lauren iconic products that we’ve committed to have C2C Certified®
by 2025;•

Meeting our zero waste goal by diverting 92% of waste from landfill andincineration across our distribution centers;•

Achieving our goal to increase women in factory leadership by 25%, making
progress on our path to parity in our supply chain;•

Furthering diversity in our organization by achieving our goal to ensure
at least 20% of our Global Leadership Team is composed of racially andethnically diverse talent;•

Deepening our brand storytelling to make our portrayal of the American
dream inclusive of the diverse communities that inspire us;•

Expanding our impact with equity-focused partnerships acrossthe globe; and•Committing to a $25 million investment through The Ralph Lauren
Corporate Foundation to expand or establish five cancer centers inunderserved communities, including the recently opened Ralph Lauren
Center for Cancer Prevention at Georgetown Lombardi Comprehensive
Cancer Center in Washington, D.C.

Thank you to the teams and partners whose leadership, dedication and creativity
are represented by the work reflected in this report. Though there remains much
more to do, we are proud of our progress and energized to take on the work
ahead. This is the better life all of us want for ourselves, our families and friends allaround the world. This is the dream of a better life made into a reality.

Ralph Lauren
Executive Chairman andChief Creative Officer

Patrice Louvet
President and Chief
Executive Officer

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2023 ESGSUPPLEMENTOur Global Citizenship& Sustainability Approach
Timeless by Design
Since our founding, we havebelieved in creating things
that are timeless — thatlast and that never go out ofstyle. Our iconic products
are created to be worn,
loved and passed on
through generations.

This ethos of timelessness extends beyond our products to the lives,
communities and natural resources our business intersects. Our Purpose
is to inspire the dream of a better life through authenticity and timelessstyle. Timeless by Design is how we are applying our Company’s Purpose
to our approach to citizenship and sustainability. We live this commitment
by empowering our employees, through the charitable work we undertake
through our Company and The Ralph Lauren Corporate Foundation andwith a continued focus on advancing a more circular apparel industry. Fromthe materials we use to how we make our iconic products, we consider
timeless style throughout our design process — ensuring our philosophy oftimelessness is embedded from inspiration through to our products’ every
use and reuse.
Our 2023 Global Citizenship & Sustainability Report outlines progress on
our goals and commitments — progress that is anchored in our Purpose
and created with and for our people, communities and partners. But weknow we must go further, and we can’t reach our goals alone because, at
its core, Timeless by Design is about ensuring our business can meet theneeds of all of our stakeholders now and into the future.

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GOVERNANCE

Our Strategy

Create with Intent

Timeless by Design is
our global approachto citizenship andsustainability. With thisas our North Star, we
aim to reduce our overall
environmental impact andchampion the people andcommunities that intersect
our business.

Grounded in our enduring philosophy of timelessness, we are working to
implement circular principles and instill cultural awareness practices into
our design and development process. By designing with timelessness inmind from the start, we are enabling our products to live on responsibly
and helping our consumers to love their items longer.

Our approach and initiatives
are addressing global priorities,
contributing to tangible solutions
and moving us closer to achieving
meaningful global targets. To
ensure alignment of our initiatives
with these global efforts, elementsof Timeless by Design support
the United Nations Sustainable
Development Goals (SDGs). Ralph
Lauren’s current disclosure of
programs, metrics and policies
were benchmarked against all 17
SDGs to identify and determine
where the Company has the biggest
opportunity to contribute to thefollowing SDGs:

Protect Our Environment
By adopting practices that help preserve the world’s natural resources, we
can be stewards in protecting our environment for generations to come.
Beyond creating products more responsibly, we are working to operate inways that respect our planet, such as transitioning to renewable energy,
diverting waste from landfill and incineration, and efficiently managing
water for our business and the communities where we operate.

Champion Better Lives
Shaping a business that is timeless and has a positive impact on tomorrowmeans building relationships that stand the test of time and ensuringthat everyone is included, respected and empowered. That’s why we’recommitted to supporting our employees, our partners and those within ourcommunities — working to build a brighter future.

SUSTAINABLE
MATERIALS

INTEGRATEDCIRCULARITYRESPONSIBLE
SOURCINGRESPONSIBLE
DESIGNBIODIVERSITY

DIVERSITY, EQUITY& INCLUSION

CLIMATERIGHTS & EMPOWERMENTIN THE SUPPLY CHAIN
WASTEMANAGEMENTEMPLOYEE
WELL-BEINGWATER
COMMUNITYENGAGEMENT &PHILANTHROPYCHEMICAL STEWARDSHIPMANAGEMENT

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Progress on Our Goals
CREATE WITH INTENTTARGETPROGRESS

Enable our past and future products to live on
responsibly by 2030

Made advancements toward our circular product,
experience and investment goals

Five of our iconic products will be Cradle to Cradle(C2C) Certified® by 2025

Introduced our Cradle to Cradle (C2C) Certified®
Gold Luxury Cashmere Sweater, the first of five C2C
Certified® products, to consumers

Offer high quality products made with 100% recycled
cotton by 2025

Developed products with increasingly higher
recycled cotton content, including the New Denim
Project capsule

Invest in scaling innovative technologies andregenerative practices to advance a circular
economy by 2025

Launched the POLO® MIRUM® sneaker and crossbody
pouch, which are partially made from a 100%plastic-free material from Natural Fiber Welding (NFW)

Set and implement circular principles into our designand development process by 2025

Began developing principles with expert partners andincreased engagement with design teams

Connect consumers with options to rent, repair andrecirculate our products in select top cities by 2025

Launched channel for recycling end-of-use 100%
cashmere products and continued to grow ourvintage offerings

Achieve 100% sustainably sourced key materials
by 2025

89% of our units produced met at least one of oursustainable material criteria in FY23 — up from
77% in FY22

100% of our key wood suppliers for new RL store
interiors will use sustainably sourced woodsubstrates (certified by a forest management system,
repurposed or recycled) by 2025

At the end of FY23, 37% of our suppliers had
committed to meeting the benchmark, comparedto 11% in FY22

Ensure all of our design, production and merchantteams will receive annual training on sustainable,
circular, inclusive and culturally cognizant design

Enhanced the sustainable design training modules
available to our design and product teams

80% of our business will be with suppliers thatmeet key & strategic supplier criteria withperformance and potential in business, socialand environmental performance by 2025

50% of our business was with key & strategic
suppliers that met business, social and environmental
performance criteria

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Reduce absolute Scope 1, 2 and 3 GHG emissions by
30% by 2030 (SBTi-approved) from a FY20 base year

Decreased absolute emissions by 29% in FY23 from
our FY20 baseline

Achieve net zero by 2040

Submitted our net zero target for SBTi approvalagainst its new Net Zero Standard

Power our owned and operated offices, distribution
centers and stores with 100% renewable electricity
by 2025

Continued to invest in renewable energy attributecertificates, accounting for 8% of our global electricity
use, and increased the number of power purchaseagreements we are pursuing across key regions

Achieve at least a 20% reduction in total water use
across our operations and value chain, compared toa FY20 baseline, by 2025

Decreased total water use across our operations andvalue chain by 25% from our FY20 baseline

Achieve 100% recyclable, reusable or sustainably
sourced packaging materials by 2025

Transitioned all key suppliers to 100% recycledcontent polybags; continued to remove and recycle
all polybags from reduced packaging orders

Achieve zero waste to landfill across our distribution
centers by 2023

Achieved our goal for zero waste to landfill in our
distribution centers, with 92% of waste diverted

Eliminate the use of hazardous chemicals in our
supply chain by 2025

Gained 79% visibility of chemical use in
manufacturing (by spend); 84% of chemicals
reported conform with the Manufacturing Restricted
Substances List (MRSL)Develop a biodiversity strategy and set goals alignedwith the Science Based Targets for Nature by 2024

Selected partner to conduct a formal assessmentof our nature-related impacts and dependencies,
to inform development of a biodiversity strategy
and goals

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Ensure at least 20% of our Global Leadership Teamis comprised of diverse racial and ethnic groups
by FY23

Achieved our goal to ensure 20% of our Global
Leadership Team is made up of racially and ethnicallydiverse talent

Maintain gender parity with equal representation inleadership positions at the VP level and above

Maintained 50% of VP and above roles held by women

Increase Company employee volunteer hours by
25% compared to a FY22 baseline

Increased Company employee volunteer hours
by 500%Make empowerment and life skills programs available
to 250,000 workers across our supply chain by 2030

Reached over 98,000 workers through our
empowerment and life skills programs to date

Achieve a 25% increase of women in factory
leadership that seeks to create a path to parity
by 2025

Increased women in factory leadership by
27% across four target countries

Roll out our Wage Management Strategy to all of ourstrategic and key suppliers to address fair and timely
compensation for factory workers by FY23

Achieved our goal to roll out our strategy
to all strategic and key suppliers

All strategic and key suppliers will have thecapabilities and systems in place to deliver fair andtimely compensation by 2030

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Createwith Intent
Our journey is anchored in our enduring philosophyof timelessness and authenticity. We aim to create
products that are made to be worn, loved and liveon responsibly. As we continue to evolve in how wedesign our products, we are using more sustainable
materials, implementing circular principles andinstilling cultural awareness practices.

EXPLORE THIS SECTION
10INTEGRATED CIRCULARITY

15

SUSTAINABLE MATERIALS20RESPONSIBLE DESIGN25RESPONSIBLE SOURCING

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Integrated Circularity
We are designing productswith circularity in mind,
connecting consumers toopportunities for repair andrecirculation and investingin scalable innovation.
These efforts support ourcommitment to timelessstyle, creating products thatstand the test of time.
2030 GOAL•

Our Circularity Approach
Circularity is a systems-level approach to eliminating waste, recirculating
materials and regenerating resources for a more sustainable economy.
Our enduring philosophy of timelessness guides our overall approachto circularity.
Our circularity strategy has three main elements:•

Designing our products according to circular principles•

Connecting consumers to services that enable product longevity
and reuse•

Investing in circular systems and innovation across the industry

Enable our past andfuture products to liveon responsibly

2025 GOALS•Five of our iconic products
will be Cradle to Cradle (C2C)
Certified® products•

Offer high-quality
products made with 100%
recycled cotton•

Invest in scaling innovativetechnologies andregenerative practices toadvance a circular economy•

Set and implement circularprinciples into our design anddevelopment process•

Connect consumers with
options to rent, repair andrecirculate our products inselect top cities

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2023 ESGSUPPLEMENTLive On Promise
In 2022, we introduced our Live On promise to take our enduring philosophy of timelessness even further witha new commitment:

By 2030, Ralph Lauren will enable our past and future products to live on responsibly.
To deliver on this promise, we committed to designing new and reimagined products according to circularprinciples. To help extend the life of Ralph Lauren products — old and new — we are also enabling consumers
to rent, repair and recirculate our items in select top cities. We also continue to make investments to help
advance circular innovation across the industry.
This year, we strengthened our commitment by bringing our first C2C Certified® product to market, initiating
our circular principles workstream with internal and external partners and continuing our efforts to present
vintage Ralph Lauren offerings to our consumers.

DESIGN FOR CIRCULARITYGOALS

PROGRESS

By 2025, five of our iconic products will be
C2C Certified®.

We reimagined our iconic luxury crewneck cashmere
sweater to be our first Cradle to Cradle Certified® product.

​ y 2025, we will offer high-quality products madeBwith 100% recycled cotton.​

We are developing products with increasingly higher
recycled cotton content, including the New Denim
Project capsule.

By 2025, we will set and implement circularprinciples into our design and development process.

We are initiating our circular principles workstream withinternal and external partners.

ENABLE CIRCULAR CONSUMER EXPERIENCES
GOALS
By 2025, we will connect consumers with ways torent, repair and recirculate our products in selecttop cities.

PROGRESS
Our cashmere recycling program — implemented aspart of the C2C certification process — connects
consumers to a channel for recycling their end-of-use
100% cashmere products.
We have been engaging in the resale market byselling curated collections of iconic, vintage Ralph
Lauren products. These collections can be found on
our digital platforms and in select stores.

​ DVANCE THE CIRCULAR ECONOMY
A
GOALS
By 2025, we will invest in scaling innovativetechnologies and regenerative practices to advancea circular economy.

PROGRESSOur POLO® MIRUM® sneaker and crossbody pouch arepartially made from a 100% plastic-free material, created
without relying on petrochemical and synthetic inputs.

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Cradle to Cradle Certified®
The Cradle to Cradle Product Innovation Institute’s C2C certification
program is the global standard for products that are safe, circular andresponsibly made. We chose the C2C standard because the assessment
categories mirror our own sustainability goals and take a holistic approachto designing for circularity. To achieve C2C certification, a product ormaterial is assessed across five categories of performance and canachieve levels ranging from Bronze to Platinum. Those categories include:

CIRCULARITY
WORKING GROUP
Our Circularity Working Group,
relaunched in 2022, works acrossthe organization to integrate
circularity in all segments of our
products’ lifecycle. In the past year,
the cross-functional team has
focused on establishing a structure
to facilitate collaboration within
the organization and with our
external partners.

•

Material health•

Product circularity•

Clean air and climate protection•

Water and soil stewardship•

Social fairness

Product Management — develops
product with circular principles
Marketing — communicates the
product story
Merchandising — selects what wedevelop to sell to our wholesale andretail partners
Sourcing — identifies, develops
and secures certified sources ofsustainable components
Business Innovation — develops
circular business models
Product Innovation — identifies andtests new solutions
Sustainability — determines theenvironmental impact
Design — conceptualizes collections
that integrate circular concepts into
our brand heritage

C2C CERTIFIED® GOLD CASHMERE SWEATER LAUNCH
During the 2022 Global Fashion Summit in Copenhagen, we unveiled our C2C
Certified® Gold Cashmere Sweater, an iconic product made to be worn, loved
and live on responsibly for generations to come. Available in Men’s Purple
Label and Women’s Collection brands, the first-of-its-kind luxury crewneck
cashmere sweater is the first of five iconic Ralph Lauren products that we
committed to have C2C Certified® by 2025. Every component of the sweater
has been certified, from the cashmere fiber to its rich dyes and iconic label
made with organic cotton.
The C2C Certified® Gold Cashmere Sweater replaced the original iconic
product, and our certified assortment will expand to include other cashmere
products. We are also cascading our learnings from the certification process
to inform the design and development of future products. At least one
additional product will be submitted for certification in 2023.

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Cashmere Recycling Program
Developed as part of the C2C certification process, we launched arecycling program for 100% cashmere in partnership with Re-Verso™, aleading textile production company that bridges science and technology tocreate a circular economy manufacturing system for high-quality wool andcashmere. The program, initially available in North America and Europe,
allows consumers to request a prepaid mailing label from our website for
their end-of-use cashmere product to be recycled.

Network Partner of the Ellen MacArthur Foundation
The Ellen MacArthur Foundation (EMF) has a leading circular economy
Network that brings together businesses, innovators, cities, universities andthought leaders to build a circular economy and scale solutions globally.
Ralph Lauren has been a Network Partner since 2021. The Network has
created a vision of a circular fashion economy where clothes are designed
to be made from safe, recycled and/or renewable inputs, worn longer, andrepurposed; one that works with the fashion industry to re-envision andredesign the way products are made and used. We participated in a numberof the Network events and offerings in 2022 to further circularity efforts in
our Company and the fashion industry, including:Industry Workshops
In 2022, we participated in a fall workshop in Stockholm, Sweden, where we
had the opportunity to work with EMF’s full Network of Partners to explore
solutions to circular economy challenges across the entire value chain.

Master Classes
Ralph Lauren staff members enrolled in a circular economy master classfor the first time, provided through Exeter University. This educational
opportunity aims to extend the knowledge of those familiar with circularprinciples to help enable action toward commercial benefits.

The Jeans Redesign Project
We are also a participant of EMF’s Jeans Redesign Project, which consistsof 100 brands, mills and manufacturers and aims to demonstrate how a
garment can be designed and made for a circular economy. The Jeans
Redesign Guidelines act as a blueprint and provide a starting point todesign and manufacture products aligned with the principles of a circular
economy. We are developing a 100% recycled denim product to meet or
exceed The Jeans Redesign Guidelines for launch in 2023.
Through our participation in The Jeans Redesign and by using Circulytics,
a company-level measuring tool developed by EMF, Ralph Lauren is taking
a step forward in its long-term circular economy journey.

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Digital Product ID
Digital Product IDs (DPIDs) will be crucial to enabling technology that
supports a circular economy. A unique digital ID is placed in each item
during production to provide data related to the garment’s origin andmakeup when the product’s QR label is scanned. This process enables
consumers and marketplaces to authenticate products directly with thebrand owner and discourages the sale of counterfeit clothing in resale,protecting consumers, brands and marketplaces.
In 2019, Ralph Lauren began rolling out this technology across our portfolio,
starting with the Polo brand. DPIDs are currently in more than 220 million
Polo products and can be used to authenticate the products.

RALPH LAURENCIRCULARITY PRINCIPLESFOR DESIGN
A foundational element of reaching
our circularity goals is theestablishment of product designand development principles aligned
to the core principles of circularity.
We have engaged an expert partner
to support us in establishing
Ralph Lauren-specific principles
in 2023.

Increasing Product Authentication
Increasingly, consumers are seeking to align with brands whose value
chains are ethical, environmental-friendly and reliable. New authenticationand digital traceability tools can be leveraged to demonstrate ortransparently share information with interested consumers.
The World Economic Forum (WEF), Ralph Lauren, Vestiaire Collective
and Global Innovator EVRYTHNG, in collaboration with Bain & Company,
launched a pilot to ensure the authentication of fashion products in thesecondhand market through digital ID technology. This pilot establisheda global collaboration between manufacturers and brand owners,
suppliers, consumer representatives and regulators. It leverages new
digital traceability and authentication technologies to drive circularity andsustainability, creating value for all stakeholders in the fashion value chain.
As a second phase, Ralph Lauren and WEF, in partnership with technology
providers, resellers and brands, have created a working group to create thestandards and tools to bring this pilot to scale.
The first pilot of the new authentication platform has shown thatcompanies like Ralph Lauren can have a direct connection to secondarymarket consumers while gaining insight into the lifespan of our clothes.

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Sustainable Materials
We seek to increase theuse of more sustainable
materials in our industry
and are committed tousing materials in waysthat reduce environmental
impact, protect biodiversity
and animal welfare, support
livelihoods and improve thetraceability of raw materials.

Our Approach to Sustainable Materials
Ralph Lauren products are designed to be timeless and worn forgenerations. With this in mind, we choose our product materials
thoughtfully to ensure high-quality and durability. Our sustainable
materials strategy has a holistic orientation, inclusive of impacts acrossthe environment, animal welfare, land use and farmer livelihoods. We look
to source materials from certifications and programs that drive positivechange in these areas. Our efforts and goals are focused on the key
materials that make up 92.2% of our material use: cotton, wool, cashmere,leather, viscose and polyester.1
In April 2023, we updated our Animal Welfare Policy to articulate our aims
for all our animal-derived materials and reflect the latest science on theproper care of animals.

2025 GOALS•

Achieve 100% sustainably
sourced key materials
by 2025•

100% of our key wood
suppliers for new Ralph
Lauren store interiors will use
sustainably sourced woodsubstrates (certified by aforest management system,
repurposed or recycled)
by 2025

Enhanced traceability and transparency across our value chain is a criticalenabler of our efforts to reduce the impact of our material use and support
improved practices in material production, especially at the farm level.
We are going beyond sourcing certified materials and are working towards
increasing traceability of our supply chain. For more on our approachand progress around transparency and traceability, see the Responsible
Sourcing section of this report.

TEXTILE EXCHANGE BRAND CERTIFICATION
Chain of custody standards are used by the fashion industry tovalidate the accuracy of claims about fiber content in a product.
The recycled, organic and Responsible Animal Fiber standards
owned by Textile Exchange require every member of the value chain
to undergo a third-party audit to become certified to use thesestandards on customer-facing products. Ralph Lauren becamea certified brand in 2023. Our first fully certified product will be
Responsible Wool Standard (RWS) sweaters, available in our Fall ’23
Polo collection.
1

Down is a key material but as a fill material it is quantified separately.

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FY23 MATERIAL USE 1

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Global Research and Development Studio
Our Global Research and Development Studio is a physical and virtual
resource built on the principle that all materials and techniques shouldhave a sustainability attribute. This central hub contributes to ourprogress on our sustainable materials goals by expanding our libraryof materials and processes available for adoption. Our 3D research anddevelopment program provides a tool for developing a product in 3D
before creating a physical sample, helping to reduce material waste.
We have expanded a robust 3D material and trim library for use in digital
design and development.

80.1% Cotton
6.5%

Polyester

KEY MATERIALS GOALS

6.1%

Othe r

•

5.4%

Animal derived

1.6%

Nylon

0.3%

ViscoseANIMAL DERIVED

100% of our cotton will besustainably sourced by
2025, defined as: Better
Cotton, organic, transitional/
in-conversion, recycled,
regenerative, U.S. Cotton TrustProtocol or Fair Trade-certified•

100% recycled polyester
by 2025•

100% Responsible Wool
Standard-certified or recycledwool by 2025•

100% of viscose will be sourced
and verified through CanopyStyle
audits by 2025•

100% Responsible Down
Standard-certified or recycled
down and feathers by 2023•

100% of our tanned leather will be
Leather Working Group-certified
by 2025•

100% Sustainable Fibre Alliancecertified (or equivalent) or
recycled cashmere by 2025

Natural Fiber Welding

1

2.9%

Leather/Skins

2.1%

Wool

0.3%

Cashmere

0.1%

Silk

Our efforts and goals are focused on the key materials
that make up 92.2% of our material use: cotton, wool,
down, cashmere, leather, viscose, and polyester.
Down is a key material but as a fill material it isquantified separately.

Beginning in FY22, we made an early investment in Natural Fiber Welding(NFW), whose groundbreaking technology is enabling us to reduce ouruse of synthetic materials. Last year, we launched the RLX CLARUS®
Polo Shirt, made with the world’s first high-performance cotton fabriccomprised of 50% recycled cotton. We continue to invest in NFW’s
innovative materials to launch new products. In March 2023, we released
the POLO® MIRUM® sneaker and crossbody pouch. MIRUM® is a 100%plastic-free material, created without relying on petrochemical andsynthetic inputs.

89%
of our units produced met at least oneof our sustainable material criteria in
FY23 — up from 77% in FY22.

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2023 ESGSUPPLEMENTIn FY23,

Making Progress on Sustainable Cottonof the cotton units we produced
met at least one of our definedsustainability attributes.

Cotton is the most widely used natural fiber for clothing production1 andaccounts for more than 80% of our material use. We invest in the increased
use of sustainable cotton and seek to support the scaling of improved
practices in cotton cultivation, which benefits our business, the environment
and the farmers that grow it. In FY23, 94% of the cotton units we produced
met at least one of our defined sustainability attributes (organic, transitional/
in-conversion, Better Cotton, recycled, regenerative, U.S. Cotton TrustProtocol or Fair Trade).

94%

U.S. COTTON TRUST PROTOCOL MEMBERSHIPIn FY23, building on the Company’s commitment to scale moresustainable farming practices and echoing The Ralph Lauren Corporate
Foundation’s existing support of the U.S. Regenerative Cotton Fund
(USRCF), Ralph Lauren Corporation became a member of the U.S.
Cotton Trust Protocol (Trust Protocol). The Trust Protocol helps
farmers transition to more sustainable cotton cultivation practices
and enables growers to measure the environmental impacts of theiroperation to support continuous improvement. It is the only farm-level,
science-based program that provides quantifiable, verifiable goalsin six key sustainability metrics including land use, soil carbon, water
management, soil loss, greenhouse gas emissions and energy efficiency,
as well as offers article-level supply chain transparency to all members.
Our membership in the Trust Protocol is an important part of our efforts
to build a more resilient cotton industry.
In 2022, the Trust Protocol was awarded funding for the U.S. Climate
Smart Cotton Program as part of the U.S. Department of Agriculture
Partnership for Climate Smart Commodities pilot projects. The
multistakeholder initiative includes the nonprofit Soil Health Institute,which The Ralph Lauren Corporate Foundation supports through the
USRCF, as an implementing partner. This grant-funded pilot builds upon
the four pillars of Climate Smart Agriculture (CSA) practices allowing for
improved soil health, increased drought and flood resilience, advanced
nutrient efficiency, decreased soil erosion and reduced greenhouse gas
emissions. It will provide technical and financial assistance to more than
1,650 U.S. cotton farmers to support the adoption of CSA practices onmore than one million acres over the next five years, scaling the impact
and reach of the work initiated through the USRCF.
For more information on the Trust Protocol, read their annual report;
for more information on the USRCF, see the Community Engagement &Philanthropy section of this report.

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Animal Welfare

IMPROVINGSUSTAINABILITY OF
KEY MATERIALS
Cashmere — Our cashmere
strategy focuses on sourcing
Sustainable Fibre Alliance-certified
virgin cashmere, or recycled
cashmere, which typically comesfrom post-consumer recycled
textiles or pre-consumer
industrial waste.
Down — We have sourced 100%
Responsible Down Standard (RDS)certified virgin down since 2019.
Viscose — We ask our suppliers tosource viscose from manufacturers
who have a Green Shirt audit scorein Canopy’s Hot Button report andare exploring opportunities to use
viscose that incorporates recycledmaterial inputs.
Polyester — We continue toprioritize recycled polyester, andin the coming year the Global
Research and Development
team will focus on researchingalternative feedstock options forrecycled polyester.

Our Animal Welfare Policy, which we updated in April 2023, outlines ourcommitment to the well-being and respectful treatment of animals, including
our longstanding ban on the use of fur and our aim to have all of our animalderived materials certified to an animal welfare standard, where available.
While only 5.4% of our total material use comes from animal-derived
sources, we believe all animals should be treated with care and respect
throughout all stages of life. We leverage animal fiber certification schemes
to ensure alignment with this principle, as well as to help address someof the key environmental impacts associated with raising animals. We aredemonstrating our commitment to animal welfare by prioritizing standards
such as the Responsible Animal Fiber standards for wool and down andSustainable Fibre Alliance for cashmere. Each of these standards has
requirements in place for animal welfare at the farm level.

Leather
When we set our key materials goals in 2019, we built them with a strong
ambition to map and trace our supply chains for these materials, including
leather, and that ambition remains today. (See the Responsible Sourcing
section of this report for more information on our traceability efforts.) The
leather supply chain is long and complex, and one of its most significant
challenges is the lack of transparency. It is also a shared supply chain
across industries. While a number of animal welfare and land management
standards exist for cattle, chain of custody infrastructure specific to theleather supply chain is limited and continues to be developed. We remain
supportive of programs that aim to drive positive impact at the farmlevel while these advancements continue, such as the Leather Impact
Accelerator (LIA). LIA is a set of tools developed by Textile Exchange
focused on enabling leather supply chain members, from farmers toretailers, to contribute to a more responsible leather supply chain. These
tools (individually) establish minimum social, environmental and animal
welfare thresholds for practices at the farm and leather productionlevels and give recognition to producers who meet them. The tools also
include cattle tracking requirements to lay the foundation for farm-tofarm traceability early in the supply chain. In FY23 we invested in Impact
Partnership Incentives, which are one of the LIA tools, for a second year.

Wool
At the farm level, the Responsible Wool Standard (RWS) is used to certifythat the Five Freedoms of animal welfare are protected, and progressive
methods of land management are practiced on the farm. As wool moves
through the supply chain, the RWS ensures a strong chain of custody is inplace at every stage so the customer can be confident that the finishedproduct contains wool that came from an RWS-certified farm.

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100%
of wood hangers produced for
Ralph Lauren store interiors in
FY23 were made from woodsubstrates certified by a forest
management system.

69%
of wood flooring installed in all Retailand Outlet Stores globally in FY23
was sustainably sourced.

100%of Children’s and Lauren millwork
fixtures and wall units producedfor U.S. shop-in-shops in FY23
were made from sustainably
sourced woods.

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2023 ESGSUPPLEMENTIn FY23, we built upon our work with RWS-certified suppliers to develop
products that meet all the requirements for labeling with the RWS logo. Our
first RWS-certified Polo sweaters will be in stores in Fall ‘23 and designatedwith special hangtags.

Sustainable Store Interiors
Our store interiors reflect timelessness with natural materials that getbetter with age, such as wood and stone. Sustainability guidelines fromthe U.S. Green Building Council and the Forest Stewardship Council (FSC),
among others, inform our interior materials sourcing.
Our Forest Protection Policy outlines our commitment to protecting
the world’s forests and guides selection of wood suppliers for ourstore interiors. Our goal is to have 100% of our key wood suppliers use
sustainably sourced (certified by a forest management system, repurposedor recycled) wood substrates for new Ralph Lauren store interiors by
2025. Nineteen suppliers committed to meeting the benchmark by theend of FY23, which represents 37% of our suppliers, compared to 11% in
the previous year. In FY23, our key wood suppliers represented 99% of ourbusiness volume in this category.
Our new retail store in the iconic Battersea Power Station in London was
executed with FSC-certified wood flooring, and 80% of the freestanding
floor fixtures and almost half of all artwork were repurposed pieces.

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Responsible Design
For more than 50 years,
our design ethos has been
inspired by the world
around us. As we evaluate
and evolve our cultural
inspiration, we know that
it is important to involve
authentic community voicesin the products we design
and the stories we tell. We
take seriously our obligation
to use the histories, arts,
crafts and cultures thatinspire our designs andstorytelling in a way thatis culturally responsible
and sustainable.

ONGOING GOAL•

Our Approach to Responsible Design
At Ralph Lauren, we have always been inspired by the beautiful, complex
and interconnected elements that make up our world: its communities,
histories, arts, crafts and — most of all — its people.
We are deepening our efforts to use the inspiration that captivates ourimagination in a way that is culturally cognizant. We are on a journey to
evolve our approach to a model built on collaboration, ensuring that our
products and storytelling are inclusive of the unique and diverse culturesand people that inform and inspire us. In doing so, our products and theway we showcase them will have an even greater degree of authenticity
and timelessness.

Design with Intent Steering Committee
In 2022, we created a new steering committee of senior cross-functional
leaders to provide strategic oversight of our Design with Intent department
and its workstreams. The committee collaborates across the organization
to drive understanding of cultural sustainability, evolve our roadmap andbest practices and open pathways to achieving our goals. The committee
collaborates with Employee Impact Groups and creative directors to set
our shared intent.

Ensure all of our design,
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Design with Intent TeamOur Design with Intent workstream aims to ensure the inspiration for our
products is used in a way that is culturally aware and responsible — inproduct design, creation and development as well as every point along
the customer journey, including our storytelling. The Design with Intent
team was formally launched in 2022 to guide and operationalize how
Ralph Lauren approaches culturally sustainable design and go-to-market
execution. The team is focused on three strategic priorities:•

Develop the cultural sustainability principles that guide our workand decision-making•

Mobilize cross-functional teams to enable collaborative productand brand initiatives​•

Build partnerships and pathways to collaboration with artisansand creative makers

DESIGN WITH INTENT GOVERNANCE AND ENGAGEMENT STRUCTURE
Nominating, Governance, Citizenship& Sustainability Committee
The Board of Directors committee with oversight of environmental andsocial risks and opportunities, of which Design with Intent is now part.

Design with Intent Steering Committee
The senior cross-functional team responsible for strategic oversight and ensuring
alignment of resources and priorities to enable execution across Design with Intent goals.

Design with Intent Team
Responsible for setting strategy and driving implementation and action.

Cross-Functional
Partners

Cultural AwarenessCouncilInternal teams that support anddeliver progress across co-createdpriority areas and goals.

Functional leads from
Legal/Cultural IP, DE&I, Corporate
Communications and Design with
Intent, responsible for setting policy
and guidelines and evaluating brandrisk, priorities and overall position.

Design with Intent
Community Group:
A Place for Employee Allyship

The global community of employees
who connect to create a space forsafe conversations and change
agency within Ralph Lauren.

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Building Cultural Cognizance
As we audit the sources of our design inspiration that are embedded
in our brand codes, we are establishing short- and mid-term goals andpriorities. These will serve our larger objective to build a holistic cultural
sustainability framework that follows a product’s lifecycle, from concept
design and sourcing to creation and go-to-market storytelling.
Our Cultural Awareness Council (the Council) enables progress by working
cross-functionally to create and implement culturally sustainable policies,
guidelines and best practices. The Council holds weekly review sessions
with our design and concept teams, and weekly marketing and creative
review sessions to support cultural sustainability across our productcreation and marketing efforts. Employee Impact Group (EIG) leaders andexternal cultural and textile experts are consulted as needed to help informour decision-making and our development of authentic partnerships,
programs and storytelling. Specifically, our external Native American &Indigenous Advisory Council, which formally convenes annually, is a groupof Indigenous leaders across cultural, historical, educational, legal, media
and creative disciplines that review and provide guidance on the intentions
and impacts of our Design with Intent work.
Our Cultural Awareness Guidelines support our approach. We updatethese annually according to emerging best practices and guidance fromour network of external advisors and distribute them to all teams with arole in design, merchandising, advertising and marketing. We inform andprepare these teams to apply our guidelines through mandatory culturalawareness educational programs, including during new hire onboarding
and in annual employee trainings.

CULTURAL COUNCIL ENGAGEMENT STRUCTURE
Design with Intent Steering Committee
The senior cross-functional team responsible for strategic oversight and ensuring
alignment of resources and priorities to enable execution across Design with Intent goals.

Cultural Awareness Council
Functional leads from Legal/Cultural IP, DE&I, Corporate Communications and Design with Intent
responsible for setting policy and guidelines and evaluating brand risk, priorities and overall position.
The Cultural Awareness Council engages with external expertise and EIGs as needed.
Weekly Campaign Review
A weekly session for creative and marketing
team leaders to present work-in-progress
promotional campaigns for review to the
Cultural Awareness Council.

Cultural Awareness Council
Weekly Design Review
A weekly session for creative and design
leaders to present product collection andcampaign concepts for review to the
Cultural Awareness Council.

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2023 ESGSUPPLEMENTEngagement with Native American andIndigenous Communities
For more than 50 years, we have drawn design and storytelling inspirationfrom the beautiful lands and individuals around us, and as we continue to
evolve and grow, we believe it is important to more closely partner with thecommunities that inspire us.
We recognize that we must honor the Indigenous communities that sorichly contribute to American culture, and the cultures of many othercountries. As a part of this work, we connect with Native American andIndigenous-focused organizations to apply greater cultural cognizance to
our work and scale our impact in the communities we serve.

Connecting with Indigenous Artisans
In August 2022, a delegation of Cultural Awareness Council members
attended the Southwestern Association for Indian Arts (SWAIA) annual
art market in Santa Fe, New Mexico, to build on our understanding of
Native perspectives and connect with Indigenous creatives and community
leaders. The event showcases the work of more than 1,000 Native artists
from more than 100 tribal communities in North America and Canada andgenerates nearly $160 million in revenue for the artists and the Santa Fe
community each year 1.
Photo by Nate Lemuel of Darklisted Photography

In November 2022, members of our Cultural Awareness Council attended
Original to connect with artisans and to learn more about the beauty andlegacy of traditional Mexican craftsmanship. This annual celebration ofIndigenous Mexican culture and art in Mexico City, led by the Ministry of
Culture of the Government of Mexico, publicly showcases the work of
about 1,000 artisans from across Mexico, who represent nearly 5,000
makers from the broader Mexican handicraft community.

Creative Futures Collective
We partner with Creative Futures Collective (CFC), an organization thatempowers the next generation of creative leaders from disenfranchised orsystem-impacted communities, to provide an opportunity for mentorship,
employment and exposure. We sponsored two CFC fellows to participate
in SWAIA. Alongside mentorship support, we featured their journey intheir own words and through their own lens via editorial stories on ourconsumer-facing RL Mag platform and our employee intranet. We arealso exploring additional opportunities to engage with CFC on talent
recruitment and development on an ongoing basis.

1

Swaia.org

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The Art of Indigenous Fashion
The Ralph Lauren Corporation is proud to support the Art of Indigenous
Fashion exhibition at the Museum of Contemporary Native Arts in Santa
Fe, New Mexico. As a part of the Institute of American Indian Arts (IAIA),
the museum took a curatorial approach to the exhibit to offer insights into
the perspectives of Indigenous designers, beyond the visual and material
qualities of their work.

OUR WORK WITHHISTORICALLY BLACKCOLLEGES AND
UNIVERSITIESWe have continued to expand ourpartnerships with historically Black
colleges and universities (HBCUs).
In March 2022, we unveiled alimited-edition collection to honor
the rich heritage and sartorial
legacy of HBCUs through the lensof Morehouse College and Spelman
College. The collection sought toshare the history of both schools
and build on our commitment
to expand our portrayal of theAmerican dream to include thenature of life at HBCUs, a story
previously untold in depictions ofRalph Lauren’s collegiate sensibility.
Conceptualized and designed byMorehouse and Spelman alumni at
Ralph Lauren, the collection was
supported by a campaign featuring
an all-Black creative suite and castcomprised of students, faculty andalumni from both colleges. The
collection sold out in two days, andwe were proud to be recognized
for the work with a Fast Company
Brands that Matter award anda “Best Collaboration” award
from The Impression. For more
information on the Company’s
and the Foundation’s partnershipwith HBCUs, including theFoundation’s $2 million scholarshipcommitment, please see theChampioning Better Lives sectionof this report.

Support for Native and Indigenous Education
As Education, Advocacy and Access is a key pillar of our philanthropic
work across the Company and The Ralph Lauren Corporate Foundation, we
remain dedicated to providing next-generation leaders with opportunities
to access education. The Company continues to support scholarshipprograms via the American Indian College Fund and launched a two-year
Master of Fine Arts scholarship at IAIA, aiming to support Native andIndigenous talent in creative fields of work.

Artist in Residence Program
The Company’s Artists in Residence program invites artisans working
with a variety of skill sets, mediums and materials to collaborate with
Ralph Lauren’s design teams. This is intended to be a mutually beneficial
exchange of resources, talent and trade techniques. During their tenure, we
expect each Artist in Residence to have the opportunity to create a special
product collaboration, melding the brilliance and unique skill of the artisan
with our core brand sensibilities.
Our pilot program with the Polo brand is expected to launch in the coming
year featuring traditional Indigenous design motifs created under a modelof collaboration. We hope to use learnings from this pilot to inform andscale the program in the future.
Because of our design-to-production timeline, we may have pre-designed,
existing products already in our pipeline created prior to this evolved
model. Any new product featuring Native American design motifs following
our Summer 2023 season will be created under the evolved model. In linewith our sustainability commitments, we will not be disposing of existingproduct. In this interim period, we are deepening our efforts to invest incommunities of Native and Indigenous artisans.

Authentic Makers
In 2022, we were honored to work with Navajo artisan Jimmy Begay Jr. inpartnership with Shiprock Santa Fe gallery for our first Authentic Maker
program launch. His hand-crafted, stamped, heirloom-quality concho belts
were made exclusively for the Ralph Lauren Collection. We showcased
Jimmy’s craftsmanship and shared his story in our online RL Mag
platform and via consumer-facing marketing channels.

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Responsible Sourcing
To build a resilient andresponsible supply chain, weare continuing to deepen our
understanding across ourfull value chain, strengthen
relationships with suppliers
and identify areas for
improvement. We work with
our suppliers to increasetransparency, support
human rights and promote
environmental sustainability.

Building a Resilient and Responsible
Supply Chain
Economic, social and environmental disruptions continued in FY23, andsupply chain engagement remained a critical strategy to ensure greater
resiliency and sustained commitments to responsible sourcing. Our workin supplier engagement aids our understanding of capacity, capability, andcurrent and future performance potential. This work is vital to creating an
agile supply chain ecosystem that can respond to disruption and change
while meeting our shared and individual goals.
We continue to progress towards our goal to conduct 80% of our businesswith suppliers that meet the key and strategic supplier criteria which
includes business, quality, citizenship and sustainability performance.
In FY23, 50% of our business was with suppliers that meet the key andstrategic supplier criteria. For more information on our procurement
practices, refer to our Supply Chain Sustainability Policy.

Continuous Supplier Engagement and Partnership2025 GOAL•

80% of our business will bewith suppliers that meet key &strategic supplier criteria withperformance and potential
in business, social andenvironmental performance50%
of our business was with key& strategic suppliers thatmet business, social andenvironmental performance.

Our Supplier Engagement Strategy (SES) continues to focus on
strengthening performance in three key areas: business execution andpartnership, citizenship and sustainability, and quality.
We communicate our expectations and seek feedback on how to continue
being a responsible partner via the following strategies: one-on-one
check-ins, semi-annual supplier summits, roundtable discussions, surveys(including the Better Buying Institute Survey) and our Vendor Scorecard. In
FY24, we will expand the use of our Scorecard to Tier 2 suppliers.
Our Vendor Scorecard has social and environmental performanceindicators that enable us to communicate our sustainability expectations,evaluate and monitor the progress of our suppliers and strengthen
collaboration on continuous improvement. In FY23, we increased the useof industry tools for our supplier scorecard, including the Higg Facility
Environment Module (FEM) and Social Labor Convergence Project(SLCP), as well as the tracking of sustainable material certifications andresource-efficient production practices to ensure alignment between oursourcing strategy and our GC&S goals.
We collected Higg FEM data from 270 Tier 1 facilities, representing 90% of
our supply chain spend. Among the reporting facilities, 255 facilities (89.7%
of business spend) have completed data verification by an SAC-approved
verifier, an increase from 87% last year. Facilities scored an average of 53

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GOVERNANCE

points across all sections, with an average of 68 points in the water section,
31 points in chemical management section and 77 in the energy section.
The expanded FEM rollout also covered 186 mills, a significant increase
from 50 facilities last year, representing an estimated 77% (54 % in FY22)
of our woven, knit, and sweater yarn production. A total of 178 mills (48 inFY22) have completed data verification, with an average score of 58 points
across all sections. The mills scored on average 84 points in the energy
section, 73 points in the water section, and 39 points in the chemical
section. This year, we also expanded our scope to our subcontracted
processing facilities; a total of 67 facilities completed FEM and 57 facilities
completed third-party verification. The subcontracted facilities had an
average of 50 points in total score, 66 points in water section, 31 points
in chemical section and 78 points in energy section.

OUR APPROACH TO SUPPLIER ENGAGEMENT

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nce

Responsible Exit

Supplier Summits
Supplier Summits are important connection points where we bringsuppliers together with our teams to engage in two-way dialogue on
improving our partnership. It also gives us the opportunity to shareimportant updates and performance trends we are seeing in certain
countries or areas. Throughout the year, we hosted roundtables andtrainings globally to share updates to our compliance programming and
Global Citizenship & Sustainability (GC&S) standards. Additionally, in
FY23 we were thrilled to return to in-person summits in India and
Bangladesh with our suppliers. In a follow-up session in India dedicatedto Worker Well-being, we focused on our core initiatives in compliancemonitoring, wage management and women’s empowerment, which includeda brainstorm and feedback session on how to attract and retain talented
workers. For additional details on our diversity, equity and inclusion andwomen in leadership roundtables, please see Rights and Empowerment in
the Supply Chain.

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Owning Our Impact: Our Approach to
Responsible Purchasing Practices

HIGHLIGHTS OF OUR
BETTER BUYINGINSTITUTE SURVEY
72% of suppliers (on par withindustry average) see Ralph Lauren
as a partner in business growth.
The suppliers who joined the survey
cover 78% of value and 73% of unit
volume in the business.
Based on our suppliers’ feedback,we will continue to focus on planningand forecasting, sourcing andorder management, and win-win
sustainable partnership.

Our supplier partnerships are a two-way street. We are addressing the role
we play in supporting more responsible manufacturing by continuing ourcommitment to responsible purchasing practices. In particular, we leverage
the Better Buying Institute Survey, which helps us further understandthe impact of our business on factories and on workers. This feedback
helps to uphold accountability in our supplier partnerships and createsa productive forum for developing solutions together. We have createdcross-functional working groups to address our key areas of opportunity.
Through the working groups, we have progressively built a transformation
plan, integrating feedback from the survey and creating tangible goals for
progress. We also continue to conduct mandatory training programs onthese practices for our buying and sourcing teams.

Transparency and Traceability
Enhancing transparency and traceability across our value chain isfoundational to the successful implementation of our GC&S strategy
and achievement of our goals. It enables us to better understand our
impacts, drive targeted action and investment and track our progress moreaccurately. This year we took significant steps to increase supply chain
visibility and create approaches to chain of custody verification to enhance
our traceability efforts. We are committed to improving both transparency
into global supply chains and the traceability of our products across Ralph
Lauren-specific value chains.

Transparency: Deepening our Understanding of Actors
in the Value Chain
Building on our effort to map and disclose our supplier partners, we
continued to use Open Supply Hub (formerly Open Apparel Registry) to
publish the name, location and parent company of Tier 1 value-adding
processing units including washing, embroidery and printing facilities.
The list is updated regularly and was last updated on April 3, 2023.
In FY23, we worked with 408 active Tier 1 factories across 30 countries,
covering 95% of our business across all categories. In addition to finishedgoods factories, we continued to disclose Tier 1 processing units. We had
183 active processing units for Finished Goods factories. Overall, FY23
disclosures included 88% of factory coverage.

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Finished goods manufacturers
and value-adding processes
such as washing, embroideryand printing

TIER 2 SUPPLIERS
Material production (mills,
weaving, knitting, dye houses
and washing facilities, sundry
suppliers, tanneries, outsole
manufacturers, embroiderers,
screen printers, trim suppliers,
etc. and packaging suppliers)

TIER 3 SUPPLIERS
Raw material processing(spinning — yarn production)

TIER 4 SUPPLIERS
Raw material source/feedstock
production (farms, ginning,
forestry, extraction)

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2023 ESGSUPPLEMENTIn FY23, we also ran a pilot with Sourcemap, which invites suppliers toengage in and cascade surveys deeper into the supply chain to uncoverdetailed supplier connections as well as production capabilities, labor
conditions and environmental performance. Learnings from this work are
informing future development of our vendor management systems, ourapproach to identifying supply risks and opportunities, and our ability
to increase engagement on sustainability and citizenship performance.
Please see the Climate section for more information about how we areengaging with Tier 2 mills on decarbonization, as an example.

Traceability: Verifying Connections Across the Value Chain
Tracking products and their inputs across the value chain from source toshelf has become mandatory for some commodities and is emerging as aregulatory requirement globally. This is possible through digital traceability(e.g. chain of custody) and physical traceability (e.g. trackers). It also
supports our efforts to achieve 100% sustainably sourced key materials(as described in the Sustainable Materials section of this report). In
FY23, we rolled out a Traceability Playbook to suppliers to communicate
our expectations around chain of custody documentation and to provide
support and training on this topic. We also conducted several pilots to test
technologies to support our traceability efforts.

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Fibretrace
Our pilot with Fibretrace leveraged the company’s tracker technology
to create key chain of custody links across portions of the supply chain
for our Origin Polo®, introduced in February 2023. The product is madefrom cotton grown by farmers transitioning to more sustainable practices,
including the use of bio-based agricultural inputs. In FY24, we intend to
explore other chain of custody tracker technologies as well.

OritainTEXTILE GENESIS
Ralph Lauren engaged in pilots withthe traceability platform Textile
Genesis to better understandthe potential to leverage thiskind of technology in our value
chain. Textile Genesis is a digitalplatform that enables users to tracematerials from source to finishedgoods using digital-tokens-based
traceability. Our focus for the pilots
was recycled polyester validation
using Textile Exchange’s Global
Recycled Standard, and U.S. cotton
tracked through the Trust Protocol’s
proprietary platform.

One of the main focus areas for our industry is creating visibility into thecountry of origin for key materials, such as cotton. This year, we extended
our partnership with Oritain to provide country of origin verification testing
on select fabrics and products. These tests provide an added layer ofconfirmation to our traceability documentation efforts.

Looking Ahead
Expectations for greater transparency and traceability in supply chainsand products are increasing from regulators and consumers alike.
Developing this visibility requires a new way of operating that presents
challenges for our entire industry but also unlocks opportunities for us todrive positive impact and increase resilience and agility across our value
chain. We are working towards establishing a comprehensive long-term
Transparency & Traceability strategy and approach, incorporating thelessons learned from our piloting efforts thus far. A key component of thiswork will include leveraging technology in an accessible way that reflects
the diversity across our value chain and enables us to make progress inthis critical area.

From these pilots, we gleaned
valuable lessons in the following
areas: supplier onboarding
processes, use cases for transaction
mapping and documentation
verification capabilities forsustainable materials, all of which
are being leveraged as we continue
to partner across our value chain
to advance transparency
and traceability.

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Protect
the Environment
Beyond creating products more responsibly, we areworking to operate in ways that respect our planet,such as using renewable energy, managing our waste
properly and using water responsibly. By adopting
practices that help preserve the world’s natural
resources, we can be stewards in protecting ourenvironment for generations to come.

EXPLORE THIS SECTION
31

CLIMATE

36

WATER STEWARDSHIP38WASTE MANAGEMENT40

CHEMICAL MANAGEMENT

42

BIODIVERSITY

30

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2023 ESGSUPPLEMENTClimateWe are in a climate crisis,
one that requires us all tomake significant reductions
to global greenhouse gas(GHG) emissions so we
can protect and preserve
our planet. That is why wehave created an ambitious
roadmap with bold nearterm and long-term targets
to reduce absolute GHG
emissions across ouroperations and value chain.

2040 GOAL•

Achieve net zero GHG
emissions across the value
chain from a FY20 base year

2030 GOAL•

Reduce absolute Scope 1, 2
and 3 GHG emissions by 30%
from a FY20 base year

2025 GOAL•

Power our owned andoperated offices, distribution
centers and stores with 100%
renewable electricity

A Target for Net ZeroOur commitment to lowering our emissions is aligned with the urgency
required to limit global temperature rise to 1.5°C in accordance with thegoal of the United Nations Framework Convention on Climate Change.
The Science Based Targets Initiative (SBTi) has developed standards fortranslating this urgency into corporate targets. We have received SBTiapproval for our 2030 GHG reduction target and have submitted our net
zero target for SBTi approval against their Net-Zero Standard.

Our Climate Strategy
As we develop and refine our roadmap to achieving net zero by 2040, we
have defined key strategies for reducing GHG emissions across our own
operations and supply chain. To implement these strategies, we establish
partnerships and engage on policy issues to accelerate low carbon
practices in our industry. Our Net Zero Commitment Statement further
details how we will achieve these targets.

KEY DECARBONIZATION STRATEGIES
Achieving and maintaining our target of sourcing
100% renewable electricity at our facilities.
Increasing the share of low-carbon materials in our
products (e.g., recycled fiber or regenerative cotton
farming practices).
Expanding and accelerating decarbonization practices
with our product manufacturing suppliers, including
supplier GHG reduction roadmap development andcoal phase-out.
Prioritizing ocean freight and minimizing air freight totransport our products.
Investing in our circularity strategy.
Working with partners and action networks forindustry-wide change.

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FY23 GHG FOOTPRINTOVERVIEW:SCOPE 1, 2, 3 1 MTCO 2E

1%

Heating and Cooling

5%

Purchased Electricity

11%

Manufacturing &Processing (Tier 1)

18%

Manufacturing &Processing (Tier 2)

23%

Raw Materials

16%

Consumer
Product Use 2

1%

Product End of Life

13%

Non-Merchandise
Spend

6%

Transportation& Distribution

2%

Business Travel &Employee Commuting

3%

Other Value Chain 3

Scope 1: Heating & Cooling (1%)
Scope 2: Purchased Electricity (5%)

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GOVERNANCE

We work to address GHG emissions in both our own operations — overwhich we have the most direct control — and in our supply chain, which
contributes to the majority of our emissions. We also participate in industry
collaborations including United Nations Fashion Industry Charter for
Climate Action, the Sustainable Apparel Coalition, G7 Fashion Pact, Clean
Energy Buyers Alliance and RE100, among others. These collaborations
help to bring together expertise to inform targeted corporate actions for
decarbonization, including the transition to renewable energy across our
supply chains and growing the circular economy.

Emissions Progress
Our absolute emissions decreased by 29% in FY23 from our FY20
baseline. This reduction is driven by production volumes decreasing by
33% compared to FY20, which contributed significantly to our Scope
3 emissions from manufacturing and raw materials. Other factors that
contribute to this change in emissions include: reductions in air freightusage from FY22 levels; a shift in business travel practices; and regularimprovements to our carbon footprint methodology consistent withcarbon accounting best practices. Specifically, we have made significant
improvements around how we collect more comprehensive data fromsuppliers to better reflect our manufacturing practices in our supply chain.

Scope 3: Value Chain (94%)
1Percentages may not add up to 100 due to rounding.

2

Consumer Product Use includes emissions fromproduct washing, drying, dry cleaning and/or ironing.

3

Other Value Chain includes upstream energy
production, waste generated in operations andlicensed stores.

CARBON FOOTPRINT (SCOPE 1, 2 AND 3)(MTCO 2e) 4

4

FY23

FY22

FY21

FY20

Total Emissions

1,317,348

1,273,122

1,237,017

1,861,736

Scope 1 Emissions

12,206

11,582

14,661

16,248

Scope 2 Emissions

62,381

69,29178,30590,380

Scope 3 Emissions

1,242,761

1,192,249

1,144,031

1,755,107

GHG Intensity(MTCO 2e/$ million revenue)

204.44204.73281.09302.24

 e measure and calculate our emissions according to the World Resources Institute Greenhouse Gas Protocol, the industry
Wstandard and international tool for carbon accounting. For a more detailed methodology, see our ESG Supplement.

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Renewable Energy in Our Operations
In recent years, increased demand for renewable energy and disruptions inthe supply chain have led to sourcing challenges in the renewable energy
marketplace. As we continue to pursue projects that will help us meet our
2025 renewable energy target and bring additional renewable electricity
to the grid, we have navigated these challenges by working closely withrenewable energy developers, expanding our sourcing to additional gridregions, and evaluating alternative contract and financing arrangements.
In FY23, we made progress sourcing virtual power purchase agreements(VPPAs) for our electricity consumption in North America and Europe.
•

In North America, we are pursuing multiple projects that will result in
new solar electricity generation in the grid and will collectively matchthe electricity we consume annually in the United States and Canada.

•

In Europe, we are participating in the Fashion Pact’s collective virtual
power purchase agreement (CVPPA) initiative. We are partnering with
11 other fashion companies to aggregate our electricity demand inEurope and sign a long-term agreement adding new renewable energy
capacity to the grid. We anticipate that this agreement will match
most of the electricity we consume annually in Europe.

LED Lighting in our Distribution Centers
We are in the process of switching all the lighting equipment in our twolargest North Carolina distribution center facilities from fluorescent toenergy efficient LED lighting. When completed in FY24, the new lighting
will decrease our annual electricity use in these facilities by 70% and avoid
6,300 lbs of fluorescent light waste each year.

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Addressing Emissions in Our Supply Chain
A significant portion of our emissions comes from our supply chain, so wework with suppliers to set and implement goals and plans to reduce theircarbon footprint.

The Carbon Leadership Program

CARBON LEADERSHIPPROGRAM PROGRESS
We expanded our roll out of the
Carbon Leadership Program tocover 48 facilities, representing
approximately 47% of our raw
material business spend, and 19
strategic finished goods facilities.
Nominated facilities set carbon
reduction targets between 14% and
80% by 2030 against their 2019baseline. The average reduction
targets committed by all thenominated facilities so far is 59%.
Based on the roadmaps developedby the nominated facilities, anaggregated savings estimation of
1,792,905 tons of CO 2 equivalentannually has been identified.

SUPPLIERDECARBONIZATION
Roadmaps developed under the
Carbon Leadership Program arerecommended by experts based oneach facility and may include:•

Energy efficiency improvements•

Renewable energy
implementation•

Water efficiency improvements•

Coal elimination

In FY23, we continued our partnership with the Apparel Impact Instituteto roll out the Carbon Leadership Program within our supply chain. We
refreshed our supply chain carbon emissions analysis to incorporate theemissions reduction targets and roadmaps developed in collaboration
with our suppliers in the first cohort in FY22. We also continued to identify
priority facilities and develop decarbonization roadmaps for each.
Through the Program, we invested in expert technical support for eachmanufacturing facility to develop their 2025 and 2030 carbon and water
reduction plans in alignment with broader industry ambitions and bestpractices. We also worked closely with our suppliers to track progress andsupport capability building and collective action programs. We plan tocontinue expanding the program in our supply chain.

Accelerating Coal Elimination in our Supply Chain
Coal is one of the most carbon intensive energy sources in the
manufacturing industry and therefore a crucial factor in our supply chain
decarbonization pathway. We aim to eliminate the use of coal in our supply
chain as soon as possible. In FY23, we launched our accelerated roadmap
to eliminate coal in our supply chain:•

Beginning in November 2022, we no longer onboarded new
manufacturing facilities with on-site coal usage.

•

As of December 2022, existing suppliers and facilities with known
on-site coal consumption were required to submit a concretecommitment to eliminate coal usage by 2025.

Coal-attributed emissions represent an estimated 31% of ourmanufacturing carbon footprint. In FY23, we analyzed the usage of coalin our supply base, making use of the data collected through the thirdparty-verified Higg Index Facility Environmental Module as well as ourinternal platform. As of March 2023, we identified 61 active Tier 1, Tier 2
and sub-contracted facilities that have on-site coal usage. So far, 50 havecommitted to eliminate their coal usage by 2025. We continue to engage
with our partners to monitor their progress.

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GOVERNANCE

As a signatory to the United Nations Framework Convention on Climate
Change (UNFCCC) Fashion Industry Charter for Climate Action (FICCA),
we are working to identify opportunities to accelerate the eliminationof coal across our industry. We continue to monitor the evolving
infrastructure and policy developments in our sourcing geographies,
while collaborating closely with our peers and partners in the industry
to drive action on coal elimination in our shared supply chains.

Integrated Circularity and Sustainable Materials
Our ongoing commitments to create timeless, circular products and touse materials with reduced environmental impact are critical to reducing
emissions in our value chain. Progress toward our targets (offering highquality products made with 100% recycled cotton and increasing the shareof sustainably-sourced key materials) will contribute to reductions in our
Scope 3 footprint. For more information, see the Integrated Circularity
and Sustainable Materials sections of this report.

CLIMATE RISK
We consider climate as part ofenterprise risk management andbusiness planning. In FY23, we
conducted a preliminary scenario
analysis for physical climate risk
and climate policy risk. A crossfunctional Climate Risk Task
Force meets semi-annually toidentify and describe key climate
risks, communicate them to key
stakeholders ­— including ourleadership team and our Board of
Directors — and ensure prevention
and mitigation actions are taken. Wealign our climate risk disclosureswith the recommendations of the
Task Force on Climate-Related
Financial Disclosures (TCFD). Read
more about our programs to assess
and manage climate change risks
in our CDP 2022 Climate Change
Disclosure and TCFD Index.

Transportation and Distribution
Our Scope 3 footprint includes emissions from product transport suchas train, ocean, air and truck freight. To mitigate cost and environmental
impact, we prioritize efficiency when choosing how to transport products
to our distribution centers. We only allow vendors to deliver products by
air in rare circumstances, such as when production does not meet delivery
deadlines and there is a risk to keeping our promise to our customers.
Our logistics provider selection process continues to include and consider
candidates’ sustainability practices — from the presence of existing
company sustainability strategy to working with some parcel carriers todevelop performance measurement and continuous improvement plans.
We are also signatories to the Ocean Conservancy’s Arctic Corporate
Shipping Pledge, committing us to not hire carriers to ship our products
through Arctic Trans-Shipment Routes.
AIR FREIGHTAir Freight(% of shipments)

FY23

FY22

FY21

FY20

7.6%

14.5%

6.7%

3.8%

In FY23, air freight managed directly by Ralph Lauren was 7.6% comparedwith 14.5% in FY22. This decrease was due to ongoing improvements inour buying practices and a decrease in time constraints linked to factoryclosures, ocean shipping congestion and pandemic-related port delays.
In FY23, vendor-managed air accounted for 3.8% of total shipments,
compared with 6.3% in FY22.

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Water Stewardship
We are committed toreducing water consumption
across our value chain, andsafeguarding and improving
access to water resources inour communities.

Our Water Stewardship Approach
Water is critical for communities and ecosystems to thrive and is also an
essential resource for our business. Our industry depends on water, from
irrigation for fiber crop cultivation to dyeing and washing processes inmanufacturing to management of our owned and operated facilities. As
a result, we look to conserve water in our operations, protect its sources,
responsibly manage wastewater and help improve community access tothis fundamental resource.
WATER FOOTPRINT
FY23

FY22

FY21

FY20

Manufacturing& Processing

10,836,188 m 3(97%)

11,087,765 m 3(98%)

9,661,765 m 3(97%)

14,573,646 m 3(98%)

Owned &
Operated Facilities

314,415 m 3(3%)

263,541 m 3(2%)

253,000 m 3(3%)

296,669 m 3
(2%)

Total

11,150,603 m 3

11,351,306 m 3

9,914,765 m 3

14,870,315 m 32025 GOAL•

Achieve at least a 20%
reduction in total water use
across our operations andvalue chain, compared to a
FY20 baseline

TOTAL OPERATIONAL WATER
USE BY FACILITY TYPE

Total Facility
Water Use:

314,415 m

3

65%

Retail23%

Office11%

Distribution Center

Water Stewardship in Our Supply Chain
In FY23, we began working with a third-party expert to analyze water
hotspots in our supply chain and identify priority areas for improving water
use practices in manufacturing and production. In parallel, we continued
our direct collaboration with suppliers to improve water management
through the adoption of more water-efficient processing for our materials
and product manufacturing. In FY23, these transitions helped our suppliers
avoid over 240,000 cubic meters of water use. Furthermore, we continued
to expand our support to help our partners set facility-level water
reduction targets through the Carbon Leadership Program. Through theprogram, nominated facilities set 2025 and 2030 water reduction targets
ranging up to 100%. Based on the roadmaps developed by the nominatedfacilities, an aggregated saving estimation of 17 million cubic meters ofwater annually has been identified.

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SUPPLY CHAIN WATER USE
BY FACILITY TYPE

2,856,513 m 3(26%)

Tier 1
Factory

2,617,338 m 3(24%)

Tier 1
Subcontractor

5,362,337 m 3(50%)

Tier 2Fabric MillTOTAL SUPPLY CHAIN
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Improving Watershed Health
Addressing water challenges across our value chain goes beyond water
use in manufacturing, which is why our approach to water stewardshipincludes engaging in joint efforts to improve water management at scale.
Through our ongoing partnership with World Wildlife Fund (WWF), we
have conducted a comprehensive water risk analysis, enabling us to
identify water-stressed basins in our supply chain and prioritize action andinvestment to improve watershed health in those locations.
In FY23, we continued our participation in WWF’s Noyyal-BhavaniCollective Action Program. This program is focused on ensuring that, by
2030, the Noyyal and Bhavani sub-basins of the Cauvery River in Southern
India are healthy ecosystems that ensure water security for people
and nature. In addition to addressing regional textile industry impacts
on freshwater, the program also focuses on improving farming water
management practices, protecting freshwater biodiversity and clearing ofinvasive species that harm water systems.
In 2022, 13 textile wet processing facilities joined the program and were
evaluated for potential water management improvement opportunities
and provided with recommendation plans. Through the implementation ofthese improvement opportunities, the 13 sites saved a total of more than
114,330 cubic meters of water in 2022.

Supporting Water Access55.07%

Municipal

23.03%

Groundwater

10.85%

Produced/
Processed Water

9.32%

Surface Water

1.57%

General or
Unknown Origin

0.08%

Rainwater

0.08%

Wastewater from
Another Organization

Safe drinking water is the most primary of human needs, yet worldwide, one
in three people do not have access to this vital resource. To help end thisdisparity, we support organizations providing clean water for those in need.
Since 2018, the Company has been working with GiveMeTap to provide
drinking water sources in rural communities in the Upper West Region of
Ghana. In 2023, we funded nine water pumps for a total of 43 pumps, which
will improve safe water access to approximately 43,000 people since ourpartnership began. We are also proud to expand our goal to fund 100 pumps
by 2026.
The Ralph Lauren Corporate Foundation has also made several
commitments to improve access to clean water around the world, as well as
sanitation and hygiene. More information on the Foundation and Company
efforts can be found in the Community Engagement & Philanthropy sectionof this report.

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Waste Management
We are committed toreducing waste at its sourceand diverting waste fromlandfill through recycling
and reuse.

Our Waste Management Approach
Part of conserving natural resources is managing waste in a responsible
way. We work to minimize waste in our operations and divert wastefrom landfill and incineration to donation, reuse and recycling. Our goalis continued improvement as we incorporate zero waste principles
throughout our business practices.

In Our Distribution Centers
2025 GOAL•

Achieve 100% recyclable,
reusable or sustainably
sourced packaging materials.

2023 GOAL•

Achieve zero waste tolandfill across ourdistribution centers.1

92%
of waste diverted from landfill
and incineration across ourdistribution centers to achieve
our zero waste goal.

1

We are proud to have diverted 92% of waste from landfill andincineration across our distribution centers, meeting the Zero Waste
International Alliance definition of zero waste 1. Many efforts contributed
to this milestone, including the FY23 installation of balers at two of ourdistribution centers to increase plastic recycling and the addition andexpansion of partnerships with textile recyclers. We will continue tomaintain this minimum diversion level and seek ongoing improvements in
waste diversion and reduction at all facilities.

In Corporate Offices
We are continually working to identify actions we can take in our corporate
offices that contribute to waste reduction and diversion. For example,
we have an ongoing partnership with FABSCRAP to recycle and reuse
sample fabric, leading to more than 12,000 pounds of fabric diverted fromlandfill in 2022. In the last year, we discontinued use of individual productpolybags for sales and design samples in the U.S. and Asia Pacific regions
and are exploring options to expand this practice to Europe in FY24. Also
in FY23, we introduced organic waste collection for composting at our
corporate headquarters in New York City.

In Manufacturing
In 2022, we partnered with Queen of Raw, a global textile marketplace, toaddress fabric waste in production in two key sourcing countries: China
and Vietnam. Working with our suppliers and Queen of Raw’s global
network of recyclers, we were able to divert 11.8 metric tons of unusedmaterials from landfill. We are exploring options to further expand thisinitiative to other countries in FY24.

Using the Zero Waste International Alliance definition of zero waste, we will divert more than 90% of the waste generated at our distribution centers from landfill and incineration.

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2023 ESGSUPPLEMENTIn Our Packaging
We consider packaging a component of the product and, as with all
our products, we are working toward using materials that reduce
environmental impact and minimize waste. In FY23, we were able to makesignificant progress toward our goal of packaging material sustainability
with a full transition to polybags with 100% recycled content from all
key suppliers. We also began pilot testing paper-based alternatives topolybags and polymailers for initial adoption in North American Polo Outlet
Stores and e-commerce, respectively. 73% of our total packaging volume
met at least one of our sustainable packaging criteria in the fiscal year.
On RalphLauren.com, we offer a reduced packaging option that gives
consumers the ability to remove plastic or paper inserts, hangers, garment
bags, promotional materials and paper invoices from their orders. In FY23,
we continued to remove and recycle all of the polybags from reduced
packaging orders, which represented approximately 9% of all orders
placed in North America through RalphLauren.com.

WASTE GENERATED AT OUR FACILITIESOUR EXCESS INVENTORYMANAGEMENT PRINCIPLES
MOST PREFERRED

Prevent Excess at Source

Pursue Expanded
Sales Channels

Maximize Product orMaterial’s Next Life
Donate for
Positive Impact

Recycle1

METRIC TONS

DIVERSION RATEDistribution Centers

8,086

92%

Stores 1

2,360

82%

Offices 1

278

35%

Total

10,72488%

	C omprehensive site-specific waste data was not available for all offices and stores. Waste data was modeled for these sites.

Managing Excess Inventory
Since being introduced in 2020, we have continued to use our Excess
Inventory Management Principles to guide our approach for limiting excess
inventory and maximizing waste diversion.
In FY23, we launched our Fabric First Initiative, decreasing lead times
in production and allowing us to keep our orders as close as possible tomarket demand. We also continued to prevent excess by decreasing theamount of product purchased specifically for sale at Polo Outlet Storesand increasing the amount of product originally offered through otherchannels (e.g., wholesale) for sale at Polo Outlet Stores.

DisposeLEAST PREFERREDWe are committed to identifying and applying sustainable options
for managing excess and damaged product. In the past year, we havecontinued to increase diversion of excess inventory with new andexpanded recycling and donation partnerships globally.

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Chemical Management
We monitor and reduce
hazardous chemical use
and discharge to meet ourgoal to eliminate hazardous
chemicals from our
product manufacturing
and supply chain.

Our Chemical Management Approach
We take responsibility for ensuring that the chemicals used to makeour products are safe for people and the environment. Our Sustainable
Chemical Management Policy outlines our approach to assessing theimpacts of the chemicals in our supply chain and partnering with ourmanufacturers on responsible chemical management practices.

Zero Discharge of Hazardous Chemicals Programme

2025 GOAL•

Eliminate the use ofhazardous chemicals in our
supply chain

Ralph Lauren is a partner in the Zero Discharge of Hazardous Chemicals(ZDHC) Programme, a cross-sector coalition aimed at advancing theindustry toward zero discharge of hazardous chemicals. Through thispartnership, we collaborate with peers and experts to eliminate the use
and discharge of these chemicals across our apparel supply chain. We
adopt the ZDHC Manufacturing Restricted Substances List (MRSL) and
ZDHC-approved Chemical Inventory List Management Tools to enable our
suppliers to track and report on all chemicals used in the creation of our
products, and prioritize the substitution of harmful chemicals with MRSLconformant, safer alternatives.
The industry’s collective work in sustainable chemicals management —as well as the MRSL — continue to evolve as new materials, safer andmore sustainable alternatives, chemical testing, tools and technologies
continue to develop over time. We are advancing toward the full eliminationof hazardous chemicals in our global supply chain, and we are committed
to continuing to do so as our industry evolves. In FY23, we continued to
expand our visibility into chemical products used in our manufacturing
supply chain, as well as their conformance status with the MRSL,
specifically in Tier 1 manufacturing facilities that represent 79% of ourbusiness spend, compared to 72% last year. Of the chemicals reported,
84% conform with the MRSL. In our Tier 2 supply chain, we have chemical
visibility on 52% of our woven, knit and sweater material business spend.
Additionally, 86% of the chemicals reported conform with the MRSL. We
are working closely with suppliers to achieve full MRSL conformance by2025 and beyond.
In addition to the chemical transparency and MRSL conformance, we
continued to assess the operational aspect of chemical management
at the facility level through the Chemical Management section in the
Higg Index Facility Environmental Module (FEM). Our Tier 1, Tier 2 suppliers
and subcontracted facilities scored an average 31, 39 and 31 points in theChemical Management section, respectively.

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Aligned with the ZDHC approach to confirm that MRSL substances are notintentionally used, we require manufacturing facilities with wet processing
to test their wastewater output against the ZDHC Wastewater Guidelines
and share results on the ZDHC Gateway portal. Among our facilities, 66%
of Tier 1 and 56% of Tier 2 (by business spend) have performed wastewater
tests in accordance with the Guidelines; of these 83% comply with the
ZDHC requirement, with 99.8% of the substances screened compliant with
the ZDHC standard.

Chemical Verification

RALPH LAUREN
CURRENTLY BANS THE
INTENTIONAL USE OF:PFAS (Per- and polyfluoroalkyl
substances) from water repellent/
resistant fabrics
PVC (Polyvinyl chloride) from all
our finished products, materials
and packaging
PP (Potassium Permanganate) fromour denim washes

In FY23, we continued to work closely with multiple ZDHC-approved
chemical inventory list management tool providers to increase theadoption of disclosure tools and to ensure that data quality and accuracy
are high. We are also exploring an industry-aligned methodology tovalidate the chemical data reported from our suppliers’ manufacturing
sites. In FY24, we plan to pilot test the methodology with our top wet
processors globally.

Elimination of Priority Chemicals
For the last few years, we have focused on eliminating priority, harmful
chemicals. We successfully transitioned all our water repellent fabrics
to non-PFAS materials in FY23. Also, we no longer develop materials or
products with intentionally added PFAS or PVC materials. Additionally,
PFAS has been incorporated into our product testing manual to ensure
product compliance with the MRSL standard. We are on track to phase out
all Potassium Permanganate from denim by 2025, and plan to expand thisto non-denim products.

Alternative Washes
We are building on the progress on our denim washes with other woven
and knit products where it is challenging to get an authentic vintage lookwithout the use of the chemicals we seek to eliminate. Our teams areworking collaboratively to identify alternative washes that are suitable forour other woven and knit materials, while maintaining our quality standards
and desired aesthetic. We are also dependent upon the scaled availabilityof safer alternative chemicals that are suitable for other woven and knit
applications. As such, we continue to support engagements with chemical
providers through the ZDHC to raise awareness on the demands forsafer alternatives.

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Biodiversity
Biodiversity is essential
for the health of people,
the environment and theeconomy. We work to reduce
our impact on nature andprotect and restore theecosystems our supply chain
relies on.

2024 GOAL•

Develop a biodiversity
strategy and set goals alignedwith the Science Based
Targets for Nature by 2024

Protecting Biodiversity
Nature provides people and businesses like ours with critical resources
such as freshwater, food and essential raw materials. The dual crisesof climate change and biodiversity loss are closely intertwined. As
ecosystems and species are increasingly threatened, Ralph Lauren iscommitted to leveraging science to build an in-depth understanding of ourcurrent impacts on biodiversity by:•

Identifying ways to avoid new negative impacts and reduce existingones where possible•

Developing strategies to restore and regenerate ecosystems in ourvalue chain•

Identifying opportunities to engage in transformative, systems-level
efforts to address drivers of nature loss

On our path to setting goals in alignment with the Science Based Targets
for Nature, we have established initiatives that address many aspects ofthe target areas identified in the initial guidance. We are actively engaging
with The Fashion Pact’s biodiversity pillar, which is focused on supporting
members with developing biodiversity strategies aligned with the Science
Based Targets for Nature and identifying pathways for reducing nature
impacts of key materials such as leather and cashmere.

Supporting Nature-Related Transparency
We believe transparency is an important aspect of addressing biodiversity
loss at a global scale and recognize the role that business must play
to mitigate negative impacts on nature. That is why, ahead of the UN
Biodiversity Conference in Montreal in December 2022, Ralph Lauren
joined more than 400 business and finance institutions in signing onto the#MakeItMandatory campaign. The campaign urged heads of state to adopt
a requirement for large businesses and financial institutions to assess anddisclose their risks, impacts and dependencies on biodiversity by 2030 aspart of the Global Biodiversity Framework.

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Combating Deforestation
Deforestation and land conversion are key drivers of biodiversity andhabitat loss. For the second year, we invested in Impact Partnership
Incentives (through Textile Exchange), which directly supports Produzindo
Certo, an on-the-ground organization working with cattle farms in Brazil.
It seeks to improve their practices to achieve animal welfare certificationand have their farms third-party verified as Deforestation/Conversion-Free
within three years. We have also continued our engagement in the Leather
Working Group’s deforestation working group.

Advancing Our Strategy
We have engaged Quantis, a leading environmental sustainability
consultancy, to conduct a formal assessment of our nature-related
impacts and dependencies, to inform development of a comprehensive
biodiversity strategy in FY24. As part of this process, we will map ourcurrent sustainability goals and initiatives against these impact anddependency areas and prepare for disclosure informed by the Task Forcefor Nature-Related Financial Disclosure (TNFD) framework, which is
expected to be released in 2023.

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2023 ESGSUPPLEMENTChampion
Better Lives
Creating a business that is timeless and has apositive impact on the world means ensuring that thepeople who move us forward are included, respected
and empowered. That’s why we’re committed tosupporting the people in our workforce, throughout
our supply chain and in the communities we serve.

EXPLORE THIS SECTION
45

DIVERSITY, EQUITY& INCLUSION55

EMPLOYEE WELL-BEING58

COMMUNITY ENGAGEMENT& PHILANTHROPY71

RIGHTS & EMPOWERMENTIN THE SUPPLY CHAIN

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2023 ESGSUPPLEMENTDiversity, Equity& Inclusion
At Ralph Lauren, ourPurpose to inspire the dreamof a better life for all drives
us to deliver a culture ofdiversity, equity, inclusion
and belonging inside ourCompany and throughout
the communities we serve.

Our Diversity, Equity & Inclusion Approach
Our Diversity, Equity & Inclusion (DE&I) strategy is designed to createa culture of belonging, attract and retain diverse talent and offer
opportunities that enable all people to thrive. While we remain grounded in
our American roots, our reach is global and our DE&I approach recognizes
that diverse experiences and global perspectives help us authenticallyengage our employees and communities around the world. We haveorganized our approach to integrating DE&I into our business under threestrategic pillars — talent, engagement and education — to create career
pathways for diverse talent, amplify all voices in our community and build
DE&I competencies across our organization.

ONGOING GOAL•

Maintain gender parity withequal representation inleadership positions at the
VP level and above

FY23 GOAL•

Ensure at least 20% of our
Global Leadership Team iscomposed of racially andethnically diverse talent

STRATEGIC PILLARSTALENT

ENGAGEMENT••

Cultivate
diverse teams•

Ensure that fostering
a culture of inclusion
and belonging
is a priority
enterprise-wide•

Elevate diverse talent
into leadership ranks

Enable open dialogue
by amplifying all
voices, emphasizing
psychological safety
through culturalawareness eventsand structured
programming

EDUCATION•

Establish and deploy
structured DE&I
education with
an emphasis on
accountability forpeople leaders•

Advocate for
equitable access to
education for all

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Global Leadership Representation
In FY23, we reached our goal for Global Leadership Team representation— 20% of our Global Leadership Team is made up of leaders from diverse
racial and ethnic groups. We plan to continue driving progress toward
other key representation targets, including ensuring that at least 10% of
our Global Leadership Team is Black, African or African American. Our
Board of Directors is made up of 23% racially and ethnically diverse
leaders, and we continue to place an emphasis on diversity as we recruit
independent directors.
We also continue to maintain gender parity in our leadership ranks with
50% of female-identifying employees at the vice president level and above.
We have achieved these results through intentional efforts to include
diverse representation in our external candidate pools and via careerdevelopment programs for current employees.
EMPLOYEES BY GENDER (% OF TOTAL)
FY23

FY22

FY21

FY20

Female

64%

64%

64%

64%

Male

36%

36%

36%

36%

FY23

FY22

FY21

FY20

Female

54%

59%

58%

59%

Male

46%

41%

42%

41%

FY23

FY22

FY21

FY20

50%

50%

48%

49%

NEW HIRES BY GENDER (% OF TOTAL)WOMEN IN LEADERSHIPVP Level and Above
Positions Held by Women

BOARD OF DIRECTOR REPRESENTATION

1

FY23

FY22

FY21

FY20

% of the Board that is female

38%

33%

31%

25%

% of the Board fromdiverse groups 1

23%

17%

15%

8%

Board members who identify with one or more non-white groups

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GLOBAL FEMALE REPRESENTATION
FY23

FY22

FY21

FY20

% of total global employeesthat are female

64%

64%

64%

64%

% of non corporate
employees that are female(retail, storeline)

65%

63%

64%

63%

% of corporate employees thatare female

64%

65%

66%

66%

% of corporate management(VP+) employees thatis female

50%

50%

48%

49%

% of corporate executive
leadership (GLT+) employeesthat is female

46%

45%

42%

45%

U.S. REPRESENTATION OF RACIALLY AND ETHNICALLY
DIVERSE GROUPS 1

1

FY23

FY22

FY21

FY20

% of total U.S. employees
from diverse groups

61%

62%

60%

60%

% of non corporate employees
from diverse groups

68%

68%

67%

70%

% of corporate employees
from diverse groups

47%

47%

48%

46%

% of corporate management(VP+) employees fromdiverse groups

23%

21%

20%

15%

% of corporate executive
leadership (GLT+) employees
from diverse groups

20%

17%

13%

12%

Employees who identify with one or more non-white groups

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U.S. POPULATION BY RACE/ETHNICITY
FY23

FY22

FY21

FY20

American Indian or
Alaskan Native

0.4%

0.5%

0.4%

0.5%

Asian

8%

7%

8%

8%

Black or African American

26%

27%

24%

24%

Hispanic or Latino

23%

24%

23%

24%

Native Hawaiian orPacific Islander

0.4%

0.5%

0.4%

0.5%

White

33%

33%

38%

37%

All Diverse Talent 1

61%

62%

59%

60%

Two or More Races 2

3%

3%

3%

4%

Undeclared

6%

5%

3%

3%

FY23

FY22

FY21

FY20

American Indian or
Alaskan Native

0.4%

0.6%

1%

0.4%

Asian

6%

6%

4%

6%

Black or African American

27%

30%

31%

29%

Hispanic or Latino

25%

26%

21%

27%

Native Hawaiian orPacific Islander

0.5%

0.4%

1%

0.4%

White

24%

25%

34%

29%

All Diverse Talent 3

64%

67%

62%

68%

Two or More Races 4

5%

4%

5%

5%

Undeclared

12%

8%

4%

3%

1

Employees who identify with one or more non-white groups

2

Employees who identify with two or more racial or ethnic groups

NEW HIRES BY RACE AND ETHNICITY

3

Employees who identify with one or more non-white groups

4

Employees who identify with two or more racial or ethnic groups

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Case StudyEngaging Diverse Talent
The diversity of ourworkforce is integral
to building a strong,
successful organization.
With this in mind, wedevelop programs andpartnerships within
and outside of ourCompany to engage
and develop talent withdiverse backgrounds,
experiences andperspectives.

Early Career Talent
To enhance diverse representation within our early talent pool, we
leverage two distinct talent pipelines — undergraduate and MBA — toincrease access and opportunities for development and mentorship fromleaders across our organization.
As we deepen our collegiate partnerships, we have incorporated baseline
criteria to only engage with partners that align with our Company values,
beliefs and business objectives. In 2022, we expanded our relationships
and recruitment efforts with historically Black colleges and universities(HBCUs) from two to twelve schools. Through HBCU partnerships, weinvest in scholarships, mentorship and development opportunities andoffer career acceleration programs for diverse and system-impacted
talent. For more information on our HBCU scholarships, see theCommunity Engagement & Philanthropy section of this report.
In 2022, we joined the New York Jobs CEO Council, a coalition of
employers focused on providing access to high-potential jobs for
low-income New Yorkers and those within Black, Hispanic/Latinx andAsian communities, including students from the City University of New
York (CUNY) system. Through this coalition, we have deepened ourrelationship with CUNY schools and provided their students access toour early career opportunities.
We remain dedicated to supporting diverse early career talent at Ralph
Lauren, increasing our internship and mentorship program capacities toensure our shared ambition for their growth and development.

Stephen Lawrence Day Foundation Career Day
In 2022, we increased our engagement with the Stephen Lawrence
Day Foundation, an organization that aims to inspire a more equal,
inclusive society and to foster opportunities for marginalized young
people in the U.K. In our efforts to recruit and develop a diverse arrayof early talent, we participated in their career day event in November
2022, offering ambitious, U.K.-based young talent a venue to networkwith representatives from throughout Ralph Lauren, participate infollow-up mentoring sessions and be among the first to know about
open roles at the Company relevant to their interests. Learn more about
our partnership with the Stephen Lawrence Day Foundation in theCommunity Engagement & Philanthropy section of this report.

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Case StudyUK Black Business Week
Connecting with external organizations and events that champion
DE&I supports our efforts to recruit diverse talent beyond entry
levels. In October 2022, Ralph Lauren sponsored U.K. Black Business
Week, an event honoring the achievements of Black professionals
and entrepreneurs throughout the U.K. The Company was the soleretail apparel event sponsor and hosted an onsite booth dedicated to
networking and recruitment. Our Head of DE&I was a featured paneliston “Black Women Business Talks,” which offers interactive group
discussions, insights and advice on career success for Black women.

Courageous Conversations
An inclusive culture is one where people feel heard and can connect
with others as their authentic selves. Since 2020, we have createdCompany-wide safe spaces for open dialogue through our Courageous
Conversations series. These monthly forums provide a platform for
employees to share their thoughts and experiences on topics pertaining
to DE&I, mental health, well-being and more. Considering cultural
nuances across regions, we offer these conversations in a variety of local
languages for our global workforce.

RL Learning Academy: Community
Our RL Learning Academy: Community program supports diverse talentthrough leadership development, capability-building and networking.
The program provides participants with executive sponsorship, guided
mentoring and learning experiences for cohorts of Black, Hispanic/
Latinx and Asian employees on two tracks: people management andexecutive leadership.

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2023 ESGSUPPLEMENTChampioning Diverse Stories
Ralph Lauren makes a conscious effort to celebrate the communities
that inspire us and elevate all voices through our brand. We aim to deliveron our commitment to inclusion by leveraging the power of our brand to
expand our portrayal of the American dream.

#RLPride“I’ve always believed in the
power of sharing stories— the spaces they create,
the communities theybuild, and the way heritageis preserved throughthem. Stories inspire us to
dream and offer endless
opportunities not only forourselves but for all those
who come after.”

In 2022, we celebrated #RLPride through the perspectives of unique
LGBTQIA+ luminaries in our “Authors of the American Dream” campaign.
This campaign demonstrated that the American dream is as much an
ideal as it is a responsibility — one that each of us carries to create anequitable society where all are free to be their authentic selves and leada fulfilling life with those they love. As a part of this effort, we elevatedconversations with LGBTQIA+ thought leaders, spanning from freedom
and love to Stonewall and liberation, grounding our reexamination of what
the American dream represents to LGBTQIA+ communities.
The campaign highlighted Ralph Lauren’s more than 30-year historyof support for these communities and our continued partnership with
Stonewall Community Foundation, which makes strategic investments
in communities through an international network of change-making
organizations, touching many different LGBTQIA+ needs.

—

Black History Month
As a Company and community, our belief in the power of dreams is at thecore of who we are and how we appear in the world. We remain committed
to showcasing that belief, keeping the people, cultures and lifestyles thatinspire us — including Black experiences — at the forefront of
our storytelling.
To that end, in February 2023, we produced our first full-scale Black
History Month campaign, titled “A Heritage Preserved.” The campaign
invited four cultural leaders to the historical Akwaaba Mansion in BedfordStuyvesant, Brooklyn, for a conversation on the importance of preserving
Black heritage.

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Gender Parity Impact Group#RLPride Impact GroupDisability Equity Impact Group
Working Parents and Families
Impact Group
Mental Health and Wellness
Impact GroupREGIONALPROTECTTHE ENVIRONMENT

Hispanic & Latinx Impact Group
Native American and Indigenous
Impact GroupRaE (Race and Ethnicity, EMEA)
Impact Group

GOVERNANCE

2023 ESGSUPPLEMENT

Employee Impact Groups
Our Employee Impact Groups (EIGs) harness the talent and passion of
our employees around the world to help create an inclusive and diverse
company culture. In 2023, we launched a new framework, shifting to a morecustomized approach to ensure accessibility for employees worldwide.
Formerly called Employee Resource Groups, our newly renamed Employee
Impact Groups aim to bring employees together based on sharedexperiences and the desire to be allies and advocates. They create
learning and engagement opportunities and provide a space for support
and change agency based on community-specific goals.
Our mission is to create EIGs that enable the organization to:•

Deliver results that tie directly to our Next Great Chapter:
Accelerate business strategy by fostering a culture where all
employees can thrive•

Advance a trustful and engaged work environment, with diversity ofthought and passionate employees•

Boost inclusive leadership capabilities to promote a sense of
belonging for all employees•

Empower our employees to positively impact our workplace and thecommunities in which we live and serve

Asian American & Pacific Islander
Impact Group
Black & African American
Impact Group

CHAMPION
BETTER LIVES

Ralph Lauren currently has 12 global and regional EIGs, as well as 19 local
EIGs representing specific geographic areas.

Religion, Faith and Spirituality
Impact Group
Veterans, Active Duty and Allies
Impact GroupLOCAL
19 EIGs are localized in theirrespective markets

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Pledges, Actions and Allyship for Social Justice
At Ralph Lauren, we believe everyone deserves to be respected andtreated equally. We work to make this a reality in broader society throughnew and continued support of initiatives that promote social justice.

#TimeToVote

HUMAN RIGHTS CAMPAIGN(HRC) INITIATIVESIn 2022, Ralph Lauren
proudly supported:
HRC’s Business Coalition for
Equality Act which supports
legislation in the U.S. that would
protect members of LGBTQIA+
communities against discrimination.
HRC’s Business Statement on
Anti-LGBTQ State Legislation
which calls on U.S. lawmakers to
oppose or abandon discriminatory
laws, including those that unjustly
target transgender people
LGBTQIA+ parents and youth.

We recognize the importance of every voice in our political processwith our support of the nonpartisan #TimeToVote pledge, which aims
to increase voter participation in U.S. elections. As a part of this pledge,
we ensure Ralph Lauren employees in the U.S. are offered paid time off
and increased flexibility as needed on Election Day. We also ensure all
employees have access to trusted nonpartisan information and resources
regarding their eligibility, methods and deadlines for casting their ballot.

LGBTQIA+ Rights
At the center of Ralph Lauren’s 30-year history of supporting LGBTQIA+
communities is a deeply held belief that everyone deserves to live a life
filled with dignity, compassion, respect and love. In this spirit, we were amember and signatory of three Human Rights Campaign initiatives in
2022 in support of LGBTQIA+ communities.

Stand with Asian Americans
Since the onset of the COVID-19 pandemic, Asian communities in the
U.S. and worldwide have seen an increase in acts of racism and targeted
violence. We firmly believe in every individual’s human right to safety
and respect, and we are proud to join Stand with Asian Americans, anorganization focused on ending violence and discrimination against Asian
communities in the U.S.

HRC’s campaign to support the
Respect of Marriage Act, which wassigned into U.S. law in December
2022, ensuring federal recognition of
marriage regardless of gender, race,
ethnicity or nationality.

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2023 ESGSUPPLEMENTCHAMPIONING DISABILITY EQUITYAt Ralph Lauren, we are committed to respect and advocacy forpeople with disabilities through engagement, education, employment
and product. On this journey, we aim to support diverse talent in ourorganization, inclusion in our design, accessibility in our sales channels
and advocacy in our communities.
In 2022, we reiterated our pledge to the Valuable 500, committing towork with other brands to ignite systemic change for disability equity.
To help put our pledge into action, we launched a new employee-led
Disability Equity Impact Group to champion Company-wide disability
objectives including:•

Employee training and education•

Increased representation•

Visibility in communications•

Accessibility within our digital and brick-and-mortar marketplace•

Identification of key partners to progress social inclusion

In 2023, we are launching Disability 360, an enterprise-wide equity
strategy that supports people with disabilities through education,
talent, culture and product. From accessible design collaborations to
our continued support of Team USA’s Paralympians, Disability 360
aims to recognize the potential, talent and contributions of people
with disabilities. Given the magnitude of this strategy, we will belaunching it in phases. Our first phase will focus on offering baseline
education opportunities to our employees, developing relationships withorganizations that can help guide us on our journey and learning how we
can best support communities with disabilities.

Pay Parity
In FY23, female employees
in the U.S. earned anaverage of 99 cents forevery $1 earned by males
and 98 cents for every$1 globally.

We take a proactive approach to pay equity, continually monitoring ourcompensation programs to ensure fairness and identify any necessary
corrective actions. Annually, we conduct a pay equity assessment
globally for gender and in the U.S. for race and ethnicity. Leveraging
an independent, third-party software program, we’re able to compare
employee compensation, identify patterns more precisely and determine
any course corrections needed to ensure fairness in our pay practices. We
review these results and remediate where necessary. In FY23, our female
employees in the U.S. earned an average of 99 cents for every $1 earned
by males and 98 cents for every $1 globally. In the U.S., our non-white
employees earned an average of 99 cents for every dollar earned bywhite employees.

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Employee Well-Being
The contributions of
our employees makeRalph Lauren a vibrantorganization. Our people
drive our success, and weare dedicated to supporting
the physical, emotional,social and financial needsof our employees and theirfamilies to help them thrive.
We focus on employee
wellness, engagement,
learning and development,
and compensation
and benefits.

Our Approach to Employee Wellness
As our employees navigate challenging times, it is important for us to besupportive in and out of their workdays and aid their resilience in the faceof life’s demands. Our Employee Global Wellness Committee champions
workplace activities that inspire healthy habits, create positive work-lifebalance and generally promote well-being. From mindfulness webinars to
exercise courses, we offer comprehensive resources to foster wellness.
This year, we relaunched our Ralph Lauren Well-being Exchange. The
program creates opportunities for qualified employees to volunteer theirtime to teach skills they are proud to share. During these regular sessions,employees lead general wellness and learning experiences for theircoworkers such as yoga, meditation, Zumba®, painting, origami and more.

THRIVE Global Wellness Program
THRIVE, our global wellness program, provides access to benefits such as
flexible work arrangements, sabbaticals and other support mechanisms. In
FY22, we partnered with an external vendor, THRIVE Global, to launch an
app-based support tool that allows our global employees to set actionable
wellness goals called microsteps and track their progress. This tool isinteractive, on-demand and helps employees succeed through featuresthat make connections and access supporters. Local benefit offerings
can be added to the platform to increase engagement. For example, we
added a new benefit to our U.S.-based employees called Gympass, which
provides employees a large selection of wellness gyms, studios and apps.

Employee Safety & Security
The safety and well-being of our employees is our top priority. In 2022,
we began offering an innovative preventative safety and security service,
the Bond app. For situations that make employees feel unsafe, but may
not warrant a call to 911, the Bond app can be used for the services of asecurity professional using voice, video and chat. The service is available
24/7 at no cost to our corporate and retail employees in North America.

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Employee Mental Health
We strive to help employees face the challenges of everyday life andhave committed to supporting efforts that prioritize mental health. Our
Employee Assistance Plan (EAP) is available globally, providing services to
employees when they need them. In 2022, we updated our U.S. employee
medical plans so that out-of-network mental health services are coveredat the same level as in-network. We also continue our meeting-free days
policy to enable better balance and focus during the work week.

Support for Gender Equity and Reproductive Rights
We believe that our Company and our society are stronger when women’s
rights are prioritized and gender equity is championed. Ralph Lauren is afounding partner of Parity.org, the leading impact organization focused onincreasing representation of women and people of color in organizational
leadership. The organization celebrated its fifth anniversary in 2022, andwe earned its Best Companies for Women to Advance designation fora third consecutive year. We also earned a ranking on the Bloomberg
Gender Equality Index.
At Ralph Lauren, we remain committed to respecting the right to personal
choice when making individual healthcare decisions. For us, that means wewill continue to support those seeking reproductive healthcare services,
including covering costs associated with travel for employees seeking careout-of-state, as we do for a range of other healthcare services already —from surrogacy to cancer care.
Due to potential state-by-state inconsistencies and uncertainty
surrounding reproductive healthcare services in the U.S., we publicly
reiterated this commitment in 2022 and expanded our benefits offerings
to cover costs associated with employees seeking out-of-state services,
including coverage for upfront travel expenses.

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398,820
Learning Hours in FY23 —an increase of 103% from FY22.

511,880
Learning Instances in FY23 —an increase of 46% from FY22.

RALPH LAUREN ACHIEVED:83%
Engagement

75%

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Employee Learning and Development
We remain dedicated to the growth and advancement of our talent andoffer a wide range of development programs for all levels, including:•On-the-job training and coaching•

Skill-building through our Ralph Lauren Workday Learning platform•

Our RL Learning Academy collection of customized
learning programs•‘Drive Your Success’ open enrollment learning across the globe,
updated each quarter

Specific to DE&I education, we continued to focus on inclusive leadershipand added to our DE&I Curriculum the ‘Includership’ program globally. In
addition, we are continuing to evolve our cultural awareness training. We
also offer open enrollment learning for all employees called ‘Drive Your
Success’. Each quarter, the content is refreshed and has a focus on key
DE&I learning mapped to activities for that quarter. All of our employee
learning and development programs aim to promote our Ralph Lauren
Success Drivers — the attributes, skills, ways of thinking and behaviors
that create the conditions for individual and team success.

Employee Engagement and Enablement Scores
In FY23, we saw an increase in the number of Learning Hours and Learning
Instances. We aim to create a positive work environment that supports
all our employees. To that end, we conduct an employee engagement andenablement survey annually to gain feedback for continuous improvement.
Ralph Lauren achieved 83% Engagement and 75% Enablement in FY23.
Engagement is based on four questions related to pride for the company, asense of personal accomplishment and intent to stay. Enablement is basedon six questions related to sense of belonging, effective environment, tools
and resources, skills and abilities, and achieving career goals.

Enablement

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Community Engagement& Philanthropy
We seek to make the dreamof a better life a reality incommunities across theglobe through contributions
and actions that create
positive social andenvironmental impact.

GOAL•

Increase Company employee
volunteer hours by 25%
compared to a FY22 baseline

Our Approach to Community Engagement& Philanthropy
Contributing to our communities and helping address social andenvironmental issues have long been part of our global philanthropic
efforts. The Company and The Ralph Lauren Corporate Foundation
both invest in communities through various means such as financial andcorporate product donations, partnering with local nonprofits and byempowering employees of the Company to support nonprofits whose
missions align with causes they are passionate about through volunteeringand the Ralph Lauren Employee Matching Gift Program. The Company andthe Foundation also strive to educate our teams on key issues and highlightcauses important to our mission to champion better lives.
The two main drivers of our giving efforts are the Social Partnerships
and Philanthropy (SPP) department within the Company, and The Ralph
Lauren Corporate Foundation (the Foundation), a distinct charitable entity
established in 2001. The Company and the Foundation often work together
to enhance their impact and achieve their shared goal of making the dreamof a better life a reality.

OUR FY23 IMPACT$10.3M
combined FY23 contributions from theCompany and the Foundation.

7,201

252

Company employee volunteer
hours in local communities
around the world.

nonprofits supported throughFoundation grants, the Ralph Lauren
Employee Matching Gift Programand Company partnerships.

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Social Partnerships and Philanthropy
The Company takes a shared value approach — we focus on causes
and actions that create simultaneous positive impact that benefits ourCompany, our teams and our communities. The SPP department seeks
to make the dream of a better life a reality through strategically aligned
relationships, partnerships and initiatives that champion equity, andeducational opportunities and volunteering moments that make a positive,
sustainable community impact.
SPP focuses on four areas of impact to guide programs, partnerships
and initiatives:•

Wellness & Prevention — We promote the health and wellness of
our communities through support and collaborative development ofprograms for education, advocacy and access to health care.

•

Citizenship & Sustainability — We work with our sustainability teams
to recycle, repurpose and donate product to extend the lifecycle ofexcess and aged product. We also support clean water initiatives andother sustainable business practices.

•

Education & DE&I — Company programs support education forstudents, such as UNCF’s scholarships providing need-based andlast dollar awards to students from system-impacted communities tocomplete their degree. We provide scholarships for students annually
through our partnerships with Asian University for Women, the Asian
American Scholarship Fund, the American Indian College Fundand the Hispanic Scholarship Fund. We also support initiatives thatempower women and galvanize our Employee Impact Groups.

•

Ralph Lauren Gives Back and Community Resilience — The
Company supports Ralph Lauren Gives Back, which empowers
employees to volunteer in the communities in which they live andwhere Ralph Lauren does business.

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2023 ESGSUPPLEMENTThe Ralph Lauren Corporate Foundation
The Ralph Lauren Corporate Foundation works to make the dream of a better life a reality bychampioning equity and empowering underserved communities around the world. The Foundationis committed to making a difference across four pillars: supporting cancer care and prevention,
protecting the environment, fostering advocacy and access and strengthening community
resilience. It hopes to deliver meaningful change in local communities through its nonprofit
collaborations, grant funding and volunteering programs.

$4.1M
in Foundation giving.

150+

nonprofits supported
through the Foundation.

$25

millioncommitted to expand or establish
five cancer care centers.

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2023 ESGSUPPLEMENTThe Ralph Lauren Corporate Foundation Pillars
The Foundation is committed to making a difference across its core areasof focus:•Cancer Care & Prevention — For more than two decades, theFoundation has worked to reduce disparities in cancer care andensure that access to quality treatment is available at an earlier,more curable stage.

•

Protecting the Environment — The Foundation strives to makemeaningful progress to protect our planet by partnering withorganizations focused on local community needs including
sustainable cotton development, safe water, adequate sanitationand proper hygiene solutions.

•

Advocacy & Access — Through its work in advocacy and access,the Foundation directs funds and fosters programs that champion
DE&I, women’s empowerment, and health and wellness in our
global communities.

•

Community Resilience — The Foundation works to lift up, empowerand strengthen communities around the world, including responding
to crisis relief efforts. Through grants and the Foundation’s promotionof volunteerism and donations pursuant to the Ralph Lauren
Employee Matching Gift Program, the Foundation aims to help
communities in need around the world build resiliency and thrive.

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Cancer Care and Prevention
More than 30 years ago, Ralph Lauren made a personal commitment to do
all that he could to contribute to the fight against cancer. His dedication
serves as inspiration to the Foundation and Company in their respective
efforts to support cancer care and prevention.

$25 MILLION COMMITMENT FOR CANCER CARE
In 2022, the Foundation announced a $25 million commitment in new
grant funding to expand or establish five Ralph Lauren-named cancer
centers aimed at reducing disparities in cancer care and accessacross underserved communities in the United States. The WhiteHouse recognized the Foundation’s philanthropic pledge as a leading
example of public and private sector partners coming together andanswering its Cancer Moonshot call to action to accelerate progressagainst the disease.
The $25 million commitment, the largest single funding pledge in theFoundation’s history, will benefit institutions with a National Cancer
Institute (NCI) designation, including the Ralph Lauren Center for
Cancer Prevention at Georgetown Lombardi Comprehensive Cancer
Center and Memorial Sloan Kettering Ralph Lauren Center (MSK RLC).
The Foundation is collaborating with Conquer Cancer Foundation of
the American Society of Clinical Oncology (ASCO), to identify andselect three additional grant recipients.

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Ralph Lauren Center for Cancer Prevention at Georgetown Lombardi
Comprehensive Cancer Center — Washington, D.C.
This year, the Ralph Lauren Center for Cancer Prevention at Georgetown
Lombardi Comprehensive Cancer Center opened to help address
disparities in healthcare in Washington, D.C. Building on Ralph Lauren’s
longstanding collaboration with Georgetown Lombardi, this Center isaimed at helping residents get the cancer care they need by bringing a
dynamic patient navigation model and comprehensive cancer resources
to underserved communities in Southeast Washington.
Services at this newly remodeled facility build upon the programmingand impact of the previous practices of the Capital Breast Care Center,
which has been a fixture in the community for more than 15 years. The
Ralph Lauren Center for Cancer Prevention at Georgetown Lombardi
offers comprehensive cancer resources to the diverse populations
disproportionately impacted by breast, lung, colorectal, prostate and othercancers — from screening to treatment, when necessary. The Center also
includes a wider array of cancer-focused services, targeted outreach andeducation in collaboration with MedStar Health, Georgetown’s academic
health system partner.

Memorial Sloan Kettering Ralph Lauren Center (MSK RLC) —Harlem, New YorkFor almost 20 years, MSK RLC has offered cancer prevention, diagnosis,
treatment and support services in a warm, welcoming and culturally
sensitive environment. MSK RLC has cared for thousands of people, making
it a beacon for accessible, compassionate cancer care for residents ofHarlem and beyond.
In 2022, MSK RLC had about 10,000 patient visits and performed around
1,900 mammograms. MSK RLC’s supportive services include a renowned
patient navigation program, financial counseling and an array of other social
services. There is also a medically tailored food pantry supplemented withnutritional counseling. MSK RLC is highly active in the community — it
provides health education and health screenings, and promotes health andwellness for area residents.

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22 Years of Pink Pony
For more than two decades, we have supported cancer-fightingorganizations around the world through the Company and the Foundation.
Since its founding, the Pink Pony Fund of The Ralph Lauren Corporate
Foundation has helped thousands of patients in the U.S., primarily throughmaking patient navigation programs possible across the country.

PINK PONY ACTIVATIONSAROUND THE WORLDThe Company renewed its
commitment to cancer care accessand prevention, as well as early
detection. For the first time since
the global COVID-19 pandemic, theCompany activated our employees
through in-person awareness,wellness, and fundraising events andactivities. Our Pink Pony Initiative
activated the power of over 1,700
employees who participated innine walks/runs, generated over
4,200 volunteer hours and held 17
fundraising events globally.

Pink Pony is the Company’s worldwide initiative in the fight against cancer,
supporting programs for research, screenings, early diagnosis, treatment,
education, and patient navigation through Foundation grants in the U.S. andCompany donations around the world. The 2022 Pink Pony campaign built
upon the Company’s continued commitment, with donations raised fromthe annual product collections benefiting the Foundation’s Pink Pony Fundand an international network of cancer charities.

Royal Marsden Partnership
For 10 years, the Company has supported The Royal Marsden Cancer
Charity, opening The Ralph Lauren Centre for Breast Cancer Researchin 2016. In 2023, we look forward to the opening of a new Ralph Lauren
Research Wing within their Oak Cancer Centre. Additionally, Ralph Lauren
employees in the U.K. are deeply connected to the organization, annuallyraising funds for Royal Marsden through Pink Pony activities.

Fondazione AIRC per la Ricerca sul Cancro Research Grant
In 2021, the Company entered into a two-year partnership with Fondazione
AIRC per la Ricerca sul Cancro (AIRC), supporting the advancementof research projects aimed at making cancer more curable. AIRC’s
cancer research focuses on Europe, the Middle East, Africa and the
U.K. For over 50 years, AIRC has refined its method to select the mostdeserving projects.

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Protecting the Environment
Environmental sustainability is integrated throughout our value chain.
These efforts are supported respectively by the Foundation and theCompany through grants, partnerships, and programs aimed at protecting
our planet and providing access to critical natural resources. The
Foundation partners with organizations focused on local community
needs including sustainable cotton development, safe water, adequate
sanitation and proper hygiene solutions.

U.S. REGENERATIVE COTTON FUND
In 2021, the Foundation and the nonprofit Soil Health Institute (SHI)
announced the creation of the U.S. Regenerative Cotton Fund
(USRCF), a unique, farmer-facing, science-based initiative housed
at SHI that supports long-term, sustainable cotton production in the
U.S. with a goal to eliminate one million metric tons of carbon dioxide
equivalent from the atmosphere by 2026. The USRCF works toward
this goal by empowering growers and their trusted advisors with theeducation, tools, information and networks they need to successfully
adopt regenerative soil health systems. The USRCF is focused on five
key initiatives:• Standardizing soil measurement and goal setting throughthe development of soil health targets• Establishing the business case through analysis ofsoil health economics• Farmer education and empowerment through soil
health training• Building the regenerative movement through impact
assessment and communication• Creating a resilient future through diversity, equity andinclusion programs
The Foundation’s founding
contribution to USRCF has primarily
supported work in four states:
•

Texas

•

Arkansas•

Mississippi•

Georgia

In 2022, SHI hosted five aspiring young soil scientists from four
Historically Black Colleges and Universities as part of the USRCF
Internship Program. Participants engaged in soil sampling, impact
assessment and professional development in soil science.
After USRCF’s first year of research, SHI data from five farms showedthat by employing innovation in agriculture and regenerative cotton
cultivation, farmers gained an average of $100 an acre with thesemore sustainable practices.
This past year, other leading industry and philanthropic peers havejoined USRCF in support of the goal to reach nine states representing
85% of U.S. cotton production.

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WaterAid — WASH Project, India
In 2022, the Foundation supported WaterAid, a nonprofit organization witha focus on improving access to water, sanitation and hygiene (WASH). The
project will directly reach 21 villages in Budhni, where there is a high volume
of apparel factory workers and their families.
This year, the Foundation’s grant funds:•

Establishing local water governance committees in 21 villages•

Providing 750 marginalized families with piped water connection
at home•Repairing water and toilet infrastructure in five schools, directly
benefiting 733 students•

Reaching 1,874 people with WASH services and hygiene education

DigDeep — Navajo Water Project, U.S.
DigDeep is a human rights nonprofit working to ensure that every person
living in the U.S. has clean, running water and proper sanitation. DigDeep’s
Navajo Water Project is a community-managed utility alternative thatbrings hot and cold running water to homes without access to water orsewer lines on the Navajo Nation. In 2020, the Foundation made a threeyear commitment to support the implementation of DigDeep’s Navajo
Water Project which serves hundreds of Navajo families each year. The
Foundation’s commitment has directly funded 33 Home Water Systems
from 2020-2022.

The Company’s partnershipwith GiveMeTap will directly
benefit approximately
43,000 people in the Upper
West Region of Ghana withaccess to clean water.

In 2022, supported by commitments like the one made by the Foundation,
the Navajo Water Project expanded to serve more communities, bringing
Home Water Systems to 200 additional homes and delivering more than
one million gallons of water to people across the Navajo Nation.

GiveMeTap
The Company partners with GiveMeTap to provide clean, safe drinking
water sources to communities in rural Africa. GiveMeTap’s mission is toprovide access to clean drinking water and reduce plastic waste. To date,our partnership has funded 43 water pumps in communities, primaryschools and health centers, which will directly benefit approximately
43,000 people in the Upper West Region of Ghana with access toclean water.
As a part of our partnership with and support for GiveMeTap, the Company
recently sent a delegation of employees from diverse backgrounds, regions
and roles within the organization to Ghana. The aim of the visit was tofoster meaningful connections with communities that are beneficiaries ofRalph Lauren-funded GiveMeTap water pumps, to support the installation
process for several new pumps and to learn firsthand about the impacts ofsafe drinking water scarcity.

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Education, Advocacy and Access
At Ralph Lauren, we are committed to creating more pathways to equity
in education for system-impacted students. Through their work in
education, advocacy and access, the Ralph Lauren Corporation and The
Ralph Lauren Corporate Foundation direct funds and foster programs thatchampion DE&I, women’s empowerment, and health and wellness in our
global communities.

Historically Black Colleges and Universities (HBCUs)
In 2021, The Ralph Lauren Corporate Foundation launched scholarshipprograms supporting HBCUs as part of its work to help create greater
equity and access to education for diverse and system-impacted groups.
The Foundation grants support students at Morehouse College,
Spelman College and 10 additional HBCUs through the United Negro
College Fund (UNCF).
UNCF aims to increase the total annual number of African Americancollege graduates by focusing on activities that ensure more students arecollege-ready, enroll in college and persist to graduation. The Foundation
will support at least 20 students over the four-year commitment via
The Ralph Lauren Corporate Foundation scholarship program. This
donation is in addition to its annual sponsorship of UNCF’s National Walk
for Education.
Additionally, the Company works with UNCF to amplify the mission in orderto broaden the potential of positive outcomes for students, augmenting
their chance to matriculate and enter the workforce successfully. This,in turn, serves as a precursor to establishing a robust and sustainablepipeline of future talent.

UNCF recognized Ralph
Lauren Corporation with its
Corporate Partner Awardfor supporting HBCUs andsystem-impacted students.

Through the value of equitable access to education, the Company remains
steadfastly committed to creating more avenues for access within the
fashion industry and beyond. In March 2023, UNCF recognized the Ralph
Lauren Corporation’s partnership and collaborative efforts to support
HBCUs and system-impacted students by honoring the Company with its
Corporate Partner Award at the “A Mind Is…”® New York Gala.

Pin of Solidarity
In 2022, the Company extended its Pin of Solidarity program for
consumer purchase, 100% of the profits from which benefit the UNCF
Ralph Lauren Scholarship program. We also launched the pin in five major
European markets, benefiting scholarship and bursary programs throughthe Stephen Lawrence Day Foundation. The Stephen Lawrence Day
Foundation funds scholarships and bursary programs for students in the
U.K. to create more pathways for equity.

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The Asian American Foundation’s AAPI Giving Challenge
In 2021, the Company joined The Asian American Foundation’s (TAAF)
Asian American and Pacific Islander (AAPI) Giving Challenge to support
the AAPI community. Using funds raised by the AAPI Giving Challenge,
TAAF focuses its efforts on providing resources across three goals:
education, data and research and fighting back against AAPI hate. To date,
Ralph Lauren has donated to AAPI-focused NGOs, hosted 17 employee
engagement events focused on amplifying AAPI voices and partneredwith McKinsey Academy to provide development opportunities for AAPI
Company employees. The Company’s commitment to the AAPI Giving
Challenge extends to May 2026.

RESILIENCE FUND
FOR WOMEN IN GLOBALVALUE CHAINSThe Resilience Fund for Womenin Global Value Chains (theResilience Fund) is a first-of-itskind collaborative funding initiative
bringing investors together withfoundations and NGO partners,
to invest in the health, safety andeconomic resilience of the women
who form the backbone of global
supply chains. The Foundation
became a founding supporter in
2021. This year, the Resilience Fund
extended to Cambodia and Vietnam
to provide support grants to womenled, community-based organizations
that work on the Resilience Fund’s
main thematic areas of genderbased violence and/or sexual andreproductive health and rights.

Native and Indigenous Community Engagement
The Company supports scholarship programs at the Institute of American
Indian Arts and through the American Indian College Fund. While ourwork has primarily focused on supporting access to higher education for
Indigenous communities in the U.S., we are exploring ways to expand ouractions to Canada and Mexico.

LGBTQIA+ Community AllyshipA longtime ally of the LGBTQIA+ community, The Ralph Lauren Corporate
Foundation has partnered with many organizations, most notably the
Hetrick-Martin Institute — the oldest LGBTQIA+ youth nonprofit in the U.S.
The Institute works to provide critical social services to at-risk, LGBTQIA+
youth, primarily those of color.
For more than 15 years, the Foundation has partnered with them on
Café HMI, which addresses hunger and food insecurity through its
meal program. Café HMI functions at the heart of the Institute — giving
LGBTQIA+ youth a chance to be a part of an affirming community while
also receiving compassionate care.
In addition to providing meals, HMI provides its youth members with accessto mental health services, social services, basic needs such as toiletries
and clothing, as well as remote and in-person programming services
focused on education, workforce development, and arts and culture.

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Supporting HIV/AIDS Initiatives
The Ralph Lauren Corporate Foundation is a longstanding supporter ofcommunities affected by HIV and AIDS. Over the years, the Foundation has
contributed to a number of HIV/AIDS initiatives that help raise awarenessand bring attention to the epidemic, including:•Treatment and cure research, along with advocacy initiatives
supporting the needs of people living with HIV, led by amfAR,
The Foundation for AIDS Research•

Funding provided to the Elton John AIDS Foundation to help provide
access to HIV services and care as well as reduce the stigma aroundthe disease globally•

Honoring the more than 100,000 New Yorkers who have died of AIDS
as a named sponsor of the New York City AIDS Memorial•

Supporting AIDS Walks for decades by bringing together hundredsof Ralph Lauren employees, friends and family across the country forawareness events in New York City, San Francisco and Los Angeles

Supporting Local Communities
Our employees are a critical driver of our efforts to give back, and both
the Company and the Foundation have programs in place to support
their contributions of time, talent and funding as well as enable deeper
connection to their communities.

Ralph Lauren Gives Back Volunteering Program
Consistent with their shared goal to promote volunteerism, Ralph Lauren
Gives Back (RLGB) is a joint program between the Company and theFoundation that enables Ralph Lauren employees to volunteer yearround across causes that are aligned with our collective strategic focus
areas. Funding for volunteer opportunities may come from the Foundationor the Company to maximize support for employees who wish to give
back, both in-person and virtually. While virtual volunteering continued
as a part of the RLGB strategy, FY23 in-person volunteer events with
our nonprofit partners were reestablished, and the number of in person
activations increased incrementally as the year progressed. We recognized
the momentum this created and will respond in FY24 by expanding ourvolunteer opportunities from three weeks per year to four focus months,
one for each of the philanthropic focus areas, to afford employees theflexibility to volunteer throughout the year.

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2023 ESGSUPPLEMENTGLOBAL RELIEF EFFORTS
The Company and the Foundation
share a commitment to providing
timely assistance for those incrisis. In FY23, they collectively
provided $2.8 million in funding tosupport global relief and emergency
response efforts including:
Ukraine: Through CARE, aninternational humanitarian agency
delivering emergency relief andlong-term international development
projects, Company employees
generated funding through productdonations and activities to support
the Ukrainian relief efforts. The
Foundation also made a direct
donation to CARE to addressurgent needs and double-matchedCompany employee donations to
the organization.
Syria/Turkey Earthquake: The
Foundation made a direct donation
to CARE and double-matchedCompany employee donations to
CARE as well as seven other relief
focused organizations to support
local communities impacted by
the earthquake.

Ralph Lauren Employee Matching Gift Program
Through the Ralph Lauren Employee Matching Gift program, donations
between $25 and $1,000 made to nonprofit organizations by Company
employee who have been with the Ralph Lauren Corporation for at least
one year are matched on a one-to-one basis by the Foundation, up to a
total of $1 million per fiscal year. To date, teams from all around the world
have taken part in this program, which now includes grants to more than
500 nonprofits across 21 countries.

Product Donations
Our Company supports community-based organizations’ programs bydonating products to nonprofits who, in turn, provide them to people intimes of need. This approach also aligns to the Company’s commitment
to reduce waste and extend the lifecycle of our product. Our longstanding
partner, Delivering Good, rallies retailers and manufacturers and provides
them with an efficient and effective way to collect, organize and distributeproduct donations to communities in need.

Worldwide: In addition to CARE, theCompany partners with other aid
organizations on global relief andemergency response efforts such as
World Vision, a global humanitarianorganization focused on helping
children, families and communities
combat poverty and recoverfrom crises.

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Rights & Empowerment
in the Supply Chain
At Ralph Lauren, we arecommitted to conducting ourglobal operations ethicallywith respect for the dignityof all people who make our
products. Our approach aims
to create a positive impact in
the lives of factory workers
and their families.

Our Approach
We believe safe, enabling, inclusive and sustainable workplaces contributeto workers realizing a better life. To support this, Ralph Lauren works with
suppliers to build capabilities, with workers to empower them and withindustry partners to collaborate for positive change.
Our comprehensive approach integrates risk assessment, monitoring,
remediation, capability building, stakeholder engagement, life skills
programs and empowerment opportunities for factory workers.

Our Commitment to Respect Human Rights
Our Purpose is grounded in a commitment to respect the human rights
of all those affected by our global operations. Our Human Rights Policy
outlines this commitment in detail.

2030 GOALS•

Make empowerment and life
skills programs available to250,000 workers across our
supply chain•

All strategic and key
suppliers will have thecapabilities and systems
in place to deliver fair andtimely compensation

2025 GOAL•

Achieve a 25% increase of
women in factory leadershipthat seeks to create a path
to parity

2023 GOAL•

Roll out Wage Management
Strategy to all strategic andkey suppliers to address fair
and timely compensation forfactory workers

We implement this policy in our supply chain through human rights
due diligence (HRDD) efforts that seek to identify, prevent, mitigate
and remediate any adverse impacts. We do so in alignment with theOrganization for Economic Co-operation and Development Due Diligence
Guidance for Responsible Supply Chains in the Garment & Footwear
Sector and the United Nations Guiding Principles. Read more about how
we respect the rights of factory workers and our HRDD approach in our
Human Rights Disclosure.

Championing Factory Workers
We take a holistic approach to championing factory workers, focusing onlife skills, female representation in leadership roles and wage management,
to drive positive impact. Recognizing the critical role of women in this
sector, we focus on removing barriers and empowering them to haveagency over their own lives and access to opportunities. Transformationalchange is possible when workers are supported, with cascading positive
impacts to their families and society.
We cannot move the needle forward on our own. A multistakeholder
approach is necessary to overcome some of the structural challenges
to progress, like operating in shared factories where other brands also
source. This is why we are collaborating with stakeholders across theindustry to increase efficiency and scale impact.

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2023 ESGSUPPLEMENTLife Skills and Worker Empowerment
HERproject™
To help achieve our goal of making empowerment and life skills
programming available to 250,000 workers across our supply chain,
we partner with a range of local specialists, including our longstanding
partnership with Business for Social Responsibility (BSR) to sponsor
HERproject™, a collaborative initiative to empower women working in
global supply chains through workplace-based interventions. Our current
programs include: HERhealth™ in Vietnam, HERfinance™ in Cambodia andHERessentials™ in India and Guatemala.

REIMAGINING INDUSTRYTO SUPPORT EQUALITY
We are supporting the launch of
Reimagining Industry to Support
Equality (RISE), formerly known
as Empower@Work. RISE is acollaborative initiative supporting
the industry to advance equality forfemale workers in global garment
supply chains. The initiative
brings together the four largest
women’s empowerment programsin the apparel industry — BSR’s
HERproject™, Gap Inc. P.A.C.E, CARE
and Better Work — to build fromproven approaches, scale impact
and improve efficiency.
In FY24, we look forward to exploring
the suite of options made available
by RISE to expand the availabilityof empowerment and life skills
programs to factory workers acrossour supply chain.

Building on the success of the HERessentials™ pilot in Bangladesh anda similar pilot in India, we co-sponsored the pilot of HERessentials™
in Guatemala in FY23. The training program builds workers’ adaptive
capacity and resilience in the face of crisis. This tablet-based learning
app engages workers and managers on health, financial inclusion andgender equality. The app-based design of HERessentials™ also helps toincrease the digital literacy of workers, empowering them in an increasingly
technology-driven world.
Just as we adapt our approach to different circumstances and geographies,
HERessentials™ learnings are adapted to the local context. To expand the
HERessentials™ program to the garment industry in Guatemala, the firststep was to conduct a participatory needs assessment. The HERproject™
team and Cooperative for American Remittances to Everywhere(CARE) Guatemala undertook a needs assessment to solicit worker andmanagement feedback across the three factories in the pilot, including one
Ralph Lauren supplier facility.
The needs assessment, which is based on worker perceptions, highlighted
workers’ interest in learning about healthy diets, stress managementand digital and tech skills. In addition, financial health and security wereidentified as urgent issues to support workers’ resilience and stressmanagement. The HERessentials™ training will address these identified
needs and workers’ interests over the next year.

Photo courtesy of RISE

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2023 ESGSUPPLEMENTSouth India Mills Program
We recognize the longstanding forced labor risks to young women and girls
working in the spinning and textile mills across the South Indian state ofTamil Nadu. As a member of a multistakeholder initiative implemented by
the local NGO Social Awareness and Voluntary Education (SAVE), alongwith three other brands, we work to mitigate these risks and create a textile
industry that respects human rights, empowers workers in the community
and mills and promotes fair recruitment practices across Tamil Nadu.
The program maintains a three-prong approach to addressing the root
causes and key actors by focusing on the labor agents who recruit workers,
the communities where workers originate and the spinning mills who
employ them. As many mills rely on labor agents to recruit workers, theprogram trains them on legal requirements and ethical practices thatare key to preventing forced and child labor. To date, almost 80 agents,
managing over 2,500 workers, have been trained.
At the mill level, workers and middle management receive training on life
skills and a decent working environment. As of FY23, over 1,600 workers
benefited from the trainings. In addition, the program introduced the ThisIs My Backyard (TIMBY) app to community and resource centers coveringover 900 workers. TIMBY is a platform for workers to raise grievances
about any aspect of the employment process. These grievances are
addressed in a multistakeholder approach through the suppliers withsupport of industry associations, SAVE and brands. TIMBY will be rolled
out to mills in the next phase of the program development.
Within the community, the program established six resource centers, which
provide learnings on financial and digital literacy, legal rights, reproductive
health and nutrition, as well as pre-departure training. Teaching these life
skills is critical to developing the awareness and confidence to handledifficult situations in workers’ personal and professional lives. To-date,
11,400 current and prospective workers and their families have benefited
from the resource centers with 91% being female.
As of FY23, SAVE implemented the program in six mills, impacting over
14,600 beneficiaries. Moving forward, the program aims to expand TIMBY
to Tier 1 factories, onboard additional mills and explore opportunities formore brand partners.

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Case Study

Advancing Equity & Inclusion throughthe Gender Equity Worker Voice Tool
We are committed to engaging with the rights holders that move
our supply chain forward. Worker voice tools, such as surveys, allow
workers to share their needs and experiences at work. These insights
can be used to inform better policies, programs and business decisions
at the factory and brand level. As female garment workers facedifferent vulnerabilities and demands, worker voice tools need to havespecific gender considerations to promote equity and inclusion in
supply chains.
In FY23, we participated in the Gender Equity Worker Engagement
Group (GEWEG), a partnership between global brands and theInternational Center for Research on Women (ICRW). Ralph Lauren andbrand partners co-financed the creation of holistic worker voice andemployee engagement tools to address the challenges women faceacross supply chains and support their well-being. For example, ICRW
created the Gender Equity Worker Voice Tool, a survey with genderresponsive questions across 10 themes, including gender-based
violence and sexual harassment, professional development and skills
building, and employee evaluation and promotion. This tool can fit into
existing surveys and addresses a blind spot in the worker voice space.
The Gender Equity Worker Voice Tool was piloted in six factories
across Vietnam, Indonesia and China with a total of 1,813 respondents.
This was followed up by a series of focus group discussions to further
refine the survey questions. For suppliers that also used the ICRW SelfDiagnostic Tool (SDT), which is completed by factory management, theworker questionnaire could be used as a basis for comparison to findareas of convergence and misalignment.
The pilot survey results found that workers generally felt positive about
their safety, health and wellbeing, and confident in their workplace
reporting systems for gender-based violence and harassment.
Some areas for improvement included elimination of gender-based
discrimination and support for working parents.
We will continue to use and glean insights from the Gender Equity
Worker Voice Tool in our upcoming worker voice surveys.

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FACTORY LEADERSHIP
Average increase in women insupervisory positions acrossfour target countries

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Women in Factory Leadership
Complementing our commitment to gender parity in our Company’s
leadership ranks, we are also committed to increasing the percentage ofwomen in factory leadership to advance gender equity.

30
27%
25

TARGET

20
16%
15

13.5%

10

5

0

0%

FY20

FY21

FY22

FY23

In the global apparelindustry, most factory
workers are women. Our
supply chain follows thisdemographic trend withwomen accounting for
67% of the workforce.
As of FY23, the ratio of
female supervisors tototal supervisors stands
at around 40%.

Photo by RISE

Our efforts to increase women in factory leadership are focused on
countries where our gender ratio data shows the most opportunity for
improvement: Bangladesh, Guatemala, India and Peru. To make this work
sustainable, we take a holistic approach, empowering and upskilling female
workers to take on leadership roles, while working on factory-wide systems
to counter approaches that prevent women from accessing moresenior roles.
As of FY23, we have exceeded our goal of increasing women in factory
leadership by 25%, achieving a 27% average increase across our fourtarget countries.
Achieving our goal was driven by strong progress made in Bangladesh andIndia, the two countries with the steepest gap between female operator
and female supervisor representation. We will continue to make progressin this work as we recognize the various and unique cultural factors that
continue to hinder the career advancement of women factory workers. As
we look ahead, we will continue to focus on these countries, especially in
Bangladesh and India, where significant room for improvement remains.

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Promoting Inclusive Workplaces in Latin America
Creating diverse, equitable and inclusive workplaces is something
the Company strives to accomplish, in our supply chains and our own
operations. This year, we continued our supplier DE&I roundtables witha workshop for our suppliers in Latin America, including Guatemala,Mexico, Peru and Uruguay. This workshop discussed what DE&I is, why
it is important and actions companies can take to foster comfortableworkplaces. Participating suppliers were provided a toolkit that included
tips for developing a DE&I commitment, strategy and workforce
engagement. They were further required to submit their own DE&I
commitment and a Women in Leadership Action Plan for how they will
support women’s advancement to supervisory roles. This workshop was
paired with the release of our open-source online DE&I training for suppliermanagement titled, Respect and Inclusion, an Introduction for Global
Supply Chains, commissioned through BSR and available in four languages(English, Spanish, Hindi and Vietnamese). In addition to other strategic
priorities, we hope this DE&I workstream promotes work cultures thatfurther the promotion of women into leadership roles.

MAINTAINING PROGRESSAND EXPANDINGOPPORTUNITIES
While we have achieved our female
leadership goal, we know thatsustaining these results is the key tomaintaining progress and continuous
improvement. To that end, our new
supplier scorecard includes a
women’s leadership performanceindicator. Moreover, our life skills andempowerment programs combinedwith our worker voice efforts, will
help address some of the structuralbarriers that make achieving gender
equity a challenging, yet criticallyimportant, endeavor.

Gender Equality and Returns Program
The biggest catalyst for success in Bangladesh was driven by ourpartnership with the International Finance Corporation (IFC) and theInternational Labour Organization (ILO) to implement the Gender Equality
and Returns (GEAR) Program. GEAR aims to ease the path for women
working in garment factories to progress into supervisory roles, which
improves their access to better jobs, contributes to increased line-levelproductivity and reduces management level gender imbalances.
Nine Ralph Lauren-nominated suppliers completed the GEAR program. In
total, there were 111 trainees with 70 females promoted as supervisor. Thiswas instrumental to increasing the percentage of women in supervisory
roles in our supply chain. Notably, three of the factories that completed
GEAR did not previously have a single female supervisor.

Apparel Training & Design Centre
Like Bangladesh, we have seen substantial increases in women in
leadership roles in India. As of FY23, about 51% of the workforce of ourIndia suppliers are women, with the ratio of female supervisors to total
supervisors at about 14%. This represents approximately a 39% increase
from the baseline. However, there is still much progress to be made.
This is why in FY23, we launched a partnership with the Apparel Training& Design Centre (ATDC), one of the largest vocational training networks
in the garment sector in India. This partnership aims to establish a training
program at scale to equip female factory workers with the communicationand technical skills needed for leadership roles, providing career
progression pathways in their sector.

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Case Study

Supporting the Transition to Digital
Wages in Cambodia
Most of the wages in the garment sector are paid in cash. Cashpayments can create a lack of transparency and heighten the potential
for labor violations, among other risks and inefficiencies. These typesof payments can also disempower women who often have less control
over their wages when paid in cash because of traditional gender roles
and expectations.
To support moving the sector away from cash payments, we areparticipating in the HERfinance™ Digital Wages pilot in Cambodia
sponsored by the Mastercard Center for Inclusive Growth. Cambodia
is an important market for this pilot as it has a low level of financial
inclusion, even compared to other producing countries. It is also amarket where 80% of garment workers are women, further raising thepotential to make a profound impact through this work.

The HERfinance™ Digital Wages pilot takes a three-prong
approach to digital transition:
1. Middle management training to familiarize managers with digital
wage systems
Photo by RISE

2. Awareness campaigns to support suppliers in sharing payrollchanges and the benefits of financial services with workers
3. Peer educator training on financial literacy, which is particularly
relevant for women who may not be familiar with using financial
services or digital tools
We are piloting the program with two suppliers.
In addition to HERfinance™, we nominated three of our factories in
Cambodia to participate in a joint project through the Textile, Apparel,
Footwear & Travel Goods Association in Cambodia, Better Factories
Cambodia and the ILO Global Center on Digital Wages for Decent
Work on transitioning to digital wages. Factories in the program receive
training on responsible wage digitization, access to advisory support,
tools for promoting financial literacy and assistance negotiating withfinancial service providers.

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Wage Management
In FY23, we achieved our goal to roll out our Wage Management Strategy toall our strategic and key suppliers. We did this by activating all five modulesof our strategy:•

Human rights due diligence•

Supplier capabilities•

Worker engagement•

Industry collaboration•

Alignment with our internal teams

We have active workstreams within each module that provide tools andresources for suppliers to improve their wage systems, in addition to
our internal work on responsible purchasing practices which better
enable suppliers to meet their wage goals. In FY23, we finalized importantworkstreams that enable us to continue our work on wage management
into the next phase.

Wage Data Collection and Analysis
This year, we extended our ongoing wage data collection and analysis byadopting the Fair Labor Association’s (FLA) Fair Compensation toolkit.
This aligns with our aim to adopt industry tools, easing the burden on
our suppliers and increasing the amount of comparative wage data for
the industry. The toolkit consists of the FLA’s groundbreaking Wage
Data Collection Tool and Fair Compensation Dashboard, which arescalable tools that allow companies to gather worker wage data fromtheir suppliers, conduct analyses and measure progress over time. The
Dashboard provides living wage benchmarks from over 30 countries andhelps suppliers measure their wages against other local firms. In FY23, we
successfully deployed the FLA tool with our strategic and key suppliers
across more than 10 countries and for the first time in Tunisia, Turkey,
Mexico, Bangladesh, Peru and the U.S.
Our country analysis using the FLA tool shows that in five countries —India, China, Indonesia, Vietnam and Cambodia — the average net wage
increased year over year. This was primarily driven by the increase in thelegal minimum wage. In Guatemala, the Philippines and Italy, we saw theaverage net wage decrease, year over year, due to reduced production andworking hours during the COVID-19 pandemic.

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Assessment of Wage Management Systems
In FY23, we expanded our work to understand and address worker wage
gaps by focusing on factory-level wage management systems. New toolsthat assess the maturity of these systems at the factory level helped us
identify the largest and most common areas of opportunity among our
suppliers so that we could provide targeted support.

FAIR WAGE NETWORK
We collaborated with the Fair Wage
Network (FWN) in India to conduct
fair wage assessments of sevenfactories in three regions: Karnataka,
Tamil Nadu and Haryana. A fairwage assessment is an objective
appraisal of wage practices at thefactory level in relation to the Fair
Wage framework.
The FWN results for India confirmed
our findings that suppliers pay
above the stipulated legal minimum
wage. The factories all achievedat least FWN’s “relatively fair”
score (the second highest level).
One factory reached the top level:a “Fair Wage’’ certification. Areas
identified for improvement included
worker representation, sustainability
strategies, tying wages to worker
performance and skills, coherent
wage policies and the need for
improved social dialogue aroundwage policies.

We completed two key workstreams: piloting our Wage Management
Assessment Tool and conducting an in-depth factory human resource andproduction systems diagnostic. We piloted our assessment tool with ninefactories, covering different areas that impact wage, from performance
evaluation and job progression to skills training and worker engagement.
We found that just under half of the factories are using performance pay,
but often lack the accompanying investment in skills training needed
to support this type of compensation, which is much needed due to anindustry-wide shortage of skilled workers. In FY24, we will update the wage
management assessment based on the findings from this pilot.
Our in-depth factory systems diagnostic was led by a cross-functionalteam of human resources and production experts who tested our approachat a factory in Vietnam. The team identified several improvement
opportunities including more insightful human resource management
data analytics, increased labor productivity with worker skills training
programs and worker-management communication channels for problem
solving. Workers’ viewpoints and suggestions were collected via survey
and in-person focus group discussions. Workers broadly identified similar
strengths and opportunities based on their own experience and highlighted
their top priorities as health and take-home pay.
The insights gathered from these pilots demonstrated the need for greater
knowledge, support and tools on factory wage management systems.
Therefore, we have set a new goal that by 2030, all strategic and key
suppliers will have the capabilities and systems in place to deliver fair andtimely compensation. We will be working with them to ensure they havethese compensation strategies in place: data collection and analyticalprocesses, performance-based pay models, worker training programs,
career pathing and two-way communication tools for workers andmanagement. We will measure these critical areas with our updated Wage
Management Assessment Tool to provide an evaluation of the suppliers’
current systems, and will provide guidance on how they can improve theircurrent practices.

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Assessments, Monitoring and Remediation

FACTORY RATINGSOur Global Citizenship team monitors supplier compliance and evaluates
supplier relationships based on their performance and potential.
This starts with our Operating Standards (OS), which communicate our
expectations of suppliers. All new suppliers must meet our standards
before we place an order with them. We undertake due diligence withexisting suppliers by scoping potential risks, preventing and mitigating
those identified and remediating issues when found.

FY20

FY21

FY22

FY23

One or more critical issues anda risk of business termination
Weak level of performancerequiring significant improvement
Acceptable level of performancerequiring improvement
Good to exceptional levelof performance

We work with suppliers to identify the root cause of issues and agree on
corrective action plans that prioritize workers’ welfare and livelihoods.
We remain committed to ensuring that workers have access to effective
grievance mechanisms and that they can voice their concerns without fearof retaliation.
Alongside industry-wide assessment tools like Better Work and the Social& Labor Convergence Program (SLCP), we use independent third-party
assessments to complement our continuous due diligence and sitebased risk monitoring processes. Assessment results feed into our overall
supplier scoring through our Supplier Engagement Strategy (SES) which
directly influences our sourcing decisions and our strategy for managing,
mitigating and eliminating risks in our supply chain.
In FY23, all our active factories received a performance rating, whichranges from green, indicating good to exceptional level of performance
to red, indicating a violation of our Operating Standards with one or morecritical issues and a risk of business termination. Approximately 53% offactories were rated as yellow, which indicates an acceptable level of
performance requiring improvement. We saw a 7% increase in green, a
1% increase in red ratings and a 3% decrease in orange, which indicatesweak performance requiring significant improvement. These ratings are acomponent of analyzing supplier risk.

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GOVERNANCE

Supplier Assessments
We recognize the industry-wide need to streamline the monitoringprocess, reduce audit fatigue, and reallocate resources to allow for morecapability building and worker well-being initiatives. To that end, in FY23,
we continued our adoption of SLCP to complement our social complianceassessment tools. We worked with our strategic, key and evolving suppliersin Tier 1 to kick-off the SLCP adoption with over 100 SLCP verifications
reviewed and remediated, representing 33% of our business volume. Withthe use of the SLCP report, we are collaborating with other brands in theindustry to identify joint remediation approaches, and to further streamline
remediation efforts and communication with suppliers. In FY24, we arealso aiming to increase the adoption of industry-common assessment
tools (both SLCP and Better Work) to factories representing 80% of ourbusiness volume in Tier 1.
Overall, we take a risk-based approach to our assessments to ensure weare prioritizing areas for action. We assessed 81% of factories supplying
Ralph Lauren in FY23, representing 93% of our business volume. We also
assessed key subcontractors in FY23 with 162 subcontractors. At Tier 2,
we monitored fabric mill suppliers that made up about 40% of our core
fabric business, using SLCP and Better Work. We were able to conduct
24% more assessments in FY23 than FY22 in both Tier 1 and 2, thanks tomore efficient assessment scheduling and the return of Better Work to
full capacity.
SUPPLIER ASSESSMENTS 1

FY23

FY22

FY21

FY20

Initial social assessments

132

124

56

65

Percentage offactories assessed

81%

84%

63%

75%

Number of Tier 1
factories assessed

420

359

307

392

Number of
subcontractors assessed

162

110

57

74

Assessments conducted by
3rd party

369

392

312

333

Assessments conducted by
Ralph Lauren

12

71

8

48

Assessments conducted by
Better Work

84

83

67

85

Assessments adopted
from SLCP 2

124

—

—

—

Percentage of total
assessments that were
fully unannounced 3

91%

90%

76%

72%

1

Assessments include both onsite and remote.

2

FY23 was the first year that we started adopting SLCP as part of our program.

3

	Percentage excludes audits performed in countries where unannounced audits are not permissible as well as
pre-approval audits.

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The most common category of nonconformance was health and safety(52%). After reviewing all nonconformance issues with the suppliers,
we agreed on a corrective action plan and followed up to ensure issues
are addressed in a timely manner. Less than 1% of assessment findings
revealed zero-tolerance issues. We deactivated four factories that wereunable to remediate these issues or other OS requirements.

CORRECTIVE ACTION STATUS 1

52.00%

Health & Safety15.01%

Legal & EthicalStandards

12.15%

Other

10.58%

Working Hours

10.26%

Wages & Benefits

1

4.45%

40.80%

54.74%

currently in remediation

remediatedpending verification

remediatedCorrective action status is based on our third-party audits.

Working with Licensees
In addition to our own products, we license the Ralph Lauren brands toselect companies. All licensees are required to have social complianceprograms and standards equivalent to our own. We separately assess
licensee supplier compliance programs and review their assessments
to ensure that they meet our requirements. In FY23, 31 licensees usedapproximately 350 factories to make licensed products.

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Governance
At Ralph Lauren, the principles of honesty andintegrity on which our Company was founded remain
the foundation of our governance practices today.
Ralph Lauren Corporation, including our Board of
Directors (the Board), is committed to conducting
business with integrity and in accordance with theapplicable laws and regulations in the locations where
we operate. For more information on our governancestructure, policies and other additions, please see our
Proxy Statement.

EXPLORE THIS SECTION
84

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ETHICS & COMPLIANCE

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DATA PRIVACY & SECURITY

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Global Citizenship &Sustainability Governance
ENVIRONMENTAL,
SOCIAL, GOVERNANCE(ESG) COLLABORATION
Global Citizenship & Sustainability
Steering Committee

Global Citizenship & Sustainability (GC&S) is integrated throughout alllevels of our organization and is governed by our Board of Directors.
Our Nominating, Governance, Citizenship & Sustainability Committee(Nominating Committee) receives quarterly progress updates and the full
Board receives progress updates at least once per year and reviews ourannual GC&S Report. For more information on our corporate governancestructure, policies and other additions, please see our most recent
Proxy Statement.

Senior leaders from functions andgeographies across the Company
meet regularly to prioritize ourapproach and allocate resources.
The Committee defines performance
metrics and champions our efforts
throughout the organization.

Board Committee Responsibilities

Global Citizenship &Sustainability Operating Team

Nominating Committee

Led by our Chief Global Impact andCommunications Officer — a role
expanded in 2022 — the team leads
strategy and coordinates programs
and initiatives across the Company.
Partnerships
To fulfill our role as a responsible
corporate citizen and address thesocial and environmental challenges
facing the world today, we partnerwith our peers and across sectors
to drive progress and innovationfor our Company, our industry andsociety. Learn more about this workby visiting our website.

Board of Directors committees have additional responsibilities in thefollowing areas:•

Oversees ESG risks and opportunities, including quarterly updates
from our Chief Global Impact and Communications Officer, Chief
Product Officer, Chief People Officer and their teams•

Reviews initiatives, goals and policies and makes recommendations
to the full Board

Finance Committee and Nominating Committee•

Advises on incorporation of goals into our corporate strategy
and engagement of business initiatives that influence corporate
citizenship and sustainability

Audit Committee•

Assesses ESG risks as part of its overall Enterprise Risk Management(ERM) review

Talent, Culture and Total Rewards Committee•

Considers key performance indicators in executive compensation
decisions, including those related to ESG

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Materiality
Our GC&S approach is based on assessment of the ESG risks,
opportunities and impacts that are most material to our business, society
and the environment. We regularly complete a materiality assessment
to update our understanding of these factors as well as stakeholder
expectations for our efforts.
Our latest materiality assessment was conducted in 2022 throughconsulting firm BSR. The assessment engaged internal and external
stakeholders through interviews, focus groups, and surveys to analyze
our Company’s impact on society and the environment, along with ourenterprise value. Among the external stakeholders were environmental andsocial NGOs, supplier and licensee partners and global retailers. Internal
stakeholders included employees across all functions, all geographies andlevels of the organization.

Human Rights Due Diligence
Climate Change

Raw Material Sustainability

Deforestation

IMPACT ON SOCIETY AND ENVIRONMENT

Responsible Product Design
Air Pollution
Biodiversity

Diversity, Inclusion & Fair Treatment

Water Stewardship

Traceability of Raw Materials

GlobalPhilanthropy& Community
Sustainable Consumption
Engagement
Product Circularity
Stakeholder Engagement
Chemical Management

Waste

Occupational Health & Safety
Public Disclosures& Accountability
Animal Welfare

Supplier ESG Capacity
Packaging

Business Ethics
Living Wage / Wage Management
Shared Values
Remuneration & Employee Benefits
Good Jobs

Succession Planning, Talent
Optimization & Retention

Supplier Diversity
Responsible Marketing
Product Quality & Safety

Tax Havens

IMPACT ON ENTERPRISE VALUE
Community

Environment

GovernancePeopleProduct

Sourcing

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Ethics & Compliance
The global ethics andcompliance program is led
by our Chief Legal Officer
and Secretary who regularly
reports to the Board of
Directors and the Audit
Committee. Our skilled
ethics and compliance teammanages policy development
and implementation as wellas our efforts to monitor
and enforce adherence toour policies.

Code of Conduct
Our Code of Business Conduct & Ethics sets out ethics and compliancepolicies to communicate our expectations for ethical business conduct andreinforce our culture of integrity. Policies include, but are not limited to:•Anti-Bribery and Corruption•

Anti-Harassment, Respectful Treatment and Anti-Discrimination•

Handling of Confidential and Personal Information•

Conflicts of Interest•

Insider Trading•

Fair Competition and Dealing•

Political Activity

Training on the Code is provided to all employees during onboarding.
Employees also receive annual training on our Code of Business Conduct
and Ethics, Anti-Bribery and Corruption Policy and Compliance Program,and Workplace Harassment Prevention Program. For certain roles in the
Company, additional training and compliance certification is required.
We’ve made recent improvements to our reporting hotlines to improveaccess for our employees globally.

Global Anti-Bribery and Anti-Corruption Policy
We do not tolerate bribery and corruption inside our organization or fromour business partners. In addition to prohibiting these practices throughour Anti-Bribery and Corruption Policy, we perform due diligence on new
suppliers, maintain controls and routinely monitor and audit suppliers forcompliance with applicable standards. In 2022, our internal audits did not
identify any significant breaches of our policy.

Reporting A Concern
We are committed to promoting an environment of open, honest
communication in our workplace, with our customers, with our business
partners and in our supply chain. We encourage anyone to express
concerns and provide the opportunity to file reports 24 hours a day, sevendays a week through the RL Hotline. Reports may be submitted online
or via phone. Ralph Lauren is committed to providing a safe reporting
environment and will not tolerate retaliation against anyone who reports aconcern in good faith. Over the course of the past year, our Whistleblower
Policy and resources have been expanded to support additional categories

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2023 ESGSUPPLEMENTof concerns and made more accessible and visible to all affected by ourbusiness operations around the globe.
To support our commitment to human rights, we supplement this programfor supply chain workers with the RL Grievance Mechanism Program, which
complements existing processes managed by the factories themselves.
The program enables workers to escalate their concerns directly to Ralph
Lauren using the RL Hotline, accessible through a QR code. Information
is made available to workers on posters throughout factories in their local
languages. Responding to affected stakeholders and their concerns arealso a part of our program.
Allegations and inquiries received through the RL Hotline are assessed todetermine impact and whether further investigation or other appropriate
action is needed. Each concern or allegation is addressed, and consistentaction is employed when appropriate. RL Hotline metrics, including reports,
are communicated routinely to the Board of Directors’ Audit Committee.

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Data Privacy & Security
We have a longstanding
information security risk
program led by our Chief
Information Security Officer,
with oversight from our
Board of Directors. The
program is structured
according to the National
Institute of Standards andTechnology Cybersecurity
Framework, industry
best practices, privacy
legislation, and otherglobal and local standards
and regulations.

Our Data Privacy & Security Approach
Our global information security program has multiple security measuresin place including network segmentation, security monitoring, endpoint
protection, identity and access management, data loss prevention
controls and data protection best practices. To ensure that our employees
understand their roles in preserving information security, we conduct
cybersecurity awareness programs including regular phishing simulations
and annual general cybersecurity awareness and data protection training,as well as more contextual and personalized sessions for targeted users
and roles. We also continue to focus on user awareness, and enhance our
defense and response mechanisms to align with emerging cyber trends
such as ransomware and third-party supply chain risk.
We incorporate external expertise and guidance, leveraging cybersecurity
specialists to complete external audits and objective assessments ofour cybersecurity program and practices, as well as to conduct targeted
attack simulations. We continually enhance our information security
capabilities to protect against emerging threats, while also increasing
our ability to detect and respond to cyber incidents and maximize ourresilience to recover from potential cyber attacks.
For business purposes, we collect, use and process personal data of
individuals in North America, Europe and Asia. Compliance with dataprotection and privacy laws across multiple jurisdictions is core to ourvalues and strategy. We utilize a variety of technical and organizational
security measures and protocols to protect data, including data pertaining
to our customers, employees and suppliers.
We have a data governance structure in place to continuously monitor
for new and/or updated global directives and regulations related to data
privacy, data protection, cyber security and data breaches. We makenecessary adjustments to both external and internal policies and programs
to align with the different requirements. Most recently, adjustments weremade to align with the new SEC guidance and proposed rules, recent U.S.
state and Canadian provincial privacy laws changes, and recent European,post-Brexit and Chinese regulations, including those on cross-borderdata transfers.
For our privacy related policies and notices, visit our website.

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2023 ESG
Supplement
Our 2023 ESG Supplement is informed by the
Sustainability Accounting Standards Board (SASB)
Index for the Apparel, Accessories and Footwear
industry and is written in reference to Global
Reporting Initiative (GRI). It also features our second
Task Force on Climate-Related Financial Disclosures(TCFD) index. This supplement was developed inconjunction with our 2023 Global Citizenship &Sustainability Report.

EXPLORE THIS SECTION
90

COLLABORATING FOR IMPACT92

GLOBAL REPORTING
INITIATIVE INDEX105

SUSTAINABILITY ACCOUNTINGSTANDARDS BOARD INDEX110TASK FORCE ON CLIMATERELATED FINANCIALDISCLOSURES INDEX111

HIGG BRM PERFORMANCE

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GOVERNANCE

Collaborating for Impact
Sustainable change doesn’t
happen alone — we’re proud
to work with many partners
that help us drive meaningful
impact. We continue tofind collaborations throughmemberships, initiatives,and partnerships that will
help us drive progress acrosscitizenship andsustainability within our
Company, our industry
and society. Below is alist of many third-party
partnerships that help us
carry this work forward.
Learn more about this workby visiting our website.

Memberships
We are active members of the following organizations:

Partner

Initiatives
We have signed on to or implemented the following initiatives:

Canopystyle

CEBA
Clean Energy Buyers Association

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Partnerships
We have formally partnered with the following organizations:

AIDS
WALK

NEW YORK

MAY 15, 2022

HETRICK-MARTIN
INSTITUTE
FOR LGBTQIA+ YOUTH

Textile, Apparel, Footwear & Travel Goods Association in Cambodia

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Global Reporting Initiative (GRI) Index
This report has been prepared in reference to the GRI Standards.
INDICATORDISCLOSURESRESPONSE

GRI 2: GENERAL DISCLOSURES
2-1

Organizational details

Ralph Lauren Corporation;
New York City, New York;We are located in 553 retail stores and 722 concession-based shopswithin-shops in North America, Europe and Asia. In addition to our directly
operated stores and shops, our international licensing partners operate
182 stores and shops;
Ralph Lauren Corporation 2023 10-K.

2-2

Entities included in the organization’ssustainability reporting

Ralph Lauren Corporation 2023 10-K; All entities included in ourconsolidated financial statements are covered by this report. See the
About this Report section on page 112 of our 2023 Global Citizenship &Sustainability Report.

2-3

Reporting period, frequency andcontact point

Ralph Lauren Corporation reports annually. For additional details,
see the About this Report section on page 112 of our2023 Global Citizenship & Sustainability Report. Contact:
GlobalCorporateCommunications@RalphLauren.com.

2-4

Restatements of information

Disclosure is not applicable to our 2023 Global Citizenship &Sustainability report.

2-5

External assurance

External assurance was not sought for this report as a whole. Ralph
Lauren Corporation annually seeks and receives external assurance froma third party for our Scope 1, 2 and 3 corporate greenhouse gas emissions.
For additional details, see assurance statement for Ralph Lauren
Corporation’s FY23 corporate carbon footprint.

2-6

Activities, value chain and otherbusiness relationships

We did not have any changes to our share capital structure or otherrelated capital formations;
Ralph Lauren Corporation 2023 10-K.

2-7

Employees

Total headcount data as of March 31, 2023: 23,277• Permanent		• Female: 13,363, Male: 7,607, Unknown*: 31

		• North America: 10,900, APAC: 5,906, EMEA: 4,195• Temporary		• Female: 1,609, Male: 645, Unknown*: 3		• North America: 11, APAC: 1,522, EMEA: 724

Additional data cannot be provided at this time.
*Unknown refers to employees who have chosen to not disclose
their gender.

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2-8

Workers who are not employees

See the Responsible Sourcing section on page 25 and the Rights &Empowerment in the Supply Chain section on page 71 of our 2023 Global
Citizenship & Sustainability Report.

2-9

Governance structure and composition

Global Citizenship & Sustainability (GC&S) is integrated throughout alllevels of our organization and is governed by our Board of Directors. The
Board receives progress updates at least once per year and reviews ourannual GC&S Report. For more information on our corporate governancestructure, policies and other additions, please see our most recent ​Proxy Statement.

2-10

Nomination and selection of the highest
governance bodySee our most recent Proxy Statement.

2-11

Chair of the highest governance bodySee our most recent Proxy Statement.

2-12Role of the highest governance body inoverseeing the management of impacts

See our most recent Proxy Statement.

2-13

Delegation of responsibility for
managing impacts

See our most recent Proxy Statement.

2-14

Role of the highest governance body insustainability reportingSee our most recent Proxy Statement.

2-15

Conflicts of interest

See our most recent Proxy Statement.

2-16Communication of critical concerns

See our most recent Proxy Statement as well as the Ethics & Compliancesection on page 86 of our 2023 Global Citizenship & Sustainability Report.

2-17

Collective knowledge of the highest
governance bodySee our most recent Proxy Statement.

2-18

Evaluation of the performance of thehighest governance bodySee our most recent Proxy Statement.

2-19

Remuneration policies

See our most recent Proxy Statement.

2-20

Process to determine remuneration

See our most recent Proxy Statement.

2-21

Annual total compensation ratio

See our most recent Proxy Statement.

2-22

Statement on sustainable
development strategy

See a message from our Chairman and CEO on page 3 of our 2023 Global
Citizenship & Sustainability Report.

2-23

Policy commitments

See the Ethics & Compliance section on page 86 and the Rights &Empowerment in the Supply Chain on page 71 of our 2023 Global
Citizenship & Sustainability Report.

GOVERNANCE

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2-24

Embedding policy commitments

See the Global Citizenship & Sustainability Governance section on
page 83 of our 2023 Global Citizenship & Sustainability Report.

GOVERNANCE

See additional policy statements on our Reports & Policies website.
2-25

Processes to remediate negative impacts

Human Rights Policy

2-26

Mechanisms for seeking advice andraising concerns

See the Ethics & Compliance section on page 86 and the Rights &Empowerment in the Supply Chain section on page 71 of our 2023 Global
Citizenship & Sustainability Report.

2-27Compliance with laws and regulations

See the Ethics & Compliance section on page 86 of our 2023 Global
Citizenship & Sustainability Report. For additional information, please see
our Investor Relations Webpages; Corporate Governance.

2-28

Membership associations

Ralph Lauren Corporation is a member of many organizations including:American Apparel & Footwear Association, Better Cotton Initiative, BLC
Leather Technology Centre, Business for Social Responsibility, Clean
Energy Buyers Association, Council of Fashion Designers of America,
National Retail Federation, Responsible Luxury Initiative (w. BSR),
Sustainable Apparel Coalition, Textile Exchange, U.S. Fashion Industry
Association, Zero Discharge of Hazardous Chemicals (ZDHC), Global
Fashion Agenda, European Branded Clothing Alliance (EBCA), Better
Work, Sustainable Fibre Alliance, U.S. Cotton Trust Protocol, WWF, UN
Fashion Charter, Fashion Pact, and Ellen MacArthur Foundation
More details on external initiatives can be found throughout our 2023
Global Citizenship & Sustainability Report.

2-29

Approach to stakeholder engagement

We engage with our stakeholders at varying frequencies and in different
formats to inform our citizenship and sustainability strategy. One of themany ways we accomplish this is by regularly completing a materiality
assessment to update our understanding of these factors as well as
stakeholder expectations for our efforts.
Our latest materiality assessment was conducted in 2022 throughconsulting firm BSR. The assessment engaged internal and external
stakeholders through interviews, focus groups and surveys to analyze
our Company’s impact on society and the environment, along with ourenterprise value. Among the external stakeholders were environmental
and social non governmental organizations, supplier and licensee partners
and global retailers. Internal stakeholders included employees across allfunctions, all geographies and levels of the organization.
See Materiality section on page 85 of our 2023 Global Citizenship &Sustainability Report.

2-30

Collective bargaining agreements

Ralph Lauren Corporation 2023 10-K

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GRI 3: MATERIAL TOPICS
3-1

Process to determine material topics

See the Global Citizenship & Sustainability Governance section on
page 84 of our 2023 Global Citizenship & Sustainability Report.

3-2

List of material topics

See the Global Citizenship & Sustainability Governance section on
page 84 of our 2023 Global Citizenship & Sustainability Report.

GRI 201: ECONOMIC PERFORMANCE 						
3-3Management of material topics

Ralph Lauren Corporation 2023 10-K

201-1

Direct economic value generated
and distributed

Ralph Lauren Corporation 2023 10-K

201-2

Financial implications and other risks andopportunities due to climate change

See our Index of Task Force on Climate-Related Financial Disclosures.

GRI 205: ANTI-CORRUPTION
205-2

Communication and training aboutanti-corruption policies and procedures

Ralph Lauren’s Audit Committee reviews and approves our Anti-Bribery
and Corruption Policy and receives an Anti-Bribery and Corruption
briefing annually as part of its risk management function. The full Board
reviews our Anti-Bribery and Corruption Policy to the extent changes areproposed and approved by the Audit Committee. All employees annually
receive anti-bribery and corruption training.

3-3Management of material topics

See Ralph Lauren’s Tax Policy.

207-1

Approach to tax

See Ralph Lauren’s Tax Policy.

GRI 207: TAX

GRI 301: MATERIALS
3-3

Management of material topics

See the Sustainable Materials section on page 15 of our 2023 Global
Citizenship & Sustainability Report.

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301-1

Materials used by weight or volume

Percentage (%) of total material use*:• Cotton: 80.1%• Polyester: 6.5%
• Nylon: 1.6%
• Viscose: 0.3%
• Other: 6.1%
• Animal derived total: 5.4%
• Wool: 2.1%
• Leather/Skins: 2.9%
• Cashmere: 0.3%
• Silk: 0.1%

GOVERNANCE

2023 ESGSUPPLEMENT*Percentage of units produced, classified by material is primary content
for manufacturing.
301-2

Recycled input material used

• 89% of our units produced met at least one of our sustainable
material criteria in FY23; for some of our key materials, including
cotton, wool, cashmere, down, and polyester, those criteria include
recycled content.
• Transitioned all key suppliers to polybags with 100%
recycled content
We continue to progress on key material goals including:• 100% of our cotton will be sustainably sourced, defined as:
Better Cotton, organic, transitional, recycled, regenerative, U.S.
Cotton Trust Protocol or Fair Trade-certified• 100% recycled polyester by 2025
• 100% Responsible Wool Standard-certified or recycled wool by 2025
• 100% of viscose will be sourced and verified throughCanopyStyle audits by 2025
• 100% of our tanned leather will be Leather Working Group-certified
by 2025• 100% Responsible Down Standard-certified or recycled down andfeathers by 2023
• 100% Sustainable Fibre Alliance-certified (or equivalent) or recycled
cashmere by 2025
• 100% of our key wood suppliers for new Ralph Lauren store interiors
will use sustainably sourced wood substrates (certified by a forest
management system, repurposed or recycled) by 2025

GRI 302: ENERGY
3-3

Management of material topics

See the Climate section on page 31 of our 2023 Global Citizenship &Sustainability Report.

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302-1

Energy consumption within
the organization

Total fuel consumption within the organization from nonrenewablesources: 802,692 GJ of natural gas, propane, fuel oil, electricity, steam
and cooling.

GOVERNANCE

Total fuel consumption within the organization from renewable sources:
48,308 GJ of electricity.
•
•
•
•
•

Electricity consumption: 592,051 GJ
Heating consumption: 244,345 GJ
Cooling consumption: 4,887 GJ
Steam consumption: 29,717 GJ
Total energy consumption within the organization: 851,000 GJ

Standards, methodologies, assumptions, calculation tools andconversion factors used: World Resources Institute Greenhouse Gas
Protocol. Energy consumption calculated for energy from natural gas,
diesel, propane, fuel oil, electricity, steam and cooling consumed atowned and operated global retail stores, offices and distribution centers.
Site-specific energy use is determined using a three-tiered system,
depending on the availability of primary data for the fiscal year. If wehave primary data for all months that a facility was operating in the fiscal
year, the energy usage data is simply summed. If we have partial primarydata, existing data is scaled based on geographic region and facility typeto fill gaps. Finally, if we have no primary data, we model yearly energy
using facility square footage and an energy use intensity based on the
climate zone and facility type of primary data, scaled to fill gaps.
More details on our footprint can be found in the Climate section on
page 31 of our 2023 Global Citizenship & Sustainability Report.
302-3

Energy Intensity

We provide two energy intensity ratios for our organization,
described below:
For our owned and operated global retail stores:• Energy intensity ratio: 25.4 kWh/square foot• RLC-chosen metric to calculate the ratio: Square feet of owned andoperated global retail stores• Types of energy included: All• Boundary for our ratio: Within the organization, energy used in owned
and operated global retail stores
For our owned and operated global retail stores, offices anddistribution centers:• Energy intensity ratio: 36,686 kWh/Million USD• RLC-chosen metric to calculate the ratio: Million USD of revenue• Types of energy included: All• Boundary for our ratio: Within the organization, energy used in owned
and operated global retail stores, offices and distribution centers

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302-4

Reduction of Energy Consumption• Energy consumption reduced as a direct result of conservation andefficiency initiatives: 5,518 MWh• Types of energy included: Electricity used in North Carolina
distribution centers• Base year: Fiscal year 2022 (April 1, 2021-March 31, 2022)

GOVERNANCE

Standards, methodologies, assumptions and calculation tools used:
Calculated based on estimates of annual electricity consumption
reductions resulting from converting all the lighting equipment in our twolargest North Carolina distribution center facilities from fluorescent toenergy efficient LED lighting. Additional information for this indicator isavailable in 302-1.
More details on our footprint can be found in the Climate section on
page 31 of our 2023 Global Citizenship & Sustainability Report.

GRI 303: WATER AND EFFLUENTS
3-3

Management of material topics

See the Water Stewardship section on page 36 of our 2023 Global
Citizenship & Sustainability Report.

303-1

Interactions with Water as a
Shared Resource

See the Water Stewardship section on page 36 of our 2023 Global
Citizenship & Sustainability Report. Also, see our CDP 2022 Climate
Change Disclosure and CDP 2022 Water Security questionnaire on our
Reports & Policies website.

303-3

Water withdrawal

Total supply chain water use by source:• Groundwater: 2,495,619 m 3• Municipal: 5,967,292 m 3• Surface water: 1,010,031 m 3• Produced/processed water: 1,175,778 m 3• Rainwater: 9,209 m 3• Wastewater from other organizations: 8,404 m 3• General or unknown origin: 169,854 m 3

303-4

Water Discharge

In FY23, 312 facilities in our Tier 1, subcontracted processing facilities
and Tier 2 supply chain reported wastewater quantity through the third
party-verified Higg Index Facility Environmental Module (vFEM), totaling
at 45,427,361 m 3. Out of the reporting facilities, 140 have industrial
wastewater, among which:• 42 facilities (30 percent) have a combined on-site and off-site
treatment method• 62 facilities (44 percent) have on-site wastewater treatment• 33 facilities (24 percent) utilize off-site treatment• 3 facilities (2 percent) have a Zero Liquid Discharge system

GRI 304: BIODIVERSITY
3-3

Management of the material topic

See the Biodiversity section on page 42 of our 2023 Global Citizenship& Sustainability Report.

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GRI 305: EMISSIONS
3-3

Management of material topics

See the Climate section on page 31 of our 2023 Global Citizenship &Sustainability Report.

305-1

Scope 1 Emissions

•
•
•
•

Scope 1 GHG emissions: 12,206 metric tons of CO 2e
Gases included: CO 2 , CH 4, N 2O, R-410A
Biogenic emissions: n/a
Base year: Fiscal year 2020 (April 1, 2019-March 31, 2020) emissions
were 16,248 MTCO 2e.
• Emission factor sources: eGrid, Green-e, IEA, AIB and EPA• GWP source: IPCC Assessment Report 5, 100-year GWP (AR5)• Consolidation approach: Operational control

Standards, methodologies, assumptions and calculation tools used: World
Resources Institute Greenhouse Gas Protocol. Emissions calculated forrefrigerants and energy from natural gas, propane, and fuel oil consumed
at owned and operated global retail stores, offices and distribution
centers. Site-specific energy use is determined using a three-tiered
system, depending on the availability of primary data for the fiscal year.
If we have primary data for all months that a facility was operating in thefiscal year, the energy usage data is simply summed. If we have partial
primary data, existing data is scaled based on geographic region andfacility type to fill gaps. Finally, if we have no primary data, we model
yearly energy using facility square footage and an energy use intensity
based on the climate zone and facility type of primary data, scaled tofill gaps.
More details on our footprint can be found in the Climate section on
page 31 of our 2023 Global Citizenship & Sustainability Report.
305-2

Scope 2 Emissions

•
•
•
•

Gross location-based, Scope 2 GHG emissions: 60,808 MTCO 2eGross market-based Scope 2 GHG emissions: 62,381 MTCO 2e
Gases included: CO 2 , CH 4, N 2O
Base year: Fiscal year 2020 (April 1, 2019-March 31, 2020)
emissions were 84,224 MTCO 2e location-based, 90,380 MTCO 2emarket-based.
• Emission factor sources: eGrid, Green-e, IEA, AIB and EPA• GWP source: IPCC Assessment Report 5, 100-year GWP (AR5)• Consolidation approach: Operational control
Standards, methodologies, assumptions and calculation tools used:
World Resources Institute Greenhouse Gas Protocol. Emissions calculated
for electricity (renewable and nonrenewable sources), steam and cooling
consumed at global owned and operated retail stores, offices anddistribution centers. Site-specific energy use is determined using a threetiered system, depending on the availability of primary data for the fiscal
year. If we have primary data for all months that a facility was operatingin the fiscal year, the energy usage data is simply summed. If we havepartial primary data, existing data is scaled based on geographic region
and facility type to fill gaps. Finally, if we have no primary data, we model
yearly energy using facility square footage and an energy use intensity
based on the climate zone and facility type of primary data, scaled tofill gaps.
More details on our footprint can be found in the Climate section on
page 31 of our 2023 Global Citizenship & Sustainability Report.

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305-3

Scope 3 Emissions• Gross Scope 3 GHG emissions: 1,242,761 MTCO 2e• Gases included: All included

GOVERNANCE

2023 ESGSUPPLEMENTOther Scope 3 emissions categories and activities reported:• Purchased goods and services: 862,168 MTCO 2e• Fuel- and energy-related activities: 20,018 MTCO 2e• Upstream transportation and distribution: 74,365 MTCO 2e• Waste generated in operations: 15,648 MTCO 2e• Business travel: 3,690 MTCO 2e• Employee commuting: 28,107 MTCO2e• Downstream transportation and distribution: 2,417 MTCO 2e• Use of sold products: 215,883 MTCO 2e• End-of-life treatment of sold products: 15,289 MTCO 2e• Franchises: 5,176 MTCO 2e• Base year: Fiscal year 2020 (April 1, 2019-March 31, 2020) emissions
were 1,755,107 MTCO 2e• Emission factor sources: eGrid, Green-e, IEA, AIB and EPA.
• GWP source: IPCC Assessment Report 5, 100-year GWP (AR5)Standards, methodologies, assumptions and calculation tools used:
World Resources Institute Greenhouse Gas Protocol. Supply chain
energy usage and emissions were calculated using material volumes,
data from supplier factories, transportation and distribution statistics
and other activity data.
More details on our footprint can be found in the Climate section on
page 31 of our 2023 Global Citizenship & Sustainability Report.
305-4

GHG Emissions Intensity

We provide two GHG emissions intensity ratios for our organization,
described below.
For the organization, inclusive of Scope 1, 2 and 3 emissions:• GHG emissions intensity ratio: 204 MTCO 2e/ Million USD• RLC-chosen metric to calculate the ratio: Million USD of revenue• Types of GHG emissions included: Scope 1, 2 and 3 emissions• Gases included: All• For our owned and operated global retail stores, offices anddistribution centers:• GHG emissions intensity ratio: 0.0068 MTCO 2e/ square foot• RLC-chosen metric to calculate the ratio: Square feet of owned
and operated global retail stores, offices and distribution centers• Types of GHG emissions included: Scope 1 and 2 emissions• Gases included: CO 2 , CH 4, N 2O, R-410A
More details on our footprint can be found in the Climate section on
page 31 of our 2023 Global Citizenship & Sustainability Report.

305-5

Reduction of GHG emissions

GHG emissions reduced as a direct result of reduction initiatives: 4,178
MTCO 2e reduced (Scope 2)• Gases included: CO 2 , CH 4, N 2O
• Base year: Fiscal year 2020 (April 1, 2019 - March 31, 2020)• Scopes where reductions took place: Scope 2, market-based.
• Standards, methodologies, assumptions and calculation tools used:
Additional information for this indicator is available in 305-2.

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3-3

Management of material topics

See the Waste Management section on page 38 of our 2023 Global
Citizenship & Sustainability Report.

306-1

Waste generation

See the Waste Management section on page 38 of our 2023 Global
Citizenship & Sustainability Report.

306-2

Management of significant
waste-related impacts

See the Waste Management section on page 38 of our 2023 Global
Citizenship & Sustainability Report.

306-3

Waste Generated

•
•
•
•
•

306-4

Waste Diverted for Disposal• Total weight of hazardous waste diverted from disposal: 0 MT
• Total weight of non-hazardous waste diverted from disposal:
9,460 MT• Non-hazardous waste from distribution centers diverted from
disposal: 7,433 MT• Non-hazardous waste from retail stores diverted from disposal:
1,930 MT• Non-hazardous waste from offices diverted from disposal: 97 MT• Total weight of non-hazardous waste diverted from disposal throughpreparation for reuse (offsite): 693 MT• Total weight of non-hazardous waste diverted from disposal throughrecycling (offsite): 8,739 MT• Total weight of non-hazardous waste diverted from disposal throughcomposting (offsite): 28 MT

306-5

Waste Directed to Disposal• Total weight of hazardous waste directed to disposal: 0 MT
• Total weight of non-hazardous waste directed to disposal: 1,264 MT• Non-hazardous waste from distribution centers directed todisposal: 653 MT• Non-hazardous waste from retail stores directed to disposal:
430 MT• Non-hazardous waste from offices directed to disposal: 181 MT• Total weight of non-hazardous waste directed to disposal throughincineration with energy recovery (offsite): 344 MT• Total weight of non-hazardous waste directed to disposal throughincineration without energy recovery (offsite): 3 MT
• Total weight of non-hazardous waste directed to disposal throughlandfilling (offsite): 917 MT

GOVERNANCE

GRI 306: WASTE

Total weight of hazardous waste: 0 metric tons (MT)Total weight of nonhazardous waste: 10,724 MT
Non-hazardous waste from distribution centers: 8,086 MT
Non-hazardous waste from retail stores: 2,360 MT
Non-hazardous waste from offices: 278 MT

GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT
3-3

Management of material topics

See the Responsible Sourcing section on page 25 of the 2023 Global
Citizenship & Sustainability Report.

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308-1

Suppliers screened using
environmental criteria

In FY23, we continued to progress toward our goal to conduct 80%
of our business with suppliers that meet the key & strategic supplier
criteria which includes business, quality, citizenship and sustainability
performance. In FY23, 50% of our business was with suppliers that meet
the key and strategic supplier criteria.

GOVERNANCE

Further details can be found in the Responsible Sourcing section on
page 25 of the 2023 Global Citizenship & Sustainability Report.
308-2

Negative environmental impacts in supply
chain and actions taken

We explicitly state in our Vendor Compliance and Operating Standards
that all suppliers are required to adhere to all applicable laws andregulations of the regions where they operate, including, but not limited
to, the local environmental standards. We have the right to terminate
our business relationship should the supplier fail to comply with theapplicable laws and regulations. In addition to that, we are screening our
supply base for any potential significant environmental impacts throughthe Higg Index FEM and the Institute of Public and Environmental
Affairs (IPE) Supervision platform (the latter is specific to China-based
facilities). If an issue is found, we require the supplier to take corrective
action and put in place preventive measures to avoid recurrence.
Specifically, on any violation record found on the IPE platform, we
also require the facilities — at a minimum — to publish enterprise
feedback onto the platform, which details the corrective and preventive
measures taken.
In FY23, we screened all our Tier 1, subcontracted processing and top
mills through these platforms. We identified 9 facilities with potential
significant environmental impacts related to industrial wastewater,
permits and air emissions. We do not use Higg FEM assessment results
or IPE records to terminate business relationships with suppliers. We
addressed all the identified facilities to ensure corrective action andpreventive measures are in place.

GRI 401: EMPLOYMENT
3-3

Management of material topics

Ralph Lauren develops programs for Managers of People to support
onboarding new hires.

401-1

New employee hires andemployee turnover

GenderTotal Hires(Regular)Avg HC(Regular)

FY23 Total
Hire Rate

Female5,169

12,966

40%

Male

4,106

7,459

55%

RegionTotal Hires(Regular)Avg HC(Regular)

FY23 Total
Hire Rate

AMERICAS

6,824

10,882

63%

EMEA

1,495

4,080

37%

APAC

1,176

5,494

21%

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GRI 403: OCCUPATIONAL HEALTH & SAFETY
3-3

Management of material topics

Our Mission is to protect the physical and psychological safety of ourCompany’s most precious asset, our people. We aim to achieve thisthrough managing compliance, developing smart and flexible programs,
and providing timely support to our teams that incorporates Health &Safety into all aspects of how we operate. We lead through a crossfunctional task force across all regions and operating channels, withleaders from Health & Safety, Asset Protection, People & Development,
Retail and Operations, Corporate, Logistics and Hospitality. Our goal isto eliminate workplace hazards across our operating environment andreduce the likelihood of accidents.

403-5

Worker training on occupational healthand safety

Across the Ralph Lauren organization, we aim to prioritize the health &safety of our employees through a variety of onboarding and recurring,in-person and online learning and development opportunities. We
conduct occupational health & safety inspections which include life
safety, fire safety, accident avoidance and emergency response.
We’re focused on ensuring we are continually raising awareness, andfostering dialogue, while listening to our associates across the globe
and continually evolving our programs. Sharing best practices acrossour regions enables us to continually improve and offer support for our
associates around the globe. Additionally, a high priority is placed on
travel safety and security and training.

403-8

Workers covered by an occupational
health and safety management system

In FY23:• 279 associates went through multiple Powered Equipment Trainings• 2,275 associates received the Safety Training that is included in New
Hire Orientation

GRI 404: TRAINING & EDUCATION 		
3-3Management of material topics

See the Employee Learning and Development section on page 57 of our2023 Global Citizenship & Sustainability Report.

404-2

Programs for upgrading employee skills
and transition assistance programs

We offer a number of learning and development tools for our employees
and workers in our supply chain. More details on these are available in
the Rights and Empowerment in the Supply Chain section on page 71 of
our 2023 Global Citizenship & Sustainability Report.

GRI 405: DIVERSITY & EQUAL OPPORTUNITY
3-3

Management of material topics

See the Diversity, Equity & Inclusion section on page 45 of the 2023
Global Citizenship & Sustainability Report.

405-1

Diversity of governance bodies
and employees

Detailed workforce data can be found in the Diversity, Equity& Inclusion section on page 45 of our 2023 Global Citizenship &Sustainability Report.

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405-2

Ratio of basic salary and remuneration of
women to men

We take a proactive approach to pay equity and continually monitor
our compensation programs to ensure fairness and determine if any
necessary corrective actions are needed. Annually, we conduct a pay
equity assessment globally for gender and in the U.S. for race andethnicity. In FY23, our female employees in the U.S. earned an average of
99 cents for every $1 earned by males and 98 cents for every $1 globally.
In the U.S., our non-white employees earned an average of
99 cents for every dollar earned by white employees.

GOVERNANCE

See the Diversity, Equity & Inclusion section on page 45 of our 2023
Global Citizenship & Sustainability Report.

GRI 408: CHILD LABOR 		
3-3Management of material topics

See our Human Rights Disclosure.

408-1

Operations and suppliers at significant
risk for incidents of child labor

Details on preventing child labor can be found in our Human
Rights Disclosure.

GRI 409: FORCED OR COMPULSORY LABOR
3-3

Management of material topics

See our Human Rights Disclosure.

409-1

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

Details on preventing forced or compulsory labor can be found in our
Human Rights Disclosure.

GRI 414: SUPPLIER SOCIAL ASSESSMENT		
3-3

Management of material topics

See the Rights & Empowerment in the Supply Chain section on page 71
of the 2023 Global Citizenship & Sustainability Report.

414-1

New suppliers that were screened usingsocial criteria

All our new suppliers must pass an initial on-site evaluation or social
audit before beginning work with us. Additionally, all suppliers, newor established, must meet the standards set out in our OperatingStandards, which includes social compliance.

GRI 418: CUSTOMER PRIVACY 		
3-3

Management of material topics

See the Data Privacy & Security section on page 88 of the Global
Citizenship & Sustainability Report.

418-1

Substantiated complaints concerning
breaches of customer privacy and lossesof customer data

In FY23, there were no material complaints or data breaches.

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Sustainability Accounting Standards Board (SASB) Index

SASB TOPICRESPONSE

MANAGEMENT OF CHEMICALS IN PRODUCTS
Discussion of processes to maintaincompliance with restricted
substances regulations
CG-AA-250a.1

Ralph Lauren has Vendor Compliance Packets (VCP) for all mills and finished-goods
suppliers. The VCP states suppliers must comply with American Apparel & Footwear
Association (AAFA) Restricted Substances List (RSL). We adopt the AAFA RSL to serve
as a practical tool that sets forth specific chemical substance bans, limitations or test
methods, as specified by government or regulatory agencies.
We test to the strictest global standard. Tests are performed through our Apparel
Testing Program, which ensures our products meet compliance requirements,
regardless of their markets of distribution. It also contains protocols on how tests
should be conducted, including all fabrics, trims or related materials, apparel,
accessories, footwear, home textiles and components that are supplied or sold to ourCompany for use in the manufacturing or distribution of any Ralph Lauren product.
A zero tolerance policy is in effect on any product not meeting the RLC standards as
defined in the protocol. Suppliers are required to use only Ralph Lauren-nominatedindependent third-party testing labs to achieve passing test reports for raw materials
and finished products prior to the shipping of product.
We also use independent third-party labs to conduct raw material risk assessments of
our lines each year to ensure our raw material suppliers are clear on our development
standards and deliver fabric that will meet our compliance requirements.
Our three stages of testing are:1. Fabric testing for apparel: The testing is required for bulk yardage in all colorways andwhere approved raw-material-risk-assessment exists. A completed and passing fabrictest is valid for six months.
2. Component testing for apparel, footwear and accessories: Suppliers are allowed totest the raw material and subcomponents used to produce an item. A completed andpassing subcomponent test is valid for 12 months.
3. Finished-goods testing for home, apparel and footwear: Finished goods testing must
be done in bulk fabric with bulk trim items. A completed and passing finished goods test
is valid for six months.

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

Our process for assessing and managing risks and/or hazards associated withchemicals in products is described above. Policies and practices are fully aligned
across our brands and product categories. As described above, all raw materials andfinished products undergo testing to confirm compliance with regulations. Dependingon the volume of orders, some styles may undergo more testing than others. We take a
combination of hazard- and risk-based approaches to chemical management.

CG-AA-250a.2

As mentioned above, we complete extensive risk assessments each year by raw
material. We are fully compliant with all laws and regulations and are currently
exploring innovations for reduction, elimination or assessment outside of that scope.
The third-party certifications used and our approach to chemical management at
each stage of the product life cycle are discussed above. We partner with the Zero
Discharge of Hazardous Chemicals (ZDHC) to work towards the alignment andcollective action across the industry in monitoring and eliminating the usage anddischarge of hazardous chemicals in textile, apparel and leather manufacturing, as wellas promoting the development and adoption of safer chemical alternatives. We aim toeliminate the use of hazardous chemicals in our supply chain by 2025. We fully adopt
the ZDHC Manufacturing Restricted Substances List (MRSL) and have communicatedexpectations to our supply chain through our Sustainable Chemicals Management
Policy, as well as our VCP.
More details on our management of chemicals in products can be found in theChemical Management section on page 40 of our 2023 Global Citizenship &Sustainability Report.

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LABOR CONDITIONS IN THE SUPPLY CHAIN
Percentage of (1) Tier 1 supplier facilitiesand (2) supplier facilities beyond Tier 1 incompliance with wastewater discharge permits
and/or contractual agreement
CG-AA-430a.1

In FY23, 99.8% of Tier 1 direct supplier facilities were in compliance with wastewater
discharge permits and/or contractual agreements.
We explicitly state in our Vendor Compliance and Operating Standards that all suppliers
are required to adhere to all applicable laws and regulations of the regions where they
operate, included, but not limited to, the local environmental standards. We have theright to terminate our business relationship should the supplier fail to comply with theapplicable laws and regulations. Our compliance audit also includes the compliancewith wastewater regulations as part of the health and safety requirement.
Our main supply chain risks associated with the wastewater discharge are related to theusage of chemicals in production and the effluent treatment system put in place.
Our supplier facilities implement effluent treatment methods in accordance with thelocal regulatory requirements. This may include operating an on-site effluent treatment
plant (ETP), partnering with an off-site ETP and, for some, implementing a zero liquid
discharge effluent treatment system.
In addition to the regulatory compliance, we adopt the ZDHC MRSL and its suite of tools
to guide and align our efforts to eliminate the use and discharge of hazardous chemicals
with the industry’s standards and best practices. This includes the implementationof ZDHC Wastewater Guidelines, which goes beyond the regulatory compliance. The
ZDHC Wastewater Guidelines provide clear guidance in effluent testing methods,
parameters, limits and reporting approach as a way to confirm that our manufacturing
facility is not discharging hazardous chemicals to the environment. We expanded theroll out of the ZDHC Wastewater Test in our supply base as part of our sustainablechemicals management initiative to monitor the facility’s conformance against the
ZDHC MRSL. While the wastewater test is only a snapshot of the effluent quality of
the facility, it ensures an annual monitoring that allows us to follow up and address
any nonconformance from its source through a root cause analysis approach thataligns with the ZDHC. This helps inform both the facility and Ralph Lauren on targetedchemicals phaseout at the facility level. Among our facilities, 66% of the Tier 1 facilities
by business spend have performed wastewater test in accordance with the Guidelines;
83% of the facilities, including Tier 1 and 2, that tested comply with the ZDHC
requirement; and out of the substances screened, 99.8% comply with the
ZDHC standard.

Percentage of (1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 that havecompleted the Sustainable Apparel Coalition’s
Higg Facility Environmental Module (Higg FEM)
assessment or an equivalent environmental
data assessment(1) 90%(2) 77%CG-AA-430a.2

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LABOR CONDITIONS IN THE SUPPLY CHAIN
Percentage of (1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 that havebeen audited to a labor code of conduct, (3)percentage of total audits conducted by athird-party auditor
CG-AA-430b.1

We monitor labor compliance against local law, national law and our OperatingStandards through independent third party audits, together with audits conductedby our in-house team and assessments from Better Work and the Social & Labor
Convergence Program (SLCP). In FY23, 81% of our Tier 1 direct supplier factories wereaudited, and 47% of these were conducted by an independent third party. To reduce
duplication of audits, we work with Better Work, an international organization focusedon improving working conditions in the garment industry, to conduct audits in some of
our factories.
In FY23, we also prioritized auditing our raw material suppliers, completing 32 audits at
our top knit and woven fabric suppliers. One hundred percent of these were conductedby an independent third party.
For additional information on our supply chain auditing, including methodology,
relationship with suppliers, transparency and efforts toward capacity building, as well as
our nonconformance rate, see the Rights & Empowerment in the Supply Chain section
on page 71 of our 2023 Global Citizenship & Sustainability Report.

Priority non-conformance rate and associatedcorrective action rate for suppliers’ labor codeof conduct audits
CG-AA-430b.2

The most common category of nonconformance was health and safety (52%). After
reviewing all nonconformance issues with the supplier, we agreed on a corrective action
plan and followed up to ensure issues were addressed in a timely manner. Less than
1% of assessment findings revealed zero tolerance issues (24 of 3,752 total findings).
We deactivated four factories that were unable to remediate these issues or other OS
requirements.
A description of our audit process can be found in the Rights & Empowerment in the
Supply Chain section on page 71 of our 2023 Global Citizenship & Sustainability Report.

Description of the greatest (1) labor and (2)environmental, health, and safety risks in the
supply chain
CG-AA-430b.3(1) Greatest labor risks:• Forced labor• Minimum wage
• Harassment and Discrimination(2) Greatest environmental, health andsafety risks:• Fire safety• Wastewater• Chemical safety• Indoor air emissions

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

Our raw materials strategy, assessment and goals are disclosed in the Sustainable
Materials section on page 15 of our 2023 Global Citizenship & Sustainability Report.
Business risks and opportunities associated with social factors, are disclosed in the
Rights & Empowerment in the Supply Chain section on page 71 of our Global Citizenship& Sustainability Report. For additional information, please see our Human
Rights Disclosure.

CG-AA-440a.3

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

At the end of FY23, we had 275 active Tier 1 suppliers.

CG-AA-000.A

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Task Force on Climate-Related Financial Disclosures (TCFD) Index
TCFD RECOMMENDATIONDISCLOSURESRESPONSE

Governance:

Describe the Board’s oversight ofclimate-related risks and opportunities.

CDP Climate Response 2022: C1.1

Describe management’s role in assessing
and managing climate-related risks
and opportunities.

CDP Climate Response 2022: C1.1b,
C1.2, C1.3

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

CDP Climate Response 2022: C2.3, C2.4

Describe the impact of climate-related risks
and opportunities on the organization’s
businesses, strategy and financial planning.

CDP Climate Response 2022: C2.3, C2.4,
C3.3, C3.4

Describe the resilience of the organization’s
strategy, taking into consideration different
climate-related scenarios, including a 2°C or
lower scenario.

CDP Climate Response 2022: C3

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

CDP Climate Response 2022: C2.1, C2.2

Describe the organization’s processes for
managing climate-related risks.

CDP Climate Response 2022: C2.2

Describe how processes for identifying,assessing and managing climate-related risks
are integrated into the organization’s overallrisk management.

CDP Climate Response 2022: C2.2

Disclose the metrics used by the organization
to assess climate-related risks andopportunities in line with its strategy andrisk management process.

CDP Climate Response 2022: C2

Disclose Scope 1, Scope 2 and, if appropriate,
Scope 3 greenhouse gas (GHG) emissions, andthe related risks.

CDP Climate Response 2022: C6

Disclose the organization’s
governance around climate-relatedrisks and opportunities.

Strategy:
Disclose the actual and potential
impacts of climate-related risks andopportunities on the organization’s
businesses, strategy and financial
planning, where such information
is material.

Metrics and targets:
Disclose the metrics and targets
used to assess and manage
relevant climate-related risks
and opportunities, where suchinformation is material.

Global Citizenship & Sustainability Report:
Global Citizenship & Sustainability
Governance, Global Citizenship & Sustainability
Report: Climate

Global Citizenship & Sustainability
Report: Climate

Global Citizenship & Sustainability
Report: Climate
GRI Index: 305-1, 305-2, 305-3, 305-4, 305-5

Describe the targets used by the organization to
manage climate-related risks and opportunities
and performance against targets.

CDP Climate Response 2022: C4.1, C4.2
Global Citizenship & Sustainability
Report: Climate

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GOVERNANCE

Higg BRM Performance
As members of the Sustainable Apparel Coalition, we are committed
to measuring, improving and sharing our environmental and social
performance. The Higg Brand & Retail Module (BRM) is a sustainability
assessment that allows Ralph Lauren and other companies to measureperformance against the most relevant environmental, social, andgovernance issues in our industry.
In 2022, we completed the assessment for the 2021 BRM reporting cycle
and received a verified score based on the Higg verification protocol.
This score serves as our baseline for future Higg BRM assessments,
helping us to understand areas for improvement in our environmental andsocial performance.
Based on our completion of the verified BRM assessment, we haveidentified performance improvement areas, including supply chaintransparency and traceability. For more on our approach and progressaround transparency and traceability, see the Responsible Sourcing
section of the report.

2021 HIGG BRM VERIFIED SCORES

82.3%

75.7%

Total Verified Social Score.

Total Verified Environmental Score.

SECTION SCORES(VERIFIED)SOCIALENVIRONMENTAL

Management System

95.5%

92.1%

Brand

71.4%

63.8%

Stores

84.6%

80.0%

Operations & Logistics

77.8%

66.7%

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About this Report
Our report covers fiscal
year 2023 (FY23), from April
3, 2022 to April 1, 2023 1.
The report is supported
by our ESG Supplement,
which references the GRI
Standards, SASB and TCFD
Disclosures. To ensurealignment of our initiatives
with global targets, we
also reference relevant
United Nations Sustainable
Development Goals(SDGs). All 17 SDGs were
benchmarked against Ralph
Lauren’s current disclosureof processes, data,
policies and management
approaches to determine
where the Company has
the biggest opportunity
to contribute to SDGs. For
information on our Company
and financial performance,
please see our 2023 Annual
Report on Form 10-K, filedwith the Securities andExchange Commission.

1

Availability of data varies with respect to fiscal or
calendar year format. References to fiscal year will be
represented as follows: Fiscal followed by the year; forexample, Fiscal 2022 or FY22. References to calendar
year will be represented by the year alone; for example,
2021. In general, throughout this report, metrics
and data are presented in a fiscal year format, andactivities and events are presented in a calendar year
format. We use a 52- to 53-week fiscal year ending on
the Saturday immediately before or after March 31. All
references to Fiscal 2019 (FY19) represent the fiscal
year ending March 30, 2019; references to Fiscal 2020
(FY20) represent the fiscal year ending March 28,
2020; references to Fiscal 2021 (FY21) represent the
fiscal year ending March 27, 2021; references to Fiscal
2022 (FY22) represent the fiscal year ending April 2,2022; references to Fiscal 2023 (FY23) represent the
fiscal year ending April 1, 2023.

Throughout this report, references to Ralph Lauren, ourselves, we,our, us and Company refer to Ralph Lauren Corporation (RLC) and its
subsidiaries, unless the context indicates otherwise.
This report contains goals, initiatives and forward-looking statements(“Forward-Looking Statements”) based on current expectations. Various
statements in this report or incorporated by reference in this report,
in previously submitted and future filings by us with the Securities andExchange Commission, in our press releases and in oral statements
made from time to time by us or on our behalf constitute ForwardLooking Statements within the meaning of the Private Securities
Litigation Reform Act of 1995. Forward-Looking Statements are basedon current expectations and are indicated by words or phrases suchas aim, anticipate, outlook, estimate, ensure, commit, expect, project,believe, envision, goal, target, can, will, and similar words or phrases.
These Forward-Looking Statements involve known and unknown
risks, uncertainties and other factors which may cause actual results,
performance or achievements to be materially different from the future
results, performance or achievements expressed in or implied by such
Forward-Looking Statements. These Forward-Looking Statements are
based largely on our expectations and judgments and are subject to anumber of risks and uncertainties, many of which are unforeseeable andbeyond our control. These risks include, but are not limited to, those
identified in our Company’s Annual Report on Form 10-K, Quarterly
Reports on Form 10-Q, and Form 8-K reports filed with the Securities andExchange Commission. We undertake no obligation to publicly updateor revise any Forward-Looking Statements, whether as a result of new
information, future events or otherwise.
The information indicated herein is subject to the precision of our datacollection and analysis method, which is subject to future evolution andcalibration. Such information is subject to additional uncertainties, as there
are limitations inherent in our data collection and analysis method. While
we consider information from external resources and consultants to bereliable, we do not assume responsibility for its accuracy. Additionally, allnumbers referenced are subject to the quality and comprehensivenessof the reporting received by the Company from internal and externalsources and, therefore, are approximate and/ or estimated values. It is also
important to note that the availability of data varies from section to sectionin this report.

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