Corporate Responsibility Report

2020

DRIVING FASHION FORWARD
FOR GOOD

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INTRODUCTION

3ABOUT PVH

4ABOUT THIS REPORT6NOTES FROM OUR LE ADERSHIP8O U R F O R W A R D F A S H I O N S T R AT E G Y

10 OUR BRANDS

Table of
CONTENTS

11

C A LV I N K L E I N

13TOMMY HILFIGER

15

H E R I TA G E B R A N D S

17PRIORITIES & PROGRESS

18

ZERO

21

10 0 %24

1M +27 OUR STORIES28

RES P O NSE TO COV ID -19

32

INCLUSION & DIVERSIT Y

36

C L I M AT E A C T I O N

39C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N

4 2 	A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S
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S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

48 APPENDICES
48

PERFORMANCE SUMMARY

67

SASB

68

TCFD

69

GRI

94

UN SDG

95

UNGP

97

UNGC PRINCIPLES

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RESOURCE APPENDIX2

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O U R F O R W A R D F A S H I O N S T R AT E G Y

About PVH
PVH Corp. is one of the world’s largest and most admiredfashion companies, connecting with consumers in over
40 countries. Our global iconic brands include Calvin Klein,
TOMMY HILFIGER and our Heritage Brands. Our 140-year
history is built on the strength of our brands, our team andour commitment to drive fashion forward for good. That’s
the Power of Us. That’s the Power of PVH.

T H AT ’S T H E
P OW E R O F U S .
T H AT ’S T H E
P OW E R O F P V H .

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O U R F O R W A R D F A S H I O N S T R AT E G Y

About ThisREPORT

Our annual Corporate Responsibility (CR) Report provides
information and performance data on our operations during
our 2020 fiscal year (February 3, 2020 to January 31, 2021),
unless otherwise indicated. Developed through cross-functional
collaboration—and continually adapted in response to theevolving Environmental, Social and Governance (ESG)
disclosure landscape—our report drives our ongoing datatransparency and responds to the needs of stakeholders acrossour business, our industry and beyond.

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How We REPORTThis report acts as a resource for assessing our Corporate
Responsibility progress, inclusive of Inclusion & Diversity.
We report in alignment with the United Nations Guiding
Principles, the Ten Principles of the United Nations Global
Compact (UNGC), and the United Nations Sustainable
Development Goals (UN SDGs). For the first time, we areproud to also publish our alignment to the Task Force on
Climate-Related Financial Disclosures (TCFD) Standard.

A comprehensive list of key resources and publicstatements, as well as details surrounding governanceand policies, can be found throughout this report, andat pvh.com/responsibility/resources.
Questions, comments or feedback regarding this reportor our Forward Fashion strategy are welcomed. Please
direct them to cr@pvh.com.
We have not obtained external assurance for this report.
Signposts woven throughout our report guide you to relevant
resources and data to provide additional context to ourreported progress and efforts.
E

EXAMPLER IA L S
OU
RCIN

As we continue to evolve our data disclosure, we lookforward to further refining our reporting frameworks,
expanding our data and performance platform to trackprogress against our Forward Fashion targets across all
PVH brands and commercial regions, and learning from ourpeers and partners to remain aligned with advancing
industry and non-financial reporting practices. We continue
to monitor issues most material to our industry and, given
emerging challenges, plan to revisit our assessment ofmaterial issues to accurately reflect priorities most relevant
to our business and key stakeholders.

Our 2020 Performance Summary, found within this report,
was prepared in guidance with the GRI framework andpresents our progress from the year.

M
AW AT

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INTRODUCTION

SASB: Raw Materials
Sourcing >> CG-AA-440a.1

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A Note From Our CEO
2020 has been a year like no other in recent history. While our company and the industry were focused on navigating the
COVID-19 pandemic and responding to urgent societal issues, PVH also continued to drive forward with a renewed senseof urgency on our commitments to use our scale and global presence to transform ourselves and the industry. Through thepower and passion of PVH’s people, we made notable progress across key initiatives on inclusion and diversity, environmental
sustainability, human rights and climate change. These areas of focus and our values are at the heart of everything we do.
Our Corporate Responsibility (CR) Report for 2020 focuses on theissues we believe are critical to creating the future we want—asindividuals, communities and society—together with our stakeholders.
We also believe it is important to be transparent and measure ourprogress in delivering on our purpose to drive fashion forward for good.
In the report, you will read about the ongoing work of our brands,
which continues to further our efforts. Each consumer-facing programis designed to have meaningful outcomes, grounded in their distinctive
brand identity, and powered by Forward Fashion, our global CR strategy.
It is a privilege and a responsibility for companies like PVH to use
our scale and global reach to make a difference on these important
issues. We also understand that we will only achieve real and lastingchange by working with our peers, partners and the industry as awhole. Among the collaborative efforts we are proud to be a part of:• 
CFDA: We expanded our partnership with the Council of Fashion
Designers of America (CFDA) to co-author the State of Diversity,
Equity & Inclusion in Fashion report, including research and aroadmap for next steps to create a more representative andequitable workforce, talent pipeline and consumer base. It is a
step on our journey to improve workplace opportunities for all.

• 
ILO: We worked alongside industry partners and peers to create
and endorse the International Labour Organization’s (ILO) Call to
Action, to protect garment workers during the pandemic, ensurepurchasing practice commitments are made to pay for finished andwork-in-progress goods, and establish long-term sustainablesystems of social protection.
• Fashion Pact: As environmental and social priorities rise to
the forefront of industry agendas, the Fashion Pact, an initiative
spearheaded by the CEOs of over 60 fashion and textile companies,
released its first report and established clear targets to drive
positive change in the areas of air, oceans and animals throughindustry collaboration.
• America Is All In: Global cross-sector partnership is key toachieving our Forward Fashion goals. PVH is proud to standalongside our peers and partners in support of climate action,and endorse America Is All In, calling for a national mobilization
on climate and recovery as we marked the fifth anniversary of
the Paris Agreement.
We will continue to build on our core strengths, connect to ourconsumers in ways that are meaningful to them, and remain
dedicated to innovation and continuous improvement. I could not
be prouder of our entire team and the spirit they demonstrate
every day, as together we work to drive fashion forward for goodand co-create the next chapter of PVH’s future.

Stefan Larsson
Chief Executive Officer

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A Note From Our
Chief Sustainability Officer
We launched our Corporate Responsibility strategy Forward
Fashion in 2019 with a vision to establish a new level ofambition and transparency for sustainable business. In
2020, in the face of a global health crisis and increasing
economic, social and political polarization, our vision took
on a renewed sense of urgency.
The events of the past year affected our people, our business andsupply chain, our families and communities—and the impacts
continue to be felt around the world. It exposed the fragility of manyof our global systems, and left organizations navigating the balanceof taking immediate actions to prioritize health, safety and businesssurvival, with maintaining focus on the efforts needed not only torecover but thrive as a business as we move forward. These defining
moments reinforced that efficiency and resiliency need to be built into
all of our systems if we’re to be successful and emerge even stronger.
Establishing resilient systems is only possible through authentic
leadership and embracing collaboration across the entire value
chain. While we had to adapt our short-term strategies to address
immediate needs across our organization, we were able to draw on
our Forward Fashion strategy and the strength of our partnerships
to inform the apparel industry’s future. I am proud of the progress
we have driven forward, from working across the apparel sector tocreate and endorse The International Labour Organization (ILO) Callto Action, to partnering with our suppliers to accelerate the adoptionof industry tools to measure and improve social and environmental
performance, and joining over 300 companies in the LEAD on climate
initiative to continue to prioritize climate action.

“I F 2 0 2 0 H A S TAU G H T U S A N Y T H I N G ,I T ’S T H AT W E M U S T C O N T I N U E T O M A K E
A DVA N C E M E N T S A N D I M P R OV E M E N T S
TO U LT I M AT E LY D E L I V E R O N T H E N E E D S
O F A L L O U R S TA K E H O L D E R S A N D P U S H
M E A N I N G F U L P R O G R E S S B OT H AT P V H
A N D A C R O S S T H E I N D U S T R Y.”
This year’s CR report reflects on these notable actions and honors
our commitment to accountability and transparency through theongoing disclosure of extensive data. It also allows us to indicate
the work we have ahead of us and what is to come. Aligning on a
strategy and setting targets is never a complete journey but, rather,an evolving one. While Forward Fashion remains our guiding vision,
if 2020 has taught us anything, it’s that we must continue to makeadvancements and improvements across our programming, priorities
and approach to non-financial reporting, to ultimately deliver on theneeds of all our stakeholders and push meaningful progress bothat PVH and across the industry.
Working to drive this critical progress will always bring with it challenges
and considerations. The rapid growth of digital tools and innovations
for circularity needs to account for the workers who comprise ourindustry’s uniquely human supply chain. Developments in recycledmaterials must evolve alongside green chemistry and sustainable
farming practices. These challenges are not easy, yet fashion
has always had the ability to reinvent and renew, and this is what
motivates all of us to strive for impactful solutions, unlock newopportunities, and continue to drive fashion forward—for good.

Marissa Pagnani McGowan
Chief Sustainability Officer

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Our F ORWA R D
FA S H ION Strategy

We believe that brilliant design and creative solutions are not just reserved
for the clothes we make but also for the way we make them. There is astory woven into every piece we create. It is the story of the fingers thatpick the cotton, the hands that spin the fabric and the communities where
they are crafted. A story about how the materials are selected, how ourfactories are powered and their impact on people and the environment. A
story about the kind of business we are and the one we want to be.
Forward Fashion is our strategy to transform how clothes are made and(re)used, and the actions we will take to move our business and the
fashion industry toward a more innovative and responsible future. We arecommitted to our strategy that supports sustainability and human rights
around the world.
Through Forward Fashion, we aim to reduce our negative impacts to zero,increase positive impacts to 100% and improve the over 1 million lives
throughout our value chain: our associates and supply chain workers, theirfamilies and their communities. The fashion industry is changing and,at PVH, we recognize our responsibility and opportunity to drive fashion
forward—for good.

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WHERE WE FOCUS
We are prioritizing our impact on three strategic focus areas where we can drive the most transformative change. Within these areas, we are focusing on 15 priorities, each with a specific, measurable and timeboundtarget for our business to achieve. Forward Fashion represents a deepening of our commitment to action and a renewed sense of urgency to use our scale to transform ourselves and the industry.

ZERO

100%

1M+

Reduce negative
impacts to zero

Increase positive
impacts to 100%

Improve 1 million+ lives
across our value chain

ELIMINATE CARBON EMISSIONSOur offices, warehouses and stores will be powered by
100% renewable electricity by 2030 and we will drive a
30% reduction in our supply chain emissions by 2030.

SOURCE ETHICALLY
100% of PVH suppliers will meet or exceed all of our socialand environmental standards by 2030.

END WASTE
All PVH offices, distribution centers and stores will achieve
zero waste and eliminate single-use plastics by 2030.

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

ELIMINATE HAZARDOUS CHEMICALS & MICROFIBERS
Water leaving our wet processors will have zero hazardous
chemicals and be filtered for harmful microfibers by 2025.

PROMOTE SAFE WORKPLACES
100% of our suppliers will promote and maintain safe andhealthy work environments by 2025.

INNOVATE FOR CIRCULARITY
Three of our most commonly purchased products will becompletely circular, including the full traceability of key raw
materials by 2025.

ADVANCE LIVING WAGES
100% of our key suppliers in two key production countries
by 2025 and four by 2030 proactively support industry-widecollective bargaining to achieve living wages.
RECRUIT ETHICALLY
100% of migrant workers at our Level 1 and key Level 2
suppliers will not pay recruitment fees by 2025.
REGENERATE MATERIALS
Sustainably source 100% of our cotton and viscose by 2025,
and 100% of polyester by 2030.

EMPOWER WOMEN
Professional and life skills development programs andservices will be made available to 500,000 women acrossthe PVH supply chain by 2030.
FOSTER INCLUSION & DIVERSITY
Expand unconscious bias training to all 33,000+ PVH
associates globally by 2023 and achieve gender parity
in leadership positions by 2030.
DEVELOP TALENT
Expand professional skills development and digital literacy
programs through PVH University to reach all 33,000+ PVH
associates globally by 2023.
EDUCATE THE FUTURE
Reach 135,000 individuals worldwide through early educationand childcare services, teacher training, parenting resources
and training, and youth employability training services by 2023.
PROVIDE ACCESS TO WATER
Establish five collective action projects in our mostwater-stressed sourcing communities by 2025.

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OUR BRANDS

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H E R I TA G E B R A N D S

A CHAMPION FOR CHANGE
With a more than 50-year history of challenging stereotypes and the status quo, Calvin
Klein has long been a champion for change. Through our iconic fashion lifestyle products
and a global platform for self-expression and inclusion, we continue to advance
progressive ideals as we reimagine Calvin Klein for the next 50 years.

CA LV I N K L E I N

Our new sustainable business strategy will present a bold level of ambition to ensurethat Calvin Klein is more inclusive, more equitable, more innovative and circular. We
will influence through action across our entire business—including product, workplace,
supply chain, partnerships and communities. Setting this strategy with the potential
to influence every decision in every part of our business is a significant undertaking,and we are prioritizing where we can make the biggest impact.
Calvin Klein will launch new commitments, programs and partnerships this year. While
we know there’s more work to do, we’re already pushing boundaries in how we design,
make, market and package our products.

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H E R I TA G E B R A N D S

2020 HIGHLIGHTSDOUBLED THE USE OFS U S TA I N A B L E M AT E R I A L S

INTRODUCED THE ECO SERIES55%

In 2020, Calvin Klein Europe
more than doubled the use of its
sustainable materials from theprevious year.*of our swimwear offering was madefrom recycled materials in 2020.

In Calvin Klein Jeans, there
was a focus on lower-impact
denim finishing techniquesthat significantly reduce
freshwater consumption andcarbon emissions compared toconventional techniques.**2x

Calvin Klein Europe morethan doubled the use of sustainable materials.

*Increase from 10% total sustainable materials in 2019
to 21% total sustainable materials in 2020.
**Lower Impact washes typically have 50% reduction inwater use and 30% reduction in energy use compared
to conventional washes.

C K O N E R E C YC L E P R O G R A M
I N T R O D U C E D FA B R I C F R O M
R E C YC L E D P L A S T I C
WAT E R B O T T L E S

We incorporated innovative
sustainable raw material alternatives
in our underwear offerings that
reduce our negative environmental
impact without sacrificing any of
the technical benefits for which
the Calvin Klein Underwear brandis known.
We introduced “The Eco Series”
across a number of productcategories including jeans,sportswear and performance.
These programs featured thebrand’s most iconic silhouettes
reissued with sustainableattributes including moresustainable cotton, recycledmaterials and natural dyes.

Our CK ONE Recycle program
introduced the use of Repreve
fabric—made from recycled plastic
water bottles—for men’s andwomen’s underwear. We alsoprioritized the use of innovative
recycled materials in swim,
leveraging textiles made frompre- and post-consumer waste, such
as Repreve and ECONYL. In 2020,
55% of our swimwear offering was
made from recycled materials.
Moving into 2021, many of the swim
programs will feature 100% recycledmaterials.

L AUNCHED CK E VERYONE —OUR FIRST CLE AN FR AGR ANCECONTINUED OUR ONGOING
COMMITMENT TO LGBTQIAA D V O C A C Y A N D A L LY S H I P

Calvin Klein launched our first clean
fragrance, CK EVERYONE, which isvegan, made from naturally derived
alcohol and infused with ingredientssourced from natural origins. A
gender-neutral scent, CK EVERYONE
has a Silver Level Material Health
Certificate from Cradle to Cradle
Products Innovation Institute.***Calvin Klein’s ongoing commitment
to LGBTQIA advocacy and allyshipcontinued in 2020, with a priority on
COVID-19 relief efforts. The brand
was a founding partner of OutRight
Action International’s COVID-19
LGBTQIA+ Global Emergency Fund.
Together with PVH Corp., we
continued our support of onePULSE
Foundation, the nonprofit establishedby the owner of the Pulse nightclub
following the June 12, 2016shooting in Orlando, Florida. We
also supported Australia-based
charity, The Equality Project, andsponsored PFLAG National.

*** C radle to Cradle Certified® is a globally recognizedmeasure of safer, more sustainable products made forthe circular economy.

Our #PROUDINMYCALVINS campaigncelebrated self-expression and thefull spectrum of LGBTQIA+ identities.
Shot by Ryan McGinley, the seriesof stills and videos featured ninetalents from around the world with anemphasis on diversity of experience,
race, ethnicity and body type.

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H E R I TA G E B R A N D S

M A K E I T P O S S I B L E : O U R V I S I O N T O C R E AT E FA S H I O N
T H AT “ WA S T E S N O T H I N G A N D W E L C O M E S A L L”

TOMMY HILFIGER

After 35 trailblazing years, Tommy Hilfiger continues to be a pioneer of classic, Americancool style. Driven by a passion for breaking conventions and embracing bold ideas, thecompany has written the rule book for remaining at the forefront of the intersection of
pop culture and heritage fashion. From the very beginning, Tommy Hilfiger has always
believed that with hard work and a positive outlook, anything is possible. So, we are taking
action to build towards a better fashion industry.
Today, we face some of the biggest challenges we have ever experienced—from climatechange and natural resource scarcity to racism and inequity. We recognize that one fashioncompany cannot change all of this. But we can change the way we work and the clothes
our consumers wear. Stitch-by-stitch. Person-by-person. Innovation-by-innovation. We aregoing to make this vision a reality. We do not know exactly how we will get there but weare determined to try.
Over the last decade we have made considerable progress on our sustainability journey
and we look forward to accelerating it over the coming months and years. We know thisis just the beginning and there is much more work to be done on our journey to create
fashion that “Wastes Nothing and Welcomes All.”

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2020 HIGHLIGHTS
L AUNCHING OUR VISION TO“ WA S T E N O T H I N G A N D
W E L C O M E A L L”

In August 2020, we accelerated ourcommitments, with a focus on socialand environmental sustainability.
Working with more than 100
associates globally, we identified
24 initial targets, inclusive of the
15 Forward Fashion targets, towards
2030. The targets are focused onfour pillars: Circle Round, Madefor Life, Everyone Welcome andOpportunity for All.
Guided by our Rolling Innovation
Plan, we will continuously review andassess where we stand, pivoting
along the way, adjusting targets anddoing everything we can to create
fashion that “Wastes Nothing andWelcomes All.”24

initial targets identified
focusing on

4pillars:

CIRCLE ROUND
MADE FOR LIFEE V E R YO N E W E L C O M E
OPPORTUNITY FOR ALL

W O R K I N G T O WA R D S A M O R E
C I R C U L A R F U T U R E O F FA S H I O N

36,429KILOGRAMSof textile waste diverted in
The Netherlands to date.

In October 2020, we launched our
first circular business model, Tommyfor Life, in The Netherlands. With
Tommy for Life, we take back items
from consumers as well as damaged
pieces from our stores or online
operations, then clean, repair andresell them, keeping products in use
longer. Through Tommy for Life, we’ve
diverted 36,429 kg of textile wastein The Netherlands to date. An
expansion of the program is plannedfor 2021.

I N N O VAT I N G T O D R I V ES U S TA I N A B I L I T Y I N T H E
DENIM INDUSTRY

Tommy Hilfiger continues todrive transformative change
in the denim industry throughsustainable innovations.

90%of our global denim is moresustainable, and2.1M

pieces have been produced
containing 20% post-consumer
recycled cotton.

We’re also driving change throughcircular innovation, as demonstrated
by our Ellen MacArthur Foundation(EMF) Jeans Redesign Collection,
created with circular design principles
like detachable buttons and thereplacement of metal rivets.

I N C R E A S I N G R E P R E S E N TAT I O N
W I T H I N T H E FA S H I O N I N D U S T R Y$5M

annual financial
contribution to advance
representation of BIPOC.
We’re creating new programs andunlocking partnerships to drive realchange. In June 2020, we committed
to advancing Black, indigenous andpeople of color (BIPOC) representation
within the fashion and creative
industries with the launch of ourPeople’s Place Program. The threepillar program is focused on
Partnerships & Representation,
Career Support & Industry Accessand Industry Leadership, and willserve as our foundation as we work
towards a much-needed shift in the
fashion industry.

B U I L D I N G T O WA R D S A M O R E
I N C L U S I V E F U T U R E O F FA S H I O N
T H R O U G H E X PA N D E D P R O D U C T
OFFERINGS & EXPERIENCES

In 2020, we made great strides in
expanding our inclusive productoffering, including gender-neutral
styles in our TommyXLewisXH.E.R.
collection; expansion of our Tommy
Hilfiger Adaptive Collection to the EU,
Japan and Australia; the introductionof our first-ever Hijab line in selectmarkets; expanded Curve offering;
and a pilot of Model-Switch function
with innovation on our European
e-commerce site.

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H E R I TA G E B R A N D S

T O G E T H E R I N G O O D C O M PA N Y : W O R K I N G T O WA R D S
A M O R E S U S TA I N A B L E A N D I N C LU S I V E F U T U R E FO R A L L
Together in Good Company, Heritage Brands’ corporate responsibility program, highlights
and further accelerates the sustainability, community, and inclusion and diversity
priorities being driven across our diverse portfolio of iconic lifestyle brands. Together inGood Company reflects the thoughtful design choices, product development solutions, andbrand values guiding us on our journey to a more sustainable future.

H E R I TAG E B R A N D S

Together in Good Company reinforces our alignment to PVH’s Forward Fashion strategy andour commitment to reduce negative impacts to zero, increase positive impacts to 100%, andimprove the over 1 million lives across our value chain. Our platform focuses on several areas
where we believe we can drive the greatest impact: Using Sustainable Materials, Reducing
Single-Use Plastic, Innovating for Circularity, Water Stewardship, Community Commitments,
and Inclusion & Diversity priorities.

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H E R I TA G E B R A N D S

2020 HIGHLIGHTSO U R C O M M I T M E N T T O S U S TA I N A B L E
A N D R E C YC L A B L E M AT E R I A L S

REDUCING SINGLE - USE PL A STIC S ACROS SO U R O P E R AT I O N S

W E H AV E C O M M I T T E D T O U S E

100%sustainable cotton and 100% recycled polyester and nylon by 2025 in all of our products because they are the top three fabrics
used in the Heritage Brands.

To support continued efforts to use
sustainable materials and meet this target,
we are working with teams internally anddesign partners to redefine materials use
across our product offerings.
•100% of the metal “Y-Zip” zippers we use
are made with recycled polyester yarn tape.
•75% of the cotton used by the Dress
Furnishings Group and 33% of Heritage Brands
Sportswear (IZOD and Van Heusen) was moresustainably sourced in 2019.
•12% of the polyester used by the Dress
Furnishings Group in 2019 was moresustainably sourced.

To reduce single-use plastics across ouroperations, we are focused on finding
alternative solutions for hangers, collar
stays, polybags, buttons and thread. Working
cross-functionally, we’re exploring alternative
solutions and materials for packaging
and trim.
•The Dress Furnishings Group has developed
a 50/50 recycled polyester bag using preconsumer polyester.*•Heritage Brands Sportswear (IZOD and
Van Heusen) has developed a 100% preconsumer recycled polybag.**•All Heritage Brands woven bottom products
now have zippers made from recycledplastic bottles.
*For all Indonesia production**For all Bangladesh production

WAT E R P R E S E R VAT I O N T H R O U G H O U R
P R O T E C T I N G L A K E H AWA S S A I N I T I AT I V E

COMMUNIT Y ENGAGEMENT AND
V O L U N T E E R I N I T I AT I V E S

Nearly 100% of the manufacturing done at the
Hawassa Industrial Park in Ethiopia is for our
Heritage Brands business. Our teams arecommitted to protecting the community and its
resources, with a focus on water stewardship.
The Protecting Lake Hawassa initiative—
launched in 2018 in partnership with
Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ)—addresses solid waste
management, afforestation and soil erosion
control, and community and stakeholder
engagement to protect the lake. With accessto safely managed water, sanitation andhygiene (WASH) becoming increasingly criticalamidst COVID-19, WASH plays a key role inhelping reduce risk of outbreaks and slow the
spread of coronavirus. To improve access to
WASH services, our teams supported NatuRes
and the Hawassa Water Supply and Sewerage
Service Enterprise (HWSSSE) in sourcing two
submersible water pumps and one surface
water pump.

100%

HELPED300k+

H AWA S S A R E S I D E N T S

begin receiving potable water in partnershipwith NatuRes and the Hawassa Water Supply
and Sewerage Service Enterprise.

TA R G E T E D PA R T I C I PAT I O Nfrom all Heritage Brands associates as
it relates to community involvement.

We are committed to engaging with ourcommunities by providing associates with
opportunities to participate in local
volunteer initiatives and charitable causes.
We’ve partnered with Coalition for theHomeless and Comprehensive Youth
Development, both New York City-basedorganizations, to provide a breadth of
unique engagements. Despite COVID-19
restrictions, Heritage Brands associates
have hosted virtual career panels andmock interviews with youth and adults
looking to re-enter the workforce. We aretargeting 100% participation from all
Heritage Brands associates as it relates
to community involvement.

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Zero
R E D U C E N E G AT I V E I M PA C T S T O Z E R O
To drive fashion forward, we cannot stop at simply reducing our negative impacts; we must work to eliminate them. Our ambition is for our products and business operations to generate
zero waste, zero carbon emissions and zero hazardous chemicals, and for our products to be circular.
PRIORITYTA R G E T

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APPROACH

N O TA B L E P R O G R E S SELIMINATE CARBON
EMISSIONS
Protect our global
climate by reducing
energy use and powering
our business throughrenewable sources.

Our offices, warehouses andstores will be powered by 100%
renewable electricity and we will
drive a 30% reduction in our supply
chain emissions.

2030

•A
 ddress climate change by lowering ourgreenhouse gas (GHG) footprint by cutting energy
consumption, increasing energy efficiency, driving
investment in renewables and procuring credible
carbon offsets.
•E valuate and mitigate risks to our business fromclimate change and consider the future footprintof our offices; assess omnichannel needs,
purposes of physical spaces across our businessand how best to support our distribution centers inoperating sustainably, particularly as we adapt to
the industry-wide shift toward e-commerce.
•D evelop and implement GHG reduction andclimate resiliency strategies for our owned
and operated facilities, and with our supply
chain stakeholders.
•P rioritize sourcing more sustainable raw materials
with a lower carbon footprint.

•R educed our Scope 1 and Scope 2 emissions 47%
from our 2017 baseline.
•4 3% of energy used in our offices, warehouses andstores was derived from renewable sources in 2020;
an increase of 15% from last year. Our mid-2020
install of solar panels in our Venlo distribution center
will show an increase in measurable benefits for the2021 reporting year.*•C ontinued to collaborate with our industry peers
to reduce Scope 3 emissions across our supply
chain, through our involvement in the Fashion
Pact, UN Fashion Charter, and investments in mill
improvement programs through the Sustainable
Apparel Coalition’s (SAC) Apparel Impact
Institute (Aii).
•D riven by data gathered through Higg Facility
Environmental Module (FEM), we’ve continued to
explore innovations and technology solutions toimprove processes across our supply chain. We
learned that 35 of our facilities account for 75%
of overall energy consumption and 70% of overall
GHG emissions—with 6% still using coal in theiroperations. These insights equipped our teams
to make recommendations for improvements inpartnership with SAC’s Aii.
•S igned onto several climate policy advocacy initiatives
in 2020 including: “We Are Still In” statement,“Uniting Business and Governments to Recover
Better” statement, LEAD on CLIMATE 2020, andEU Green Recovery Call to Action Letter.
• J oined the UNGC’s Businesses Ambition for
1.5 degrees commitment.

Note:
*O
 ur 2020 emissions reflect that, despite the impacts of COVID-19, many of our owned and operated facilities saw a smaller than anticipated reduction in energy usage. This is attributed to continued in-office and in-store energy use. Going forward, we look to implement additional energy saving solutions (lighting sensors/timers, energy management systems)with these findings in mind.

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N O TA B L E P R O G R E S S

END WASTE
Divert the waste we sendto landfill through solutions
in our owned and operated
facilities and continually
drive sustainable
packaging decisions.

All PVH offices, distribution centersand stores will achieve zero waste andeliminate single-use plastics.

2030• T est and apply alternative options for packaging
materials generating damage to our environment,
starting with plastic polybags given the rise in
e-commerce.
•D ivert waste from stores, distribution centersand offices by establishing and tracking against
baselines and setting standards to embed
into PVH’s general facility management andprocurement practices.
•E ducate and enable associate behavior change,
particularly related to reuse and recycling.

•R esponding to the increase in e-commerce andthe temporary closure of many stores and offices
throughout the pandemic, we focused on reducing ourplastic waste, and partnered with Fashion for Good
for a pilot to recycle collected polybags into polybags
made with 80% post-consumer recycled content.
We also committed to ending our use of single-use
plastics through the Fashion Pact.
•W e’re continually assessing the environmental
demands of our on-product packaging across all
PVH businesses and exploring alternatives andtechnological innovations as solutions are introduced
to the market.
•M ade a formal commitment to Canopy’s CanopyStyleand Pack4Good initiatives, which address both our
wood-based materials in the supply chain and paper
and packaging use, with an added focus on materials
that can negatively contribute to the clearing of forests
throughout our value chain. It includes a commitment
to eliminate Ancient and Endangered Forests fiber fromour viscose fabrics by the end of 2021.

ELIMINATE HAZARDOUS
CHEMICALS &MICROFIBERS
Eliminate water pollution
from our wet processors,
recognizing that water
is essential to thelivelihoods and sanitationneeds of those in thecommunities in which
we work and live.

Water leaving our wet processors will
have zero hazardous chemicals andbe filtered for harmful microfibers.

2025• Commit to using safer substances in the materials
and processes required to manufacture our
products and protect our consumers, workers,
sourcing communities and the natural environment.
•U tilize standardized industry tools to contribute toenabling efficient removal of hazardous chemicals
from our supply chain.
•D rive effective chemical management practices
across the product life cycle: managing inputs
and outputs, and innovating chemistries.

•5 6% of our wet processing facilities that havesubmitted verified Higg FEM data (in 2019) havefully achieved a Level 2 score in the wastewater
module, demonstrating that they are tracking thequality of their wastewater allowing them to set clear
improvement targets in order to report against industry
wastewater standards.
•A mong our wet processing suppliers that submit
verified Higg FEM data, 93% have fully achieved
the requirements of the water module. They haveestablished a water usage baseline, are tracking
their ongoing water use, and they are setting targets
to manage and improve water usage based on
industry standards.
•O nly 27% of facilities ‘fully’ or ‘mostly’ achieved aLevel 2 score in the chemicals module. We are using
this data to inform program recommendations to drive
further progress in our supplier facilities, including a
2021 focus on chemical inventories.

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N O TA B L E P R O G R E S SINNOVATE FOR
CIRCULARITY
Foster and harness
innovation to design andmanufacture productsthat eliminate productand production waste.

Three of our most commonly purchased
products will be completely circular,
including the full traceability of key
raw materials.

2025

•W
 ork toward circularity based on a four-part
definition informed by the Ellen MacArthur
Foundation:- Design products with safe and renewablematerials;- Make products that are “made to bemade again”;- Use new business models to extend the useof clothing, and capture rental and resalemarket share;- Implement traceability mechanisms andsystems.
• Instill a circular mindset across PVH in productdesign, development and (re)distribution throughguidelines, training, measurement tools andsystems integration.
•B y incentivizing and collaborating with supply
chain partners, innovators and other actors—
and leveraging precompetitive cross-industry
collaboration where possible—we’re testing,investing in and applying new technologies,
materials and business models to enablecircularity across our value chain. This is
supported by our digital acceleration efforts
which enable more efficient design production
and traceability, critical to producing circular
products.

•H elped drive Fashion for Good’s Full Circle Textiles
project to explore the scaling of textile-to-textile
chemical recycling technology to break down old
garments and make them new.
•P artnered with Fashion for Good for a pilot to recycle
collected polybags into polybags made with 80%
post-consumer recycled content.
•W orked across our brand portfolio to create circular
product road maps with complementary trainings.
• T ommy Hilfiger launched the first circular businessmodel across our brand portfolio, Tommy for Life,in The Netherlands. The model takes back items
from consumers as well as damaged pieces fromour stores or online operations, then cleans, repairs
and resells them, keeping products in use longer.
Through Tommy for Life, we’ve diverted 36,429 kgof textile waste in The Netherlands to date. An
expansion of the program is planned for 2021, withlearnings from the program informing the developmentof circular business models across our organization.
•R eleased updated Global Sustainable Materials andPackaging guidelines and facilitated an accompanying
webinar to further educate more than 200 associates
in eight regions and office locations.
• We continue to drive change through circular innovation,
as demonstrated by Tommy Hilfiger and Ellen MacArthur
Foundation’s (EMF) Jeans Redesign Collection, createdwith circular design principles like detachable buttons
and the replacement of metal rivets.

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100%
I N C R E A S E P O S I T I V E I M PAC T S T O 1 0 0 %Fashion has the power to be a positive force in the world. So when we identify areas where we can make a positive impact for our people and planet, we won’t stop halfway. Our ambition isfor 100% of our products and packaging to be ethically and sustainably sourced, and for 100% of our suppliers to respect human rights and be good employers.*
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N O TA B L E P R O G R E S S

SOURCE ETHICALLY
Expand the applicationof our social andenvironmental standards
to the manufacturingof all products andmaterials.

100% of PVH suppliers will meetor exceed all of our social andenvironmental standards.

2030

•D
 rive the adoption of industry tools acrosssocial and environmental assessments to create
a level playing field and provide standardized
measurements and data.
•E nable supplier improvements to social andenvironmental practices and programs.
•E xpand the scope and scale of our programsand encourage adoption by more—and varied—suppliers.
•E quip our suppliers with tools to identify
opportunities for improvement, implement andsustain these improvements, and track andreport progress.

•9 5% of suppliers scored a yellow rating or higher(meeting or exceeding our expectations) on oursocial assessment.
•P hased out the PVH proprietary social assessment
tool for 250+ facilities and adopted the Social andLabor Convergence Program (SLCP) assessment.
SLCP is an industry-wide data collection tool thataims to create an efficient and sustainable solution
for social audits and PVH will be aiming to adopt
SLCP for all applicable suppliers by the end of 2022.
•5
 89 facilities have completed the SAC Higg FEM selfassessment and approximately 475 had this data
verified. Analysis of this data enables our teams toengage facilities on Performance Improvement Plans
to ensure sustainable solutions are implemented tominimize the environmental impacts of manufacturing
and drive progress toward our Forward Fashion goals.

AMPLIFY WORKER
VOICES
Improve working
environments throughworker engagement andrepresentation.

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

2025

•P
 rovide our suppliers with training and advisory
services to establish workplace committees,
thereby enabling them to more independently
manage and improve working conditions throughworker engagement and representation rather
than relying on audit results alone.
•C ommit to improving factory working conditions
by promoting worker engagement andrepresentation, primarily through our Workplace
Cooperation Program in partnership with Better
Work, which focuses on cooperation andcommunication between workers and managers.

•1
 31 factories are currently involved in PVH’s
Workplace Cooperation Program or Better Work’s
Advisory Services to strengthen worker management
committees, representing 38% of total applicablefacilities. We continue to increase the number of key
suppliers reached by the program.

Note:* At PVH we define “good employers” as those who do not violate the human rights standards included in our Code of Conduct, and go beyond these requirements to provide a working environment consistent with our Forward Fashion targets.

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N O TA B L E P R O G R E S SPROMOTE SAFEWORKPLACES
Ensure safe and healthy
workplaces for all workers
in our supply chain.

100% of our suppliers will promoteand maintain safe and healthy work
environments.

2025

•U
 se data to inform a risk-based approach toaddress workplace safety risks in our supply chain.
• Leverage multi-stakeholder partnerships toassess and improve workplace safety at anindustry level, focusing on those countries withthe highest safety risks.

• 8 8% (74 out of 84 factories) of in-scope* PVH
factories have completed all Bangladesh Accord(Bangladesh Accord) health and safety training
sessions under the training protocol used prior to 2020.
• T hrough the Accord on Fire and Building Safety in
Bangladesh, we remediated 97% of initial safetyissues found at factories.
• To equip our partners with the tools needed tomaintain a safe and healthy workplace, we issued
Guidelines for a Healthy Work Environment andAddressing the COVID-19 Crisis to our supply chain
business partners—based on World HealthOrganization (WHO) and other internationalguidelines—and provided specific COVID-19 suppliertraining addressing health and safety considerations.

ADVANCE LIVINGWAGES
Create conditions fornational living wage
agreements throughindustry-wide collective
bargaining linked to ourpurchasing practices.

100% of our key suppliers in key
production countries proactively
support industry-wide collective
bargaining to achieve living wages.**

Two countries
by 2025 andfour by 2030•U nderstand the compensation and payment
systems of all suppliers by conducting factoryassessments and providing advisory services.
•E mbed “global purchasing practices
commitments” across our company to bettersupport our suppliers’ ability to pay workers
the agreed upon living wage in their respective
countries, including:- Negotiated wages as itemized costs inpurchasing prices;- Fair terms of payment;- Better planning and forecasting;- Training global associates on responsible
sourcing and buying; and- Responsible exit strategies.
•W ork alongside other global brand owners andIndustriALL, a global union federation, to create
conditions that support industry-wide collective
bargaining agreements at a national level toestablish living wages.

•E xpanded our disclosure of wage data by increasing
the number of in-scope sourcing countries fromsix to nine, with this year’s inclusion of Cambodia,
Indonesia and Tunisia (moving from 75% to 86% of
PVH’s global FOB***). The complete list of in-scope
sourcing countries for which PVH is disclosing wage
data can be found in the Performance Summary.
•C o-created and endorsed the ILO’s Call to Action
to mobilize emergency relief funds to protect
garment workers’ income and employment throughthe COVID-19 crisis and worked with national
governments, international organizations and labor
partners to establish social protection systems into
the future.
•P rovided suppliers with continued access to PVH’s
post-shipment financing program to ensure suppliers
have the ability to ship goods and access funds to
pay their workers ahead of receiving our payment.

Note:*In-scope is defined by factories located outside of export processing zones; all but two Bangladeshi vendors were trained.
**The countries included in our living wage target align directly with countries where our partner ACT is active, and are relevant sourcing countries for PVH. For more information about our Living Wage strategy, including our strategic approach and our ACT partnership, click here.
***PVH defines Freight on Board (FOB) as the total cost of the garments we manufacture in each of our in-scope countries.

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N O TA B L E P R O G R E S SRECRUIT ETHICALLY
Partner with our suppliers
to ensure ethicalrecruitment practices
for migrant workers.

100% of migrant workers at our Level
1 and key Level 2 suppliers will not
pay recruitment fees.

2025

•P
 artner with industry initiatives and internationalorganizations to engage suppliers in jurisdictions
with high-risk migrant labor practices to ensuremigrant workers are recruited ethically, live insafe and healthy conditions, and are integrated
into the workforce.
• T rain our suppliers to establish procedures toeffectively identify and remediate recruitment
fees issues and enact management systems
to prevent the charge of recruitment fees when
migrant workers are initially recruitedfor employment.

• T rained suppliers in 12 high-risk jurisdictions on
ethical recruitment including an overview of forcedlabor (including document retention, freedom of
movement, pregnancy testing, etc.), steps required
to avoid these issues, and a deep dive into tools toprevent migrant workers from paying recruitment fees
and how to remediate fees if such issues are found.
• T o enable ongoing education on best practices, 100%of direct suppliers in high-risk jurisdictions have also
completed forced labor training on the Responsible
Labor Initiative’s E-learning platform. All new suppliersin high-risk jurisdictions will be required to complete
such training as part of the onboarding process.

REGENERATEMATERIALS
Transition key product andpackaging materials tosustainable alternatives,and support regenerative
agriculture practices,while protecting
animal welfare.

Sustainably source 100% of PVH’s
cotton, viscose and polyester.

Cotton andviscoseby 2025,
polyester by2030•S ource raw materials with increasing prioritizationof environmental and social considerations.
•P ursue a variety of sustainable cotton sources,
including organic, recycled, and Better Cotton,
as well as testing and developing road maps tobegin to source regenerative and new innovative
forms of cotton.
• Pursue our sustainable polyester target by scaling
the procurement of recycled fibers or identifying
bio-based alternatives.
•P romote forest protection by eliminating the
procurement of viscose from Ancient andEndangered forests and exploring bio-basedalternative fibers.

• Increased use of more sustainable cotton from
37% to 47% between 2018 and 2019.
• Increased use of more sustainable viscose from
4% to 9% between 2018 and 2019.
•E xpanded our Animal Welfare Policy to include a fullban of exotic skins.

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1M+
I M P R OV E T H E 1 M + L I V E S AC R O S S O U R VA L U E C H A I N
At PVH, we honor the fundamental role our collective workforce has in the success of our business and we are committed to continually improving the lives of our associates andsupply chain workers, and those of their families and communities. Our ambition is for our business to improve the over 1 million lives across our value chain, focusing on educationand opportunities for women and children, ensuring access to clean water for all, and continuing to champion inclusion and diversity so everyone can achieve their full potential.
PRIORITYTA R G E T

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N O TA B L E P R O G R E S SEMPOWER WOMEN
Remove barriers toadvancement and create
pathways to opportunityand choice for women in
our supply chain.

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

2030• F ocus on partnering with our strategic suppliers
to embed women’s empowerment as part of their
human resources strategy.
•P artner with peer companies and multistakeholder initiatives to harmonize industry
approaches and ensure that female garment
workers can access empowerment and skillbuilding programs.
•E xpand women’s empowerment programs tostrategic supply chain communities to increase
access to economic opportunities.

• In 2020, 3,078 women enrolled in PVH Empower
Women programs, including 2,428 women enrolled
in factory programs and 650 women enrolled incommunity programs. In total, 6,586 women haveenrolled in PVH Empower Women programs.
• J oined peer companies and supply chain partners(vendors) in making a commitment under the UN
Foundation Private Sector Action for Women’s Health& Empowerment, providing an opportunity for us towork with a key stakeholder to address a broader
range of women’s needs through services and create
pathways to opportunities for our female supply chain
workers, their families and communities.

PROVIDE ACCESSTO WATER
Ensure access to cleanwater for communities inour key basins throughcollaborative action.

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

2025

•E
 nable access to clean water through locallyrooted, cross-stakeholder collective action
projects in strategic water-stressed sourcing
communities for PVH.
• L everage the expertise of non-profit experts,
WWF and GIZ’s International Water Stewardship
Programme, and engage peers to drive scaled
impact of programs to preserve and restore local
water resources.

•M aintained our CDP water score and Leadership Bandstatus, with a 2020 score of A-.
•C ontinued to make progress to achieve our collective
goals through our water stewardship efforts with theWorld Wildlife Fund (WWF), with projects in Ethiopia’s
Lake Hawassa, China’s Taihu Basin, Vietnam’s
Mekong Delta, Turkey’s Büyük Menderes Basin andIndia’s Noyyal Bhavani Basin. In response to theimpacts of COVID-19, our teams have pivoted tosupport projects providing access to healthy and safe
water, adequate sanitation, and improved hygiene(WASH) in order to prevent the spread of coronavirus.

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N O TA B L E P R O G R E S SEDUCATE THE FUTURE
Support the needs ofwomen and children
around the world bycreating safe spaces,
improving access to
education and enhancing
quality of life.

Reach 135,000 individuals worldwide
through early education and childcare
services, teacher training, parenting
resources and training, and youth
employability training services.

2023• T hrough our partnership with Save the Children
and others, invest in programs that ensure that
education is accessible to everyone, especiallythose in underserved or vulnerable communities.
• Invest in early intervention programs that are
crucial for children to have the opportunity toreach their fullest potential in school and beyond.
• Invest in continuing education for teens andyoung adults, ensuring that at-risk youth have thenecessary skills to achieve employment.

•R eached an additional 29,368 children, parents,
and teachers through early education and childcare
services, teacher training, parenting resources andtraining, and youth employability training services in
2020.
•A ctivities were adjusted due to COVID-19 so that we
could come as close as possible to achieving ourgoals while keeping children and families, factory
workers and staff safe.

DEVELOP TALENT
Develop a talented andskilled workforce that
embodies PVH’s values
and an entrepreneurial
spirit while empowering
associates to design
their future.

Expand professional skills
development and digital literacy
programs through PVH University toreach all 33,000+ PVH associates
globally.

2023•E mpower associates across the company todesign their futures and build core competencies
by delivering engaging and impactful learning
content through PVH University (PVH U).
•P VH U supports PVH’s global priorities by:
1. Developing leaders,
2. Preparing the workforce of the future, and3. Creating a strong associate experience.
•P VH U programs include Academies for
Leadership, Digital, Supply, Logistics, HR,
Systems & Applications, Formal Development
Programs for Leaders, Professional Skills
Certificate Programs, and a Leaders as Teachers
program in which PVH associates instruct on
topics in their area of expertise. All leveragein-person and virtual classes, digital learning,
and tools for application.

•W ith the accelerated rollout of our PVH U global
learning platform, we were able to move from 40%
of our goal in 2019 to 70% of our goal in 2020.
Approximately 37% of associates who have accessto the PVH U platform completed six or more courses
in 2020.
• In 2020 70% of all corporate (non-retail) associatescompleted at least one non-mandatory course, and
8% of retail associates in China and North America
completed at least one non-mandatory course.** Our global learning platform is set to expand to our European retail associates in early 2022. Therefore, at the time of publication, data surrounding the education of our PVH Europe retail associates is unavailable.

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FOSTER INCLUSION& DIVERSITY
Create an environment
where every individualis valued.

Expand unconscious bias training to
all 33,000+ PVH associates globallyand achieve gender parity
in leadership positions.

Training by
2023 andgender parity
in leadershipby 2030•C ultivate inclusion, equity and diversity for
all in our workplace, marketplace and ourcommunities.
• F ocus Inclusion & Diversity (I&D) efforts acrossthree pillars: workplace, marketplace andcommunity. These three pillars drive our I&D
initiatives across PVH to grow the businessand to drive fashion forward—for good. At thefoundation of the pillars are the following support
systems: leadership support and engagement,
governance, strategic partnerships, metrics andanalytics, business resource groups (BRGs),
communications, and education and awareness.

• In 2020, approximately 3,266 associates completed
Unconscious Bias training through comprehensive
programs including 1,703 who received an I&D
Champion Digital Badge.
•W orking with PVH Corp.’s Global Inclusion & Diversity
Council, we rolled out nine global commitments thatspan the framework of our strategic I&D pillars todeliver the greatest impact for our associates, ourconsumers, and our communities. These goals areglobal, reflecting our rich, regional diversity; although
in select circumstances, they will be specific to acertain region. As we reach each of these milestones,
we will identify new commitments to guide us forward.

Click to view our Nine Inclusion &Diversity Commitments

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

O U R S TO RI E S

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2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

R E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

Response
to COVID-19|

In 2020, COVID-19 affected every aspect of our organization, requiring us to assess
and adapt several of our plans and business practices and, at times, make difficult
decisions to balance interests and needs. Yet, despite these challenges, we remainedtrue to our values and firmly committed to responsible business practices, taking
action to support our associates, our suppliers and supply chain workers, our planet,
and the communities in which we live and operate.

F E AT U R E S T O R Y

B U I L D I N G B AC K B E T T E R T H R O U G H
G L O B A L C O L L A B O R AT I O N$2M+
donated to COVID-19
relief efforts

2M+

PPE units provided to theMontefiore Health System

S U P P O R T I N G O N -T H E - G R O U N DRECOVERY EFFORTS
To support those who continued to work on the front lines
throughout the year, as well as those in need across our
supply chain, The PVH Foundation donated more than
$2 million toward COVID-19 relief efforts. The grants
were primarily used to support frontline medical workers,
address food insecurity in our local communities andassist with a host of supply chain and industry relief
efforts­—in collaboration with organizations chosen by
associates on the ground. In addition to monetarycontributions, we shipped more than 2 million units of
Personal Protective Equipment (PPE)—including isolation
gowns, masks and face shields—to the Montefiore Health
System in New York to help protect healthcare workers
early in the pandemic.

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A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

CHAIN IACMP T

SUPPLYADDRESSING IMPACTS ACROSS OUR SUPPLY CHAIN
Addressing the impacts of COVID-19 across our supply chain required crossindustry collaboration and partnerships with our suppliers as well as
partners, governments and worker representatives.
Together, we focused on finding solutions for workers’
immediate needs as well as contributing to longREAD: PVH Corp. Statement onterm efforts to strengthen social protections in key
COVID-19 Supply Chain Impact
garment exporting countries.
We helped create and endorsed the ILO Call to Action, which is now
supported by over 120 organizations from peer brands to global tradeunions. The group focused on three priority areas: (i) Protecting garment
workers’ income, health, and employment; (ii) helping ensure thatpurchasing practice commitments were made to pay for all finished andwork-in-progress goods and (iii) establishing long-term, sustainable systemsof social protection as we move toward recovery. Collectively, the initiative
helped provide $4.9 million in worker wage support in Ethiopia and €115
million ($136 million) disbursed to workers in Bangladesh. As we emerge
from COVID-19, the ILO Call to Action will seek to work with governments
and key stakeholders to ensure these social protections, such as
unemployment insurances, are established in priority countries.

ALTH
HE

This global crisis has underscored the importance of responsible businesspractices and the benefits of investing in strategic supply chain partnerships.
Now, as the industry regains momentum, continual embedding of thesepractices across operations, in sourcing decisions and the planned
incorporation of compliance cost will prove critical to ensure that we arebuilding a more just and resilient global apparel supply chain.

P R I O R I T I Z I N G C L I M AT E AC T I O N I N
C O V I D -1 9 R E C O V E R Y
The awareness and urgency to learn from the pandemic and work together
to tackle the climate crisis has never been greater. Throughout 2020, we
have continued to engage with our suppliers and invest in crucial energy
efficiency programming to drive environmental improvements as we work
towards our Forward Fashion goals. Alongside other global business leaders,
we are committed to leveraging our voice and influence to inform policychanges and drive action as we build back better. For instance, we signed
the United Nations Global Compact “Statement from business leaders forrenewed global cooperation,” advocating for multilateral partnerships toactively tackle the global climate crisis and address social inequality andracial injustice. The commitment serves as a pledge to partner with the UN,
government, civil society and each other to create an enabling environmentthat serves the interest of people and planet, prosperity and purpose, throughinternational cooperation and partnership—needed now more than ever.
We also signed RE100’s Letter to EU policymakers in 2020, joining morethan 50 major companies to call for corporate renewables to be built into
the EU’s COVID-19 economic stimulus package. The letter, signed by manyof Europe’s largest energy buyers and suppliers,
ADVO
TE
addressed the EU Green Deal’s 2050 climate targets
READ: More on our climate
and called for further detail and expansion to drive
actions and advocacy
toward a goal of climate neutrality.
CACY

ENVIR

M E NTONY

Our workers’ health and safety remain a priority for PVH. At the outset of thecrisis, we issued Guidelines for a Healthy Work Environment and Addressing
the COVID-19 Crisis—based on World Health Organization (WHO) and otherinternational guidelines—to our supply chain business partners and provided
COVID-19 supplier training addressing health and safety considerations. A key
part of our ongoing factory assessment process—which all suppliers must
undergo—is focused on health and safety. Through our established issuesmanagement process, we have a team that works with suppliers on risk
mitigation and monitoring, addressing and resolving any reported issues—
including receipt of wages, benefits and legally
mandated severance payments by workers, factory
READ: CR Guidelines for aclosures, and health impacts of the pandemic on
Healthy Work Environment
vulnerable worker populations.

|

CLIMA

INTRODUCTION

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A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

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SOCIA
AS

TES

O UR

P R O T E C T I N G T H E H E A LT H A N D S A F E T Y O FO U R A S S O C I AT E S
Our associates remain at the center of our recovery efforts, and teams
throughout our organization regularly evaluated our policies and procedures
to best support individuals wherever they were working around the globe.
Our people are our greatest asset and, like many of our peers, we had difficult
conversations and faced tough decisions in our efforts to navigate the
COVID-19 crisis effectively and protect those whose hard work and dedication
drive us. We implemented a Global Employee Assistance Program (EAP) tosupport associates directly impacted by the pandemic, covered the private
healthcare contributions of team members in the U.S., Canada and Brazil,
and provided COVID-19 testing at no cost to all associates. We also provided
access to telemedicine services and free flu shots to associates who did nothave coverage under our benefit plans. To provide
financial support to associates diagnosed with
READ: About our work to
COVID-19 and suffering financial hardship as a result,
support associates during 2020
we expanded the reach of our Associate Relief Fund.

A DA P T I N G T O N E W WAY S O F W O R K I N G
Guided by the needs of our associates, we developed new virtual work
guidelines and implemented our Flexible Workplace Program, allowing teams
to flex their day-to-day schedules to accommodate a new normal. Our weekly
benefits digital newsletter kept associates up-to-date as we expanded andadjusted to provide as much ongoing support as possible, including gifting a
two-year membership to Headspace—a virtual mental health and wellness
platform—to encourage individual well-being. As we look toward an eventual
transition back to our offices, we recognize that accountability from ourleadership and our associates is key to ensuring a safe environment for ourteams. To support this, we have partnered with PVH University to develop
training on new COVID-safe policies and protocols to protect our teams as
they return to the workplace gradually.
In line with PVH COVID-safe protocols, a number of associates worked from our offices for business-critical tasks.

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INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

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D I V E R T I N G WA S T E F R O M L A N D F I L L

Our in-store associates adapted in accordance with health guidelines to ensure a safe environment for our teams and consumers.

E N S U R I N G C O V I D -1 9 S A F E T Y T H R O U G H
IN - STORE AND ONLINE EXPERIENCES
The health and safety of our retail and warehouse associates and ourconsumers remained at the forefront of our planning. We followed healthand safety guidelines issued by medical and health agencies, as well as
governmental orders, while considering local COVID-19 rate trends, worker
readiness and training, and the availability of protective and cleaning
equipment and supplies. Stores generally were operated at reduced hours
and occupancy levels, and we adapted the retail experiences, as well as
expanded our digital commerce capabilities, to provide consumers with
options for safe shopping.

While COVID-19 accelerated many sustainability efforts across our industry,it also led to some intensified environmental impacts. In the face of shifting
consumer demands and a marked decrease in in-store traffic, management ofexcess materials and product—a major sustainability roadblock in our
industry—was forcefully brought to the forefront. To address this issue, we
updated our Waste Disposal Standard Operating Procedures, warehoused
materials and product for future seasons, and collaborated with our partners
at Fashion for Good and Plug and Play to identify alternative uses. While thiswork was initially started to address an immediate challenge, early successhas helped inform a future roadmap for ongoing education and innovation on
product design and reuse. These principles support our circularity goals andare unlocking sustainable and efficient business opportunities to reimagine
material and product waste across our brands.

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A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

Inclusion & Diversity

32|

F E AT U R E S T O R Y

AC C E L E R AT I N G O U R G L O B A L
I & D S T R AT E GY A N D R E S P O N D I N G
TO S O C I A L I N J US T I C E
We have accelerated our global Inclusion andDiversity (I&D) strategy by partnering withassociates and peers on the best course ofaction to foster an industry of inclusion,
belonging and equity for all. Our I&D work is an
ongoing evolution that requires a commitment
from all of us. The global pandemic and thesocial justice movement heightened ourawareness and the need to accelerate ourprogress. We recognize this is a pivotal moment
where we must focus on creating meaningful andsustainable change that impacts not only PVH
but our industry at large. As part of our journey,
we continue to be transparent and share ourprogress along the way.
We are dedicated to cultivating an environment
where every individual is valued, and every voice
is heard. In our efforts to foster a workplaceculture where all associates feel empowered tobe themselves and can count on us to provide
opportunities for advancement and growth, weare guided by our values—Integrity, Individuality,
Accountability, Passion, and Partnership. Overthe past year, we identified areas of greatest
impact where we live and work, aligning themto the three pillars of our I&D strategy: theworkplace, our marketplace and our communities.
We also elevated our Global I&D Council, chairedby PVH CEO Stefan Larsson, to hold ourselves
accountable to be both global in scope andtransparent in our progress. Accordingly, theCouncil is responsible for:•O
 wning and overseeing the global I&D strategy.
•S etting the strategic direction for the PVH I&Dteam and guidance for regional councils.
•E nsuring I&D focus areas are aligned with,and embedded in, PVH business strategy.
•C hampioning I&D initiatives across PVH.
We appointed Lance LaVergne to the new roleof Chief Diversity Officer and SVP of Global TalentAcquisition and Associate Experience in August2020. He is responsible for leading thedevelopment and implementation of an
integrated global I&D strategy for PVH. Under his
leadership, we established nine commitmentsthat span the framework of our strategic I&D
pillars to deliver the inclusive future we arechampioning. Ranging from inclusive representation
to awareness and access, these goals are largely
global, reflecting our rich, regional diversity.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

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OUR INCLUSION AND DIVERSIT Y COMMITMENTS
At PVH, we believe in doing what’s right for our
associates, our consumers and our communities
at large, including being proactive and vocal in
our calls for racial justice and equity. As a leader
in the fashion industry, we believe that our voice
can be a huge influence in bringing awareness toopportunities and finding solutions with ourpeers to create equity for all. In 2020, we also
expanded our partnership with the Council of
Fashion Designers of America to co-author theState of Diversity, Equity & Inclusion in Fashion
report, a definitive work of research that delves
deeper into the barriers to greater inclusion anddiversity in the fashion industry and identifies
tangible actions industry participants canundertake to be more representative andequitable in their workforce, talent pipeline
and consumer base.
We know we still have work to do and are
dedicated to establishing tools and resources topower the initiatives and efforts needed to meetthese goals. Members of our Global Inclusion &Diversity Council serve as the executive sponsorsof each of our nine commitments. As we reacheach milestone, we will evolve them into newcommitments to continue to push us forward.

W O R K P L AC E
Inclusive Representation:
1. Achieve gender parity globally in all leadership positions at the SVPlevel and above by 2026.

This practice will start in the U.S., with the intention of expanding it asbroadly as possible globally, and we will focus on those associate levels
that provide the greatest opportunities to enhance representation.
Retention and Development:

2. Increase total BIPOC representation at SVP level and above by 50%
and double Black and Hispanic/Latinx representation at Director and
VP levels in the U.S. by 2026.

4. E
 stablish and implement formal mentoring programs, resources andtools globally for women, racially/ethnically diverse and other
underrepresented groups by 2021 YE.

Our goal is for PVH associates to reflect the diversity of our consumers
in communities around the world where we live and work, and to create
opportunities for women and underrepresented populations, including
BIPOC, LGBTQIA+ and individuals with diverse abilities. In someegions there are data privacy laws that govern the use of associate
information, so we will begin our efforts by addressing gender
representation globally and racial and ethnic representation in the U.S.

Active mentorship positively affects retention and development, andunderrepresented groups have not always had the same access toeffective mentorship. This year we will establish and deploy formal
global mentoring programs and guidance for women andunderrepresented associate populations in their respective regions.
Culture of Inclusivity:
5. D eliver unconscious bias training globally to all PVH associates by 2022.

These representation commitments are aspirational in nature and are
based on the representation of qualified candidates in our talentpipelines, both internal and external.
Diverse Candidate Slate:
3. Implement a diverse candidate slate requirement for all Director level andabove roles in the U.S. by 2021 YE, then expand globally where we can.
Who we hire, and how we hire them, has a significant impact on diversity
at PVH. To ensure that we are considering the best and most talented
people available, we will aim to have 50% of all candidates interviewed at
the Director level and above represent at least one dimension of diversity
such as gender, BIPOC, LGBTQIA+ or diverse abilities.

Everyone at PVH—associates, managers and leaders—must understandtheir role in establishing and maintaining an inclusive work environment
in order to effect organizational change.
Unconscious bias training programs teach greater self-awareness toaddress and manage hidden biases and reduce their negative effects on
workplace decisions and diversity and inclusion efforts. This mandatory
program is already underway in Europe and will be deployed in phases
throughout Asia and the Americas this year to reach all PVH associates
around the world as part of our overall I&D learning curriculum.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T|“T H E IN CL U SION AN D
DIV E RSIT Y CHA L L E N G E S
IN TH E FA S H ION IN D U S TRY
ARE RE A L .
WE HAVE WORK TO DO AT

Accountability:
6. E stablish and implement an I&D leadership goal for annual
performance review process for people managers globally by 2022.
Going forward, all people managers will have a specific I&D objective aspart of their annual performance review process. This measure will holdour leaders accountable on actively driving our stated I&D commitments
to fairness, equity and inclusion.

M A R K E T P L AC E
Marketing and Advertising Review:
7. E stablish quarterly global review of all company and brand marketing
and advertising materials and experiences to ensure diverse
representation by 2021.
It is important that our stores, showrooms and online venues deliver
exceptional experiences that resonate with the unique needs andperspectives of our diverse consumers. To ensure these elements andmaterials reflect the wide range of consumer diversity, we will establish
a cross-brand and business review board and implement a formal
quarterly review process of our consumer-facing product, marketing,experiences and touchpoints.
Supplier Diversity Program:
8. E
 stablish a formal corporate supplier diversity program in the U.S. andother applicable regions by 2022.
At PVH, we have made great strides in advancing human rights acrossthe apparel supply chain, and we seek to extend this work and address
issues of equity and inclusion with the indirect procurement of goods
and services in the U.S. and other applicable regions. To achieve this,we will establish a formal supplier diversity program to track, monitor
and expand our engagement and spend with a focus on minority/BIPOC
and women-owned businesses.

34

Guy Vickers, President of the PVH Foundation, stands with associates at the Martin Luther King Jr.
Memorial in Washington D.C.

COMMUNIT Y
Awareness and Access:9. Invest $10 million globally over the next four years to amplify
awareness and access to opportunities in the fashion industry.
A significant barrier to greater inclusion and diversity, particularly in the
fashion industry, is that underserved or underrepresented communities
lack awareness of, and access to, opportunities in the industry. We aim
to leverage the power of PVH and our platform to address those issues
by committing a total of $10 million over the next four years to support
organizations, programs and initiatives that engage those communities
and create greater pathways to opportunities in the fashion industry.

PVH, AND TOGETHER W I T H
O U R L A RG E R I N D US T RY,
W E H AV E A COLLECTIV E
RES P ONSIBILIT Y TO LE A N
IN AND DRIVE REAL IMPACT.
THIS IS AS IMPORTANT AS ANY
BUSINESS STR ATEGY AND
SPE AKS MORE BROADLY TO
W HO W E A RE AS HUM A N
BEINGS A ND THE IM PACT W E
CA N H AVE ON SO CIE T Y.”
Stefan Larsson, PVH CEOINTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T|

HIGHLIGHTSF O S T E R I N G AC C O U N TA B I L I T Y A N D
AC T I O N W I T H B E B R A AV E I N I T I AT I V E
We launched our global Be BRAAVE initiative in June 2020 to support
the Black community and to advance our ongoing efforts towards
racial justice and equality. As part of the three-pronged commitment
focused on listening, learning and action, we ran our first-ever global
giving campaign supporting non-profit organizations focused on racial
justice and equality, and hosted Associate Listening Sessions from
August to October 2020 to provide a safe space for Black associates
to share their experiences and discuss opportunities for advancement.

A M P L I F Y I N G I N C L U S I V I T Y AC R O S S
T H E A P PA R E L I N D U S T RY
Alongside our Calvin Klein and Tommy Hilfiger businesses, we becamea founding signatory of the Black in Fashion Council Pledge to support
the advancement of Black individuals in fashion and beauty companies.
In line with these efforts, Tommy Hilfiger launched the People’s Place
Program, a three-pillared platform that will seek to advance therepresentation of Black, indigenous and people of color within the
fashion and creative industries.

C U LT I VAT I N G G L O B A L
INCLUSION & DIVERSIT Y
C O N V E R S AT I O N S

REINFORCING OURCOMMITMENT TO GENDER
E Q UA L I T Y W I T H U N G C

We relaunched our Inclusion & Diversity “Let’s Talk”
speaker events globally to give associates accessto internal leaders and external speakers discussing
integral I&D topics including intersectionality, racial
injustice, gender parity and more. These events
support our efforts to become a better-educated andprogressively unbiased organization.

To promote gender parity, we joined the UN Global
Compact’s Target Gender Equality initiative to advancegender parity across PVH, our branded businesses,
and our industry. Additionally, we signed the Paradigm
for Parity pledge, joining a coalition of business leaders
dedicated to addressing the corporate leadershipgender gap.

I N C R E A S E D R E P R E S E N TAT I O N
THROUGH BUSINESS RESOURCEG R O U P E X PA N S I O N

PROGRESS TOWARD
GLOBAL U N C O N S C I O U SBIAS TRAINING

We expanded our BRGs to create more opportunity for
representation at all levels of the organization with new
chapters in Asia, Europe and Australia for our LGBTQIA+,
women and BIPOC associates and their allies. BRGs areassociate-led groups that act as a resource for both themembers and the organization by focusing on our global
I&D strategic priorities.

PVH Europe began to roll out mandatory Unconscious
Bias training to all PVH Europe associates. From
June 2020 to December 2020, more than 1,400
associates were trained, with the goal to have all
11,000 associates trained by Summer 2021. Aspart of our I&D Commitments, this will be deployedin phases throughout Asia and the Americas in 2021
as part of our overall I&D learning curriculum.

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A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

Climate Action|

F E AT U R E S T O R Y

A DVA N C I N G T H E F I G H T AG A I N S T
C L I M AT E C H A N G E T H R O U G H AC T I O N ,A DVO CACY A N D PA R T N E R S H I P
2020 brought forth challenges that put a spotlighton the need for businesses and governments toprioritize climate action and reduce negativeenvironmental impacts. We have always recognized
the importance of partnerships in driving lastingchange and measurable progress in the fightagainst climate change.
As organizations around the world answer theurgent call for climate action, we are proud tohave reaffirmed our environmental commitments,
advocated for and piloted solutions throughcross-sector collaboration, and continued toactively evolve our business practices to prioritize
climate-friendly raw materials and investment inrenewable energy.

PVH’s Netherlands-based Venlo Warehouse and Logistics Center, believed to be the world’s most powerful solar rooftop with more than 48,000 solar panels.

S I N C E O U R B A S E L I N E I N 2 0 17, W E H AV E E S TA B L I S H E D S C I E N C E - B A S E D TA R G E T S T H R O U G H
T H E S C I E N C E B A S E D TA R G E T I N I T I AT I V E ( S B T I ) I N 2 0 1 9 . T H E S E I N C L U D E :A reduction in absolute
Scope 1, 2 & 3 emissions by30%
by 2030

Increase annual sourcing of renewable electricity from

22% to 100%in 2018

by 2030

36

Marking the fifth anniversary of the Paris Climate
Agreement, and recognizing the progress madeand the work left to be done, we endorsed
America Is All In, the most expansive coalitionof leaders ever assembled in support of climate
action in the United States. Working alongside
the federal government, thousands of private
and public sector entities mobilized to raise
domestic and international climate ambition,
working toward a healthy, prosperous, equitable,
and sustainable future.

We joined our peers in signing the UNGC’s“Business Ambition for 1.5°C Commitment
Letter” as well as a Statement from Business
Leaders for Renewed Global Cooperation,
recognizing the critical need for multilateral
partnership in overcoming challenges and finding
climate solutions. Published in conjunction with
the UNGC, Science-based Targets Initiative (SBTi)and the We Mean Business Coalition (WMB),
the statement is the largest-ever, UN-backed,
CEO-led climate advocacy effort. By joining thesignatory, companies reaffirmed their own
science-based commitments to achieving a zerocarbon economy and urged governments acrossthe globe to match their ambition as they finalized
stimulus packages to support economic recovery.
We supported multiple climate advocacy initiatives
calling for climate-smart policies to be prioritizedin the development of post-pandemic recovery
strategies. We became a signatory of RE100’s
letter to EU policymakers calling for corporate
renewables to be built into the EU’s COVID-19
economic stimulus package. Organized by
RE100—a global corporate renewable energy
initiative of which we’ve been a member since
2018—signatories called for a policy framework
to boost corporate renewable electricity sourcing

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S“AT PVH, WE ARE STEADFAST
IN PUSHING FORWARD
EFFORTS TO REDUCE
GREENHOUSE GAS EMISSIONSAND CURB THE NEGATIVEEFFECTS OF CLIMATECHANGE. AS WE NAVIGATETHE HUMAN AND BUSINESSIMPACTS OF THIS GLOBALHE ALTH CRISIS, WE HAVEA RESPONSIBILIT Y—AND
OPPORTUNIT Y—TO ENSURE
THAT RECOVERY EFFORTS
INCLUDE CLIMATE-SMART
POLICIES THAT ALIGN WITH
THE L ATEST SCIENCE. WITH
LIKE- MINDED PARTNERS,WE CAN PRIORITIZE CLIMATE
SOLUTIONS AND WORKTOGETHER TO BUILD A
MORE RESILIENT,SUSTAINABLE FUTURE.”
Manny Chirico
PVH Chairman and Board Member of theUnited Nations Global Compact

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

37|across the continent, not only generating hundreds of thousands of jobs
and ensuring a sustainable energy transition, but helping the EU deliveron its goal to reach climate neutrality by 2050. In line with this, what isbelieved to be the most powerful solar rooftop was installed at our
Netherlands-based Venlo Warehouse and Logistics Center. With morethan 48,000 solar panels on-site, the location is “HollandseZon”
certified, enabling the buyback of solar energy produced in order toindirectly power all of PVH Europe throughout The Netherlands with
100% renewable energy.

In 2020—using baseline data established in 2019—we conducted
online trainings and recommended Clean by Design programming to twoof our key factories in India, where the teams completed seven projects,
began an additional nine and developed plans to implement 17 more, allwith the goal to decrease their energy and water footprints. Investing inthis crucial programming drives industry-wide progress in the fightagainst climate change and reinforces our commitment to partneringwith our suppliers where possible to achieve our collective
environmental goals.

As a founding member of SAC’s Aii, we have continued to explore
opportunities to engage strategic fabric mills on scaling adoption of Aii’s
Clean by Design programming. The program partners apparel brands
with local and global NGOs, expert service providers and factories toimprove energy, water and chemical reduction.

As we look ahead to COVID-19 recovery and the continuation of ourongoing environmental efforts, our commitment to climate action andthe preservation of our planet’s resources is only strengthened by ourindustry’s continued dedication to building back better for everyone.

2021 AND BE YOND
Enhancing and Evolving Our Animal Welfare Policy

Expanding Initiatives for Renewable Energy

In 2020, we enhanced our Animal Welfare Policy, going beyond ourprevious commitment to sustainable sourcing of exotic skins by moving tofully ban their use in PVH products. This year we expanded our policy toinclude a PVH-wide commitment to sourcing 100% sustainable wool by2025 procured through the Responsible Wool Standard and certified
recycled wool. We will continue evolving our policies and exploringalternative materials as new standards and innovations are introduced
to the market.

As we drive progress toward our Forward Fashion goal for all PVH offices,
warehouses and stores to be powered by 100% renewable electricity by
2030, we’re exploring opportunities for more on-site renewable energy
generation at our global distribution centers and pursuing solutions foroffsite renewable energy such as virtual power purchase agreements.
We’re continuing to deploy energy efficiency programs, including therollout of LED retrofits in our North American retail locations, and are
implementing a third-party software solution to streamline and improve
how we monitor energy usage throughout our North American owned
and operated facilities.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T|

HIGHLIGHTSE VO LV I N G O U R WAT E R R I S K
ASSESSMENT IN LINE WITH CDP
For the second consecutive year, we achieved a score of A- for
Water Security from the Carbon Disclosure Project (CDP), identifying
us as a leader in demonstrating strategic best practices.
READ MOREA D D R E S S I N G WAT E R S CA R C I T Y
W I T H U N G C C E O WAT E R M A N DAT E ’ S
WAT E R R E S I L I E N C E C OA L I T I O N
Recognizing the need to accelerate efforts to respond to water scarcity
and its impacts, and in continuation of our water stewardship efforts,
we joined our peers in the UNGC CEO Water Mandate in founding theWater Resilience Coalition and signing the Water Resiliency Pledge.
This commitment focuses on collaborating to advance our shared
mission to ensure freshwater basins are able to consistently supply
what’s needed for communities, businesses and the environmental
resources upon which we all depend. The COVID-19 pandemic further
emphasized the critical need to ensure access to clean andsustainable water sources for communities.

D R I V I N G S U S TA I N A B L E P R O G R E S S T H R O U G H H I G G F E M DATA
In 2020, we conducted an in-depth analysis of data from a total of 428 PVH facilities gathered through the Higg FEM
self-assessment and verification tool, gaining insights into the progress our suppliers are making toward meeting oursocial and environmental standards and expectations. We learned that 65% of our verified facilities have mostly or fully
achieved Level 1 across all Higg modules—meaning they are measuring their performance and demonstrating environmental compliance. We also identified our wet processing facilities as our largest opportunity for improvement, requiring
further engagement and support from our team. These insights are key as we work to promote improved ways of working
across the apparel sector and empower our suppliers to reduce environmental impacts across our supply chain.

P R O T E C T I N G WAT E R R E S O U R C E S A N D P R OV I D I N G F O R
WAT E R - S T R E S S E D C O M M U N I T I E S
We are working to reduce the risk of water scarcity in five of our most water-stressed sourcing communities including
efforts in Ethiopia’s Lake Hawassa, China’s Taihu Basin, Vietnam’s Mekong Delta, and India’s Noyyal Bhavani Basin. Our
partners at WWF and GIZ are our central experts in water resiliency and stewardship, helping drive remediation activities
to preserve and restore local water resources in our most water-stressed strategic sourcing regions.
READ MORE

38

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICES

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

R E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

Circularity &Product Innovation

39|

F E AT U R E S T O R Y

W O R K I N G TO M E E T C O N S U M E R D E M A N D
T H R O U G H C I R C U L A R I N N OVAT I O N
Our Forward Fashion priority to Innovate for
Circularity aims to foster innovation to design andmanufacture products that eliminate productwaste by being made with safe and renewablematerials, made to be made again and traceableback to their sources. We are gathering insights
and exploring creative solutions to achieve thegoal for three of our most commonly purchased
products to be completely circular including fulltraceability of key raw materials by 2025. Guided
through partnerships with experts like the Ellen
MacArthur Foundation, we are working together
to meet the accelerated consumer demand forsustainable, purposeful brands and experiences,and create products in line with our four-pillareddefinition of circularity, which defines a circular
product as one that:• Is designed with safe and renewable materials.
• Is made to be made again.
• Leverages new business models to extend thelife of clothing, and capture rental and resalemarket share.
• Is underpinned by traceability and transparency,
which are crucial to unlock circular product andbusiness models at scale.

Through our partnerships with Fashion for Goodand Plug and Play, we’re testing and piloting thescalability of technologies and solutions to makethe circular economy a reality for the apparelindustry—from the materials we source to the
packaging that makes its way to our consumers to
how we turn one product into a new product.
We joined peer organizations to participate in
Fashion for Good’s Full Circle Textiles project witha goal to enable the scaling of technology needed
to break down old garments and make them new.
The project is testing textile-to-textile chemical
recycling—the process of recovering fiber, yarn or
fabric and reprocessing the material into new yarn
to be used in our supply chains, with five innovators
including Evrnu, Infinited Fiber Company, PhoenixT,
Re:Newcell and Tyton BioSciences.
In line with this work, we explored Infinited Fiber
Company’s innovative technology turning celluloserich materials—like pre-worn garments or even usedcardboard or straw—into unique, biodegradable,
fully circular fibers. Both pilots drive progress
toward achieving our Forward Fashion goals andsupport our organization-wide efforts to incorporate
more sustainable materials across our portfolio.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICES

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

R E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

Samantha Sims
PVH Vice President, Environmental
Sustainability and Product Stewardship(56,764 MT) of totalmaterial use was from
more sustainable
materials

Sustainable materials include
those with sustainable
certifications such as organicand recycled.

MA|

Progressing toward a circular economy requires adoption of materials
throughout our supply chain that are sustainable, recyclable and made to bemade again. Polybags—the packaging used to protect our products duringtransit—are a sustainability hurdle for companies across our industry. To
address this issue, and drive progress toward our Forward Fashion goal to
End Waste, we partnered with Fashion for Good to facilitate a collaborative“Circular Polybag” pilot. By testing technology that de-inks and removes
adhesives from the polybags, the pilot aimed to recycle collected polybags
into polybags made with 80% post-consumer recycled content. Together, ourteams produced a polybag that meets our environmental standards and canbe scaled for use across our supply chain.

NAG
E NT
EM

M O R E I M P O R TA N T T H A N
E V E R T O L I S T E N T O YO U RC O N S U M E R S A B O U T W H AT
T H E Y WA N T. W E’R E I N
A C ATA LY Z I N G M O M E N T
W I T H A N O P P O R T U N I T Y TO
LE AN IN EVEN MORE ONS U S TA I N A B L E P R O D U C T S
A N D C I R C U L A R I T Y.”

34%

WASTE

“ T H E R E’S A N I N C R E A S E D
D E M A N D, D E S I R E , A N D
E X P EC TAT I O N F O R B R A N D S
TO E X H I B I T S U S TA I N A B L E
PR ACTICES, AND IT’S

40

READ: Relevant Indices
Surrounding Waste

We look forward to expanding upon these explorations
and marking more milestones on our collective journey
to a more sustainable future.

2021 AND BE YOND
Enabling On-Product Transparency to Scale

Mapping Chemical Content Within Post-Consumer Recycled Textiles

Providing consumers with credible and clear information on thesustainable attributes of our products is key to being transparent andresponding to increasing consumer demand for sustainable products.
We also believe that information at points of sale must be consistentamong brands for it to be digestible and actionable for our consumers.
We are partnering with the Sustainable Apparel Coalition (SAC) to adapt
the Higg Index tools created to measure environmental and social
impacts to translate them into an industry-wide on-product label todisclose environmental and social impact data. We’re working with eachof our marketing teams to test this program across our brand portfolio
in 2021, with an aim for adoption and implementation as we work to
respond to our consumers’ sustainability expectations and explore new
ways to communicate this important information.

Transitioning to clean and reliable sources of recycled materials supports
our Forward Fashion goals to Regenerate Materials and Innovate for
Circularity. However, that transition presents several challenges, one ofwhich is the lack of knowledge about the chemical content within postconsumer recycled textiles. To address this, we are participating in alarge-scale study led by H&M Group and Inter IKEA Group to understandhow post-consumer recycled textiles measure against existing chemical
standards.
This year, the study group will pool its test results and share its
findings, with a goal to develop an evidence-based action plan for thewider industry adoption of recycled textiles that meet strict chemicaland safety standards.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T|

HIGHLIGHTS
EXPLORING 3D DESIGNWITH TOMMY HILFIGER
AND STITCHE X P L O R AT I O N S D R I V E N BY
O U R F I R S T- E V E R TA K E B AC K
PILOT PROGRAM

Tommy Hilfiger partnered with PVH Europe’s innovation
start-up STITCH to explore 3D design capabilities
and the possibility of bringing the technology to scale
to further digital fashion developments across ourindustry, helping drive progress toward our collective
goal to End Waste. With STITCH, designers can digitally
construct products, enabling them to design garmentsthat consider more efficient production processes andare prototyped in a matter of hours rather than weeks.

We launched our first clothing takeback pilot programin 2019 to test and learn how we can repurpose
post-consumer products. Insights from this pilot haveinformed opportunities for product repair—helping us
understand the most common repairs and associated costconsiderations—reworking for resale, downcycling and theimplementation of innovative technologies for chemical
recycling, where garments are broken down into theirbasic elements and re-spun into recycled fibers, yarns
and textiles. We look forward to continuing to partner to
identify further unlocks for a circular economy.

P R E S E R V I N G WAT E R
RESOURCES THROUGH
TOMMY HILFIGER’S LOWERI M PAC T D E N I M P R O G R A M
Beginning in 2020, Tommy Hilfiger set a target for 50%
of its denim pieces to use lower-impact manufacturing
in finishes, and has targeted that by 2025 50% of its
denim pieces will use lower-impact fabrics. The Lower
Impact Denim (LID) program is key in driving this goal,
which drives adoption of denim finishes with lower
environmental impacts across our supply chain. In 2020,
more than 2 million TOMMY HILFIGER denim garments
utilized lower-impact finishes.

41

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

42|Addressing Global Supply
Chain Impacts
F E AT U R E S T O R Y

EMPOWERING WOMEN AND
T H E I R C O M M U N I T I E S AC R O S SO U R S U P P LY C H A I NAdvancing women across our supply chain is a core priority in our Forward Fashion
strategy. Due to the pandemic, many women across the value chain weredisproportionately affected through impact to pay, increased gender-based violence,lack of childcare and parental support, and for some, dropping out of the workforce
entirely. Considering these obstacles, as well as pre-pandemic challenges, our
Forward Fashion strategy sets a target to Empower Women by removing barriers toadvancement and creating pathways to opportunity and choice for women in our
supply chain, with a key target to make professional and life skills development programs
and services available to 500,000 women across our supply chain by 2030. We
reaffirmed our dedication to this goal in 2020 by pledging our target as a UN
Foundation commitment, expanding its scope to include health and other services,and calling on our industry peers to do the same.

A garment worker in a PVH supplier facility in Bangladesh.

|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S“P. A .C. E . H A S P R OV I D E D
M E W I T H S K I L L S T O G R O W,
B OT H I N M Y C A R E E R A N D
AS A PERSON. AS A TE AM
LE ADER I AM NOW ABLE TO
E F F E C T I V E LY G U I D E
M Y T E A M TO H I G HPERFORMANCE, USING THE
TO O L S , T EC H N I Q U E S A N D
B E H AV I O R S I L E A R N E D
T H R O U G H P. A .C. E .”Lakmali Dilushika
Team Leader at PVH supplier MAS Intimates

6,586

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

43|women reached through
Women’s Empowerment programming

The driving force behind this work is the implementation of Gap Inc.’s
Personal Advancement Career Enhancement (P. A.C.E.) program, anevidence-based comprehensive learning program for female garment
workers that covers topics such as communication, problem solving
and decision making, time and stress management, as well as water,
sanitation and hygiene, health, and legal and financial literacy. We’recommitted to enabling women to leverage the knowledge obtained
through the P. A.C.E. program to better access healthcare, legal andother essential services to further address their needs outside of theworkplace. In 2020 we launched our first-ever P. A.C.E. community
program in Ethiopia, benefiting communities near Hawassa Industrial
Park. While we have launched P. A.C.E. trainings in 15 factories andfacilities around the world, this marks our first program facilitated in acommunity setting with modules geared more toward life skills andcommunication tools that participants can take into their home andpersonal lives.

We are also partnering with suppliers to establish structures thatencourage vendor program ownership and promote program
sustainability through integration into supply chain vendor and factory
policies, processes and human resources management systems. As
the first apparel company to obtain a license to implement P. A.C.E. in
its supply chain, this programming has helped us reach 6,586 womenwith our Women’s Empowerment programming to date across four
countries including Bangladesh, India, Sri Lanka and Ethiopia.
Our industry has a uniquely human supply chain, and empowering theindividuals who help shape our brands is key to furthering Forward
Fashion. As a foundation for these efforts, we are committed andaligned to the Organisation for Economic Co-operation and Development
Due Diligence Guidance for Responsible Supply Chains in the Garment
and Footwear Sector, and our current operations are consistent withthis Guidance.
S UP

INTRODUCTIONY CHAINPL
READ: PVH Corporate Responsibility
Supply Chain Standards and Guidelines

R E S I L I E N C Y O F O U R P. A . C . E . V E N D O R S
The benefits of the P. A.C.E. program have been evident since its
implementation and, as with many programs and initiatives across ourwork, the necessity of P. A.C.E. was only amplified by COVID-19. “Thepandemic raised many problems that we had to overcome,” remarked
Dilmi Ekanayake, Senior Executive of Human Resources and P. A.C.E. Gold
Trainer at PVH vendor factory Hela Intimates. “It was clear to me that theparticipants of the P. A.C.E. workshops really wanted to learn what we wereteaching, but at the same time we did not want to put their safety at risk.”

Staff at the Hela facility quickly implemented necessary safetymeasures—temperature checks, mask mandates, class size
limitations—to allow for safe workshop facilitation, with virtual classes
held as needed. This is but one example of how our vendors who havecontinued to facilitate P. A.C.E. programming across our supply chain
have ensured that women in the workforce continue to be empowered
not only to persevere but to thrive amid unforeseen challenges.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICES

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

R E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

44|2021 AND BE YOND
Reinforcing Our Empower Women Efforts
With the Resilience Fund for Women in Global
Value Chains
Driving progress toward our Forward Fashionpriority to improve the over one million lives
across our value chain, we joined the United
Nations Foundation as a founding corporate
partner to launch the Resilience Fund for Womenin Global Value Chains. The Fund aims to catalyze
fundamental changes to advance gender equality,
invest in women-led, community-basedorganizations and enable corporate partners to
support sustained recovery for women in global
value chains. We’re proud to support The Fundalongside BSR, the Universal Access Project,
Win-Win Strategies, The VF Foundation, H&M
Foundation and Gap Foundation.
Furthering Our Alignment to theOrganisation for Economic Co-operation
and Development
We are committed to furthering our work against
the OECD Due Diligence Guidance for Responsible

Garment workers in a PVH facility in Hawassa Industrial Park in Hawassa, Ethiopia.

Supply Chains in the Garment and Footwear Sector,
in order to continue to align our strategy andoperations with the latest OECD due diligenceguidance and forthcoming mandatory due diligencelegislation in the EU and across a growing numberof EU member countries.
Driving Gender Equity in Supply Chains ThroughEmpower@Work
PVH will engage with Empower@Work, a newlandmark global collaborative dedicated to driving
collective action for gender equity in global supply
chains and creating holistic enabling environments
for female garment supply chain workers throughopen-sourced harmonized women’s empowerment
curriculum, program operating models, and policy/
advocacy efforts. In partnership with organizations
across our industry, Empower@Work connects
brands to implementing partners to deploy women’s
empowerment training programs, such as P. A.C.E.,
at scale across the apparel industry supply chain.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICES

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

R E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S|

HIGHLIGHTSEMPOWERING OUR SUPPLIERS TOR E C R U I T E T H I CA L LY

P R O M O T I N G E A R LY C H I L D H O O D D E V E L O P M E N T
W I T H S AV E T H E C H I L D R E N

Due to the conditions associated with the global movement of people and current
recruitment systems, migrant workers can be disproportionately vulnerable to human rights
abuses such as discrimination and forced labor. Recognizing that monitoring the recruitment
practices and employment conditions of migrant workers can be challenging and involves
a long-term ongoing commitment, we continued to evolve our resources and practices toaddress this issue.

The PVH Foundation’s long-time partnership with Save the Children works to ensure children
have the strong foundation they need to lead healthy, productive lives. In Bangladesh, our
Early Childhood Care and Development (ECCD) project seeks to improve school readinessof garment workers’ children by promoting cognitive, physical and social development, alongwith enhancing caregivers’ parenting knowledge. The PVH ECCD project has been implemented
in six ready-made garment (RMG) factories and, despite the impacts of COVID-19, wereached 4,892 individuals in 2020, including 2,321 children and 2,571 working parents.

Building upon our updated Migrant Worker Policy and enhanced risk assessments, thisyear our teams launched Recruit Ethically training for all our suppliers in 12 high-risk
jurisdictions. The sessions focused on PVH standards and the key elements of our MigrantWorker Policy, including our requirement that no worker pays any recruitment fee. The
training also focused on the development of management systems to mitigate risk of forcedlabor, labor agent due diligence, and remediation processes if fees are found.
Issues involving migrant workers and forced labor are complex and can only be addressed
through collaboration with our suppliers and other key partners. We continue to prioritize
actions and partnerships with organizations like the Responsible Labor Initiative (RLI),
reflecting our dedication to scaling cross-industry efforts to address the risk of forced laborin supply chains around the world.

*PVH defines Freight on Board (FOB) as the total cost of the garments we manufacture in each of our in-scope countries.

I N C R E A S I N G D I S C L O S U R E T O A DVA N C E L I V I N G
WAG E SWe are committed to ensuring that workers’ compensation meets basic needs and provides
some discretionary income and that fair labor practices are upheld throughout our supply chain.
In our 2019 report we shared living wage data for the first time, directly comparing workers’ averagehourly wages in PVH supplier factories to both legal minimum hourly wages and average hourly
wages in the apparel sector. This year, we expanded disclosure of wage data by increasing thenumber of in-scope sourcing countries from six to nine (moving from 75% to 86% of PVH’s
global FOB*).

45

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICESR E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S

Supporting &Empowering Associates

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

46|

F E AT U R E S T O R Y

P R I O R I T IZ I N G A S S O C I AT E S I N 2 0 2 0
The relationship between PVH and ourassociates has always been about supporting
one another. The definition of support, however,significantly expanded and evolved over thecourse of 2020.
It is our priority to offer our more than 33,000
associates around the world the tools theyneed to live a life of good health, financial
security, continuous learning and careerdevelopment. Accordingly, we prioritize ourassociates’ health and safety in every company
initiative. We began sourcing PersonalProtective Equipment (PPE) early on in the
pandemic, giving priority to first responders
in our communities and, soon after, toassociates and their families.
Navigating through 2020 also meant
redefining how associates can bring theirwhole selves to work and successfullybalance the personal and professional
elements of their lives. The challenges were
multifold and The PVH Foundation continued
to offer the Associate Relief Fund to those inneed, with grants dedicated to COVID-related
medical or personal hardships.
Our Compensation & Benefits teams aroundthe world also broadened existing partnershipsthat could alleviate unexpected pressures andfound new providers to address support areas

unique to the impact of the pandemic.
Numerous resources were offered toassociates and their families, including
counselor support, webinars on remote
working, home schooling and more, in addition
to a library of articles and support materials
available on the PVH portal.
Focusing attention on well-being became apriority, fully endorsed by company leaders
around the world, with the broadened
capabilities of our global Employee Assistance
Program and access to the research-backed
Headspace app that focuses on exercises for
meditation, sleep, focus and movement.
At the same time, we continued to offer
opportunities for associate growth andlearning that have become integral to
our way of working. It’s important to recognize
the efforts of everyone who went above andbeyond to develop their skills so that PVH
remains an agile, future-focused company
ready to write its next chapter. And PVH
University adapted, adding both pandemic
and region-specific educational opportunities,
evolving its courses in real-time to meet theneeds of our team. We also launched a
Digital Badging program to drive upskilling
initiatives to prepare associates with skills to
succeed today and in the future.

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS|OUR STORIES|APPENDICES

2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

R E S P O N S E T O C O V I D - 1 9 | I N C L U S I O N & D I V E R S I T Y | C L I M AT E A C T I O N | C I R C U L A R I T Y & P R O D U C T I N N O V AT I O N
A D D R E S S I N G G L O B A L S U P P LY C H A I N I M P A C T S | S U P P O R T I N G & E M P O W E R I N G A S S O C I AT E S|

HIGHLIGHTSA DA P T I N G T O N E W WAYS O F W O R K I N G
To stay in touch with our associates and give them the opportunity to have their voices heard,
we started distributing a “New Ways of Working” survey. The feedback has been instrumental in
informing how we will work in the future and, as a result, we implemented a number ofprograms:• Reimbursement for expenses related to setting up remote workspace.
• Continuation of our Flexible Workplace Program, giving associates the option to flex their startand end times up to 90 minutes outside of core hours, as long as business needs are met.
• Amendment of our Personal Time Off (PTO) policy in 2020 to carry over 10 days into 2021.
• Invested in Microsoft Teams and upgraded our Cisco WebEx and Jabber software to help our
corporate associates stay connected and organized while working remotely.

P R I O R I T IZ I N G PA I D T I M E O F F W I T H
VO L U N TA RY “ YO U T I M E ” A N D “ B E YO U DAY ”
We recognize that associates have other responsibilities to consider, especially during thisunprecedented time. We launched the Voluntary You Time (VYT) program in our Amsterdam
office allowing associates to voluntarily request reduced working hours or take extended timeoff, in exchange for a pro-rated reduction in salary and benefits. Additionally, we introduced “Be
You Day,” a personal floating holiday to be used by PVH global associates for unique traditions
and days that matter to them throughout the year, be it religious, cultural or personal.

AC C E L E R AT E D A S S O C I AT E E D U CAT I O N O P P O R T U N I T I E S
We accelerated the roll-out of our PVH University platform and nearly tripled the number of associates with access todigital learning and development content. Additionally, we introduced new development programs, including an “Ask Me
Anything” series with PVH leadership and a Live Labs program to provide virtual hands-on tips and professional guidance
to associates.

SUPPORTING WELL- BEING THROUGH# YO U M AT T E R A N D C U LT U R E O F CA R E
We are committed to ending the stigma around all health conversations,
whether it be mental, social, physical or financial health. To provide
support and encourage peer-to-peer listening, we launched the#YOUMATTER community in which trained, volunteer Listeners fromacross our organization are available to give their undivided attention
in a safe and confidential setting.

47

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RESOURCE APPENDIXEMISSIONSAt PVH, we are committed to reducing our GHG emissions in line with the United Nations Framework Convention on Climate Change Paris Agreement. We established science-based targets through the
Science Based Target initiative (SBTi) in 2019, which includes a 30% reduction in global supply chain emissions by 2030, from a 2017 baseline. We are working to lower our GHG footprint by cutting energy
consumption, increasing energy efficiency and increasing our renewable energy at our facilities and across our supply chain. This commitment extends beyond measuring and reducing energy consumed in
our own operations (Scope 1) and purchased electricity (Scope 2) emissions to doing the same with our indirect emissions (Scope 3). Our annual footprint reflects data provided by over 2,000 PVH facilities(including offices, stores and warehouses) in 40 countries for Scope 1 & 2, and across our supply chain for Scope 3.
S C O P E 1 & 2 T O TA L E M I S S I O N S( M T C O 2E )S C O P E 1 ( M T C O 2E )35,03932,689

2019

2018

2020

2017

2019

2018

CHANGE IN SCOPE 1 & 2 EMISSIONSFROM 2019

51,79770,36993,839119,758

2020

2019

2018

Offices
RetailWarehouses
Vehicles

(24%)
(18%)
(41%)
(0%

Total Average Decrease

(22%)

2020

Emissions/Employee

7,532
9,857

92,807
111,052

12,20315,363

2019

2018

2020

2017

0.005 MT
Emissions/Square Foot

2019

2019

2018

2017

VEHICLES

WAREHOUSES

2017

2.44 MT

58,58771,3152017
2020

S C O P E 2 ( M T C O 2E )OFFICESR E TA I L

80,888104,146
128,878
152,448

29,091
33,7762020

S C O P E 1 & 2 G H G E M I S S I O N S B Y FA C I L I T Y T Y P E Y E A R O V E R Y E A R ( M T C O 2E )

2018

2017

11,68819,894

3,078
3,080

21,04622,659

2,822
3,374

2020

2019

2018

0.0000113 MT
Emissions/Revenue $2017

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RESOURCE APPENDIXEMISSIONSS C O P E 1 & 2 T O TA L E M I S S I O N S ( M T C O 2E ) 49%—39,255
Americas2020
Total Scope 1 & 2
Emissions
80,888MT CO2E

S C O P E 1 & 2 G H G E M I S S I O N S B Y R E G I O N Y E A R O V E R Y E A R ( M T C O 2E )NORTH AMERICAA S IA PAC IFI C

41%—32,791
Asia Pacific 0%—8,459
1Europe39,25755,70032,791
16,99365,90393,017

19,551
17,978 <0.08%—381
Africa2020

CHANGE IN SCOPE 1 & 2 NET CO2 EMISSIONSF R O M OW N E D O P E R AT I O N S , I N C L U D I N G
R E N E W A B L E S ( M T C O 2E )Scope 3 Emissions100,000
by Region
Americas – (49%)
Asia Pacific – (41%)
Europe – (10%) 75,000
Afica/other — 381

2019

2018

2017

EUROPE

2020

2019

2018

2017

AFRICA-22%

50,000

2020

2019

2018

2017

8,459
25,240381
6,213

41,082
39,4612,342
1,992
2016 Eastern Asia
2017 Eastern Asia
2018 Eastern Asia
2019 Eastern Asia

16,883 MT CO2e
17,978 MT CO2e
19,551 MT CO2e
16,993 MT CO2e2020 Eastern Asia

XX,XXX MT CO2e

2020

2019

2018

2017

25,0000

Scope 1

2019
104,1462020
80,888

Scope 2

Note:
• Reporting by Region was re-mapped based on standard reporting regions. Increase in APAC Emissions is due to increased store openings, plus addition of the Australia market,
which was previously unreported.
• Decrease in European emissions is due to REC purchases and Venlo solar project.

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RESOURCE APPENDIXEMISSIONSS C O P E 3 E M I S S I O N S ( M T C O 2E )T O TA L S C O P E 3 E M I S S I O N S ( M T C O 2E )2,600,737

51% Purchased goods and services

2,713,907
2,961,960<0.8% Fuel- and energy-related activities
2019

2018

2017

8% Upstream transport and distribution
1.3% Business travel
6% Downstream transportation

7.2% Franchises
2.8% End-of-life treatmentof sold products

PERCENT OF SCOPE 3 EMISSIONS FROMPURCHASED GOODS AND SERVICES

51%
Total

22%

Use of Sold Products

8%

Upstream Transport& Distribution

and distribution

22.9% Use of sold products

S C O P E 3 B Y R E G I O N ( M T C O 2E )2020
Total Scope 3
Emissions2,600,737
MT CO2E

C H A N G E I N S C O P E 3 E M I S S I O N S ( M T C O 2E )UPSTREAM 57%—1,481,881
Americas 
36%—924,266
Europe/Africa 
7%—194,590
Asia Pacific+13.4%
200,000+9.9%
150,000

150,000

100,000

100,000

50,00050,0000Note:• Standardized reporting nature of Scope 3 data is to report one year behind—PVH's Scope 3 data is reflective of CY19.
• Due to rounding, numbers may not add up to 100%.

57%—1,481,881
Americas36%—924,266

DOWNSTREAM

2019
2018
183,063 207,663

2018

2019

0

2018
2019
145,551 159,898

2018

2019

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RESOURCE APPENDIXE N E R GY/ E L E C T R I C I T YWithin our Forward Fashion strategy, PVH is committed to protecting the global climate by reducing energy use and powering our businesses through renewable sources. Specifically, we established a public-facing
target stating that all PVH offices, warehouses and stores will be powered by 100% renewable electricity by 2030. We will achieve this through reducing overall electricity usage, increasing energy efficiency andincreasing our renewable energy usage, through projects like our rooftop solar panels in Venlo, Netherlands.

RENE WABLE ENERGY U SE , BY FAC ILIT Y T Y PE ( K WH )T O TA L R E N E WA B L E & N O N - R E N E WA B L E E N E R GY ( K W H )RENEWABLE & NON - RENEWABLE
ENERGY USE ( KWH )100%

81% Retail
10% Offices
9% Warehouses
0% Vehicles

47E. Renewable Electricity Use, by Facility Type (KWH) 57%—127,924,090
2020 Total Renewables: 95,453,746
kWH
2020
Non-Renewable Energy
Retail: 76,893,639 kwh (81%)
223,377,836
Warehouse: 8,864,867 kWh (9%) 43%—95,453,746
Total
KWH
Office: 9,695,241 kWh (10%)
Renewable Energy
Vehicles: 0 kWH (0%)

78%

72%

57%

75%

50%

43%
25%

22%
0%

2018

28%

2019

2020

ENERGY CONSUMP TION ( MWH/GJ )Non-Renewable Fuel Consumption
Total Heating Consumption
Total Electricity Consumption

489,087 GJ
447,115 GJ
223,356 MWH

Total Energy Consumption

1,326,777 GJ

Renewable

Non-Renewable

2018—Renewable 22%/Non-Renewable 78%
2019—Renewable 28%/Non-Renewable 72%
2020—Renewable 43%/Non-Renewable 57%

Note:• F or information on Energy, Emissions, Carbon Improvement targets and conservation programs, please see our latest CDP submission.

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RESOURCE APPENDIXWA S T E : O W N E D/O P E R AT E D
We are committed to using safer substances in the materials used to make our products and within the manufacturing processes themselves. We manage chemicals used to make our products through
PVH’s Restricted Substance List (RSL), which sets concentration limits for substances found in our finished products. Due to COVID-related store closures, we did not re-baseline or re-audit our owned andoperated facilities for 2020. The RSL applies to all products for PVH brands including, but not limited to: apparel, components, footwear, packaging, trims, home goods and accessories. This represents datafrom our 2019 waste baseline.*

57%

T O TA L WA S T E FO O T P R I N T ( M T )SINGLE-USE PLASTICS, GLOBAL (MT)Non-Hazardous Waste
Diverted From Landfill

26,453 MT
Total Amount of
Non-Hazardous Waste

2019
Total Materials
12,828 MT

2019
Total Materials
2,052.51 MT

7,428 Total Recycling
5,400 Total Waste

1,500

1,200

900

 ,602.16
1
Poly Bags
 59.75 Single-Use
2Soft Plastics
190.60 Single-Use
Hard Plastics

600

WASTE FOOTPRINTSINGLE - U SE PL A S TIC S BY FAC ILIT Y T Y PE ( MT )300

BY FAC ILIT Y T Y PE ( MT )BY REGION (MT)

1,500

10,000
8,000

8,000
8,000

1,200

7,500
6,000

6,000
6,000

900

5,000
4,000

4,000
4,000

600

0

RetailOffices & Warehouses
Showrooms

Poly Bags
Single-Use Soft Plastics

2,000
2,000

2,500
2,000

00

Retail& Warehouses
AmericasOfficesAsia
Europe Africa
Showrooms

Est. Trash
Est. Trash
Est. Recycling
Est. Recycling

00

Single-Use Hard Plastics

300

Americas
AfricaAmericas Asia
Asia Europe
Europe Africa

0RetailOffices & Warehouses
Showrooms

Est.
Est.Trash
Trash
Est.
Est.Recycling
Recycling*PVH created its global waste baseline in 2019 to identify the current diversion rate from landfill.
The baseline was created by:•U sing the results of 19 waste audits performed across various owned and operated facility types in North America; and square footage
and sales volume data, to scale up the results and findings across our global portfolio.

Note:• Single-use hard plastics include: drink cups, bottles, food containers, hangers, security tags, neck inserts,
plastic utensils. Single-use
soft plastics include: shopping bags, general-use plastic bags, trash bags, fast
Poly Bags
food drink tops and straws, packaging material, plastic labels, tape, snack bags, food wrappers, plastic
Soft Plastics
film/wrap, bubbleSingle-Use
wrap.

Single-Use Hard Plastics

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RESOURCE APPENDIXWA S T E : O N - P R O D U C T PAC K AG I N GThis represents data from our 2019 on-product packaging baseline.
2 01 9 O N - P R O D U C T PAC K AG I N G M AT E R I A L S BY W E I G H T ( M T )2019 ON - PRO DU C T PAC K AGING

47%

of Packaging Is Made From Recycled
Sources (By Weight)

78%

4,778,164

of On-Product Packaging
Is Recyclable

Pounds of Plastic Packaging

9% P ET

Additional Percentage of
On-Product Packaging is Recyclable Depending
on Location

Note:• The on-product packaging content provided is vendor sourced, and we are continuously working to
improve the quality of the data. This data is dependent on what each supplier can provide and there
can be substantial variances year to year. As our teams work together, we are learning every year how
to make the collection process more efficient and accurate.

3% Paper-based Sticker
6% Propropylene

+15%

Note:
*Other Materials: represent additional on-product packaging materials that make up <1% of total MT

3% Other Materials*

1% PVC2019
On-ProductPackaging Materials
by Weight
12,278 MT

78% Paper

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RESOURCE APPENDIXWAT E R
Our water strategy focuses on tracking and reducing use at our own facilities (stores, offices, warehouses, distribution centers, neckwear factory and joint venture shirt factory), at the product level (by using
technologies such as waterless dyeing), within our sourcing communities as well as within our supply chain, driven largely through our rollout of the SAC Higg FEM and membership in the SAC Apparel Impact
Institute. In 2017, we launched major partnerships with WWF and GIZ’s International Water Stewardship Programme to further elevate our efforts.
T O TA L WAT E R U S E : OW N E D A N D O P E R AT E D A N D
S U P P LY C H A I N ( M 3)

T O TA L WAT E R U S E B Y R E G I O N A N D S O U R C E ( M 3)

ESA

AMERICAS

Total Water Use 99%—159,539,344
Total Supply Chain Water Use

159,664,876 <1%—125,532
Total Owned & Operated Water Use

Rainwater
Ground Water
Municipal Water
Produced/Process Water
Surface Water
Wastewater From Other Organizations

0
101,290102,175
195,570
00

SA

WAT E R U S E B Y FA C I L I T Y T Y P E ( M 3)

Rainwater
Ground Water
Municipal Water
Produced/Process Water
Surface Water
Wastewater From Other Organizations 19,630,509
Tier 1 139,908,835
Beyond Tier 1

Rainwater
Ground Water
Municipal Water
Produced/Process Water
Surface Water
Wastewater From Other Organizations

401,727
1,657,851
28,235,308
16,477,997
16,607,042
589,073

EMEA

38,613
72,669,785
3,700,331
3,404,126
1,710,992
572,151

Rainwater
Ground Water
Municipal Water
Produced/Process Water
Surface Water
Wastewater From Other Organizations

5,618
9,252,249
1,492,635
2,186,301
138,5110

G R A N D T O TA LT O TA L WAT E R FO O T P R I N T AT M A N U FAC T U R I N G /P R O C E S S I N G FA C I L I T Y L E V E L B Y R E G I O N ( M 3)

T O TA L OW N E D A N D
O P E R AT E D WAT E R F O O T P R I N T ( M 3)

Total Americas
Total EMEA
Total ESA
Total SA
Total

Total DC/Warehouses
Total Offices
Total Retail
Total Owned and Operated Use

399,034
13,075,314
63,968,998
82,095,998
159,539,344

Note:• Europe, Middle East & Africa (EMEA); East & Southeast Asia (ESA); South Asia (SA)57,17830,61737,737
125,532

Rainwater
Ground Water
Municipal Water
Produced/Process Water
Surface Water
Wastewater From Other Organizations

445,958
83,681,175
33,530,449
22,263,994
18,456,545
1,161,224

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RESOURCE APPENDIXR E G E N E R AT E M AT E R I A L S
Our sustainable materials strategy focuses on sourcing all materials, including natural, synthetic and animal-based, with environmental and social considerations. We approach each of these three categories basedon volume, risks and new market opportunities and work with each business division to determine which initiatives make the most sense based on their priorities. We also conduct a global materials mapping exercise
annually to inform our sustainable materials strategy and track progress toward our Regenerate Materials goals, the results of which are shared below.
T O TA L VO L U M E O F M AT E R I A L S ( M T )2 01 9 T O TA L M AT E R I A L U S E BY VO L U M E ( M T )2% C onventional
Rayon & Viscose

2019
Total Volumeof Materials
165,872 MT

2% Polyurethane 66%—109,108 MT
Conventional Materials

M O R E S U S TA I N A B L E P O LY E S T E R
USE FROM 2018 TO 2019

M O R E S U S TA I N A B L E V I S C O S E
USE FROM 2018 TO 2019

100%

37%
37%

75%

47%
(+10%)
47%(+10%)

75%

100%

100%

10%
75%

90%

50%

53%

63%

50%

8%
(-2%)
92%
Lorem ipsum

Lorem ipsum

53%

63%

25%

50%

4%

75%

96%

9%
(+5%)

2018
2018

Conventional2019

2 0 1 9 T O P C A R B O N - E M I T T I N G R A W M AT E R I A L S ( M T C O 2E )91%

26% Remaining Raw Materials

50%

27% Conventional Cotton

2019

0%

0%

2018

2019

2019
Total Material Use
by Volume
165,872 MT

28% BCI Cotton

0%0%

38% Conventional Cotton

14% C onventional
Polyester

25%

25%

25%

3% Other Materials

4% Organic Cotton
5% C onventional
Nylon

100%

1% Recycled Polyester

2% Elastane, Spandex & Lycra 34%—56,764 MT
More Sustainable Materials

M O R E S U S TA I N A B L E C O T T O N
USE FROM 2018 TO 20191% Leather & Suede

2018

2019

More Sustainable

Renewable
Non-Renewble
Renewable
Non-Renewble
Note:
More Sustainable
Conventional• Other Materials: each represents <1% of total MT and includes, but is not limited to: Silicone, Conventional Wool, Down, Acrylic, PVC, Recycled Cotton, Polycarbonate, Tencel Modal, Silk, Linen, Recycled
Nylon, Wool—Merino, Lyocell, Rubber (Natural), Tencel Lyocell, Acetate, Wool—Cashmere, Polyethylene, Polypropylene, Wool—Alpaca, Ramie, Hemp, Jute and Sisal, Thermoplastics, Neoprene, POM.
• Material mapping is a compilation of data that captures the amounts of materials PVH uses in its production within a given time period. This material mapping exercise is essential for measuring andtracking progress against our Forward Fashion corporate responsibility goals. The data in this report represents the amount of direct raw materials procured globally throughout the company during fiscal
year 2019. As part of our annual Scope 3 GHG footprint we report on the emissions from the primary materials used to make our products. We use the ‘Raw Material Source’ impact score from the HIGG
Materials Sustainability Index (HIGG MSI) to calculate the total impact from the volume of each type of material present in the company’s annual material mapping exercise. The remainder of the impactof the production lifecycle for each material is captured by the HIGG FEM data we received from our suppliers.

10% BCI Cotton

11% Leather & Suede

2019
38
Conventional
Total Raw Material Cotton
28 BCI Cotton
Carbon Emissions
14 Conventional Polyester
610,080 MT CO2E
5 Convential Nylyn 14% C onventional Polyester
4 Organic Cotton
2 Elastene, Spandex & Lycra
2 Polyurathane
12%Rayon
Conventional
Nylon
2 Conventional& Viscose
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RESOURCE APPENDIXR E G E N E R AT E M AT E R I A L S
2 01 9 M O R E S U S TA I N A B L E M AT E R I A L S
BY VOLUME (MT)More Sustainable Cotton
Better Cotton*
Organic Cotton
Recycled Cotton
More Sustainable Polyester
Recycled Polyester
More Sustainable Nylon
Recycled Nylon
More Sustainable Viscose
Tencel Modal
Tencel Lyocell
Total

54,251
46,710
7,277
264
2,083
2,083
156
156
274
214
60
56,764

COT TON USE BY VOLUME (MT)

2019
Total
Cotton Use
116,357 MT 53%—62,106
Conventionally Sourced 47%—54,251
More Sustainably Sourced (Better
Cotton, Organic, Recycled)M O R E S U S TA I N A B L E C O T T O N U S E BY VO L U M E ( M T )2019 RECYCLED CONTENT (MT)Recycled Cotton
Recycled Polyester
Recycled Nylon
Total

264
2,083
156
2,503

2019
More Sustainable
Cotton Use
54,251 MT 86%—46,710 BCI Cotton 13%—7,277 Organic Cotton 0.5%—264 Recycled Cotton

2 01 9 T O P 5 M AT E R I A L S BY VO L U M E ( M T )Material
Total Cotton
Conventional Cotton
Better Cotton*
Organic Cotton
Recycled Cotton
Total Polyester
Conventional Polyester
Recycled Polyester
Total Nylon
Conventional Nylon
Recycled Nylon
Total Viscose
Conventional Rayon & Viscose
Tencel Modal
Lyocell
Tencel Lyocell
AcetateElastane, Spandex and Lycra

34%

518 MT

100%

of Total Material Use From More
Sustainable Materials in 2019,

Down

of Our Down is Certified by
the Responsible Down Standard+7%
over 2018.

116,357
62,106
46,7107,277
264
25,99323,910
2,083
8,277
8,120
156
2,913
2,478
214
106
60
56
2,898

Note:
• Material mapping is a compilation of data that captures the amounts of materials PVH uses in its production within a given time period. This material mapping exercise is essential for measuring and tracking progress against our Forward Fashion corporate
responsibility goals. The data in this report represents the amount of direct raw materials procured globally throughout the company during fiscal year 2019. As part of our annual Scope 3 GHG footprint we report on the emissions from the primary materials
used to make our products. We use the ‘Raw Material Source’ impact score from the HIGG Materials Sustainability Index (HIGG MSI) to calculate the total impact from the volume of each type of material present in the company’s annual material mapping
exercise. The remainder of the impact of the production lifecycle for each material is captured by the HIGG FEM data we received from our suppliers.
• PVH defines more sustainably sourced viscose as including, but not limited to, cellulosics with sustainably sourced certifications and specific sustainable fibers. PVH defines more sustainably sourced polyester as including, but not limited to, recycled andbio-based polyester.
• For more sustainable materials, we require certifications that could include but are not limited to: Global Recycled Standard (GRS), Recycled Claim Standard (RCS), Global Organic Textile Standard (GOTS), Organic Content Standard (OCS), Better Cotton
Initative, Forest Stewardship Council (FSC), Programme for the Endorsement of Forest Certificaiton (PEFC) and Responsible Down Standard (RDS).
• PVH defines more sustainably sourced cotton as including, but not limited to, recycled cotton, organic cotton and BCI cotton.
• *BCI focuses on sustainable farming practices and does not require physical segregation of the BCI cotton from conventional cotton.

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RESOURCE APPENDIXINCLUSION & DIVERSITY
PVH’s Inclusion & Diversity mission is to cultivate inclusion, equity and diversity for all in our workplace and our communities. We focus I&D efforts across three pillars: workplace, marketplace andcommunity. At the foundation of the pillars are the following support systems: leadership support and engagement, governance, strategic partnerships, metrics and analytics, business resource groups(BRGs), communications, and education and awareness.
T O TA L N U M B E R O F A S S O C I AT E S BY E M P LOY M E N T
T YPE AND REGION

RegionAfricaAsia PacificCanadaEuropeLatin America
United States
Total

Temporary
—
—
262
146
—
1,158
1,566

Permanent
33
4,847
2,302
10,244525
12,712
30,663

Total
33
4,847
2,564
10,390525
13,87032,22933,000Total Number of Associates(Permanent and Temporary)PVH BOARD OF DIRECTORS DIVERSIT Y

Gender/Ethnicity
Distribution,
Women or Minority
Directors
41.7% 4—Women 1—Black 7—OtherPVH SENIOR EXECUTIVES BY GENDER

Age Distributionof Independent
Directors,
Average Age58.5 2—40–49 Years 5—50–59 Years 3—60+ Years

Average Tenureof Independent
Directors
9.1 Years

P E R M A N E N T A S S O C I AT E S BY G E N E R AT I O N

Age data not available
Total

31
1,769
6,989
13,519
8,939

00%
05%
22%
42%
28%

982

03%

32,229100%

76 Total 34%—26
4—Female
Women 66%—50
1—
African American
7—MaleOther

5—4–10 Years 3—10+ Years

U.S. SENIOR EXECUTIVES BY RACE/ETHNICIT Y 4%—2 Asian

Silent Generation
Baby Boomers
Gen X
Gen Y/Millennials
Gen Z 2—0–3 Years 7%—4 Black56 Total 4%—2 2—
Hispanic
40–49 Years
Years 4%—2 5—
Not 40–59
Declared60+ Years
2%—1 3—
Other
80%—45 White

4%—2 AsianNote:• Silent Generation represents employees who were born in 1928 to 1945. Baby Boomers represents employees who were born in 1946 to 1964. Gen X represents employees who were born in 1965 to 1980. Gen Y/Millennials
represent employees who were born in 1981 to 1996. Gen Z represents employees who were born in 1997 onwards. Age data is not available for employees who chose to not disclose their age.
• The 33,000 figure is rounded up from the 32,229 to more closely align with reporting.
• Associate data is reflective of a point in time (1/31/21).
• Senior Executives are defined as EVP+.
• P VH does not track race/ethnicity outside of the U.S.

7%—4 Black
4%—2 Hispanic
4%—2 Not Declared
2%—1 Other

2—
5—
3—1

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RESOURCE APPENDIXINCLUSION & DIVERSITYGLOBAL WORKFORCE BY GENDER 67%—21,505
Female32,229 Total 33%—10,629
Male 1%—95<
Not Declared

T O TA L N U M B E R O F A S S O C I AT E S BY E M P LOY M E N T
AND GENDER

19,265 Total
Full-Time
Employees
by Gender

12,964 Total
Part-Time
Employees
by Gender

32,229 Total
Full- & Part-Time
Employees
by GenderNote:•D ata has been compiled via associate self-identification in our HRIS system Workday.
Please note that the data above does not include ~2,300 associates in Spain, Portugal,
Australia, and New Zealand because they are not in Workday.
• We have seasonal variation in hiring during holiday shopping seasons, however there wassignificant variation in 2020 due to COVID-19.
•A ssociate data is reflective of a point in time (1/31/21).

 65%—12,600
Female 34%—6,604
Male %—61
1
Not Declared

FULL-TIME EMPLOYEESFEMALE 65%–12,600
MALE 34%–6,604 69%—8,905
NOT
DECLARED <1%–61
FemaleTOTAL
FULL-TIME EMPLOYEES 19,265 31%—4,025
Male 1%—34<
Not Declared

PART-TIME EMPLOYEESFEMALE 69%–8,905
MALE 31%–4,025 67%—21,505
NOT DECLARED <1%–34
FemaleTOTAL PART-TIME EMPLOYEES 12,964 33%—10,629
Male 1%—95<
Not Declared

FULL- AND PART-TIME EMPLOYEESFEMALE 67%–21,505
MALE 33%–10,629

T O TA L N U M B E R O F A S S O C I AT E S BY G E N D E R

30,663 Total
Permanent
Employees
by Gender

1,566 Total
Temporary
Employees
by Gender 67%—20,525
Female 33%—10,057
Male 1%—81<
Not Declared

FULL-TIME EMPLOYEESFEMALE 65%–12,600
MALE 34%–6,604 63%—980
NOT DECLARED <1%–61
FemaleTOTAL FULL-TIME EMPLOYEES 19,265 37%—572
Male 1%—14<
Not Declared

PART-TIME EMPLOYEESFEMALE 69%–8,905
MALE 31%–4,025
NOT DECLARED <1%–34
TOTAL PART-TIME EMPLOYEES 12,964

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RESOURCE APPENDIXINCLUSION & DIVERSITY
G LO B A L R E TA I L & WA R E H O U S E
WORKFORCE BY GENDER

GLOBAL WORKFORCE BY GENDER AND LEVEL

466 Total
Leadership
Positions 48%—222
Female 52%—244
Male

171 Total
Senior Vice
President& Above 40%—68
Female 60%—103
Male

295 Total
Vice President& Above 52%—154
Female23,336 Total 48%—141Male 68%—15,844
Female 32%—7,433
Male <1%—59
Not Declared

GLOBAL OFFICE WORKFORCE BY GENDER

907 Total
Directors

1,566 Total
Temporary

48% Female 59%—533
Female 52% Male

 41%—374
Male

25,011 Total 37%—1,575
Individual
40% Female
Male
60% maleContributors <1%—7
Not Declared

52% Female 68%—17,073
48% male
Female 31%—7,864
Male <1%—74
Not Declared 64%—5,661
Female8,893 Total 36%—3,196
Male <1%—36
Not Declared 63%—98059% Female
Female41% male 37%—572
Male 1%—14
Not Declared

Note:• Director nominees only.
• PVH defines Leadership Positions as VP level and above.
• Associate data is reflective of a point in time (1/31/21).

4,279 Total
Managers 63%—2,697
Female

63% Female
37% male
68% Female
32% male

64% Female
36% Male60

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RESOURCE APPENDIXINCLUSION & DIVERSITYT O TA L U. S . WO R K FO R C E BY R AC E / E T H N I C I T Y A N D L E V E L 8%—27 Asian 4%—14 Black328 Total
Leadership
Positions

122 Total
Senior Vice
President& Above 5%—16 Hispanic 0%—0
Not Declared
3%—9 Other

1,644 Total
Managers 10%—20 Asian 17%—84 Asian 5%—6 Black 4%—8 Black 3%—17 Black206 Total
Vice
President 5%—6 Hispanic <2%—2
Not Declared 5%—10 Hispanic 2%—4
Not Declared

495 Total
Directors 6%—30 Hispanic <1%—2
Not Declared <2%—2 Other <1%—1 Other 4%—18 Other 80%—262 White 81%—99 White 79%—163 White 69%—344 White 15%—252 Asian8%—27 Asian
4%—14 Black 6%—106 Black
5%—16 Hispanic
10,245 Total 14%—234 Hispanic
0%—0Individual 1%—10
Not Declared
Contributors
Not Declared
3%—9 Other 7%—728 Asian 36%—3,662 Hispanic 3%—50 Other 80%—262 White 5%—501 Other 60%—992 White 34%—3,517 WhiteT O TA L U. S . WO R K FO R C E
BY RACE/ETHNICIT Y 15%—2,108 Black 31%—4,327 Hispanic 1%—92
Not Declared

6%—106 Black
14%—234 Hispanic
1%—10
Not Declared
3%—50 Other
10,809 Total
60%—992White 1%—52
Not Declared

17%—84 Asian
3%—17 Black
6%—30 Hispanic<1%—2
Not Declared
4%—18 Other
69%—344 White 8%—96 Asian
Asian 16%—18610%—20Black 33%—3854%—8
HispanicBlack
5%—6 Hispanic 2%—22
2%—4
Not Declared
Not Declared 6%—66 Other<1%—1 Other 35%—40379%—163
White
White

7%—728 Asian

U.S. OFFICE WORKFORCE
17%—1,785 BlackBY RACE/ETHNICIT Y 7%—712 Asian 17%—1,888 Black 37%—4,006 Hispanic 1%—56
Not Declared 5%—638 Other

5%—551 Other 40%—5,518 White 33%—3,596 White

9%—1,187 Asian

6%—7 Asian
5%—6 Black
5%—6 Hispanic
1,158 Total
2%—2
Temporary
Not Declared
2%—2 Other
81%—99 White 17%—1,785 BlackU. S . R E TA I L & WA R E H O U S E
15%—252WORK F O R C E AsianBY RACE/ETHNICIT Y 9%—1,187 Asian

13,870 Total 6%—7 Asian

7%—712 Asian
17%—1,888 Black36%—3,662 Hispanic
1%—52
Not Declared
5%—501 Other
34%—3,517 White

3,061 Total 16%—475 Asian 7%—220 Black 8%—96 Asian
16%—186 Black 10%—321 Hispanic
33%—385 Hispanic 1%—36
2%—22
Not Declared

Not Declared
6%—66 Other Note: 63%—1,922 White
35%—403 White• PVH does not track race/ethnicity outside of the U.S.

3%—87 Other• Other includes American Indian or Alaskan Native, Native Hawaiian or PacificIslander, Multi-ethnic and those who declined to self-identify their race/ethnicity.
• Due to rounding of underlying data, numbers don’t add to 100%.
• PVH defines Leadership Positions as VP level and above.
• Associate data is reflective of a point in time (1/31/21).

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RESOURCE APPENDIXR E C R U I T E T H I C A L LY
Migrant workers who pay excessive recruitment fees are at high risk of being in situations of forced labor, modern slavery or human trafficking. Our Recruit Ethically program aims to ensure that migrant
workers in our supply chain are not responsible for paying fees or expenses to secure or maintain employment with a factory, as stated in PVH’s Migrant Worker Policy.
ETHICAL RECRUITING FINDINGSCAPAB ILIT Y BU ILDINGR E M E D I AT I O NForced Labor
Includes prison labor, trafficking, slavery andindentured workers
Child Labor

100%

An example of PVH’s remediation efforts include acase in 2020 in Thailand whereof direct suppliers in high-risk jurisdictions havecompleted our required Recruit Ethically training.

112

MIGRANT WORKERS$22,900

0
0

Freedom of Movement
Fully remediatedResponsibly exited by PVH for severe violations
Wage Deduction
Fully remediatedSupplier has submitted plan for remediation

1
1
2
1

Based on data reported by our suppliers in 2020,

Burmese migrant workers were
reimbursed for recruitment fees paid, and in total
was distributed.

10%

L ABOR AGENTS

of PVH supply chain workers are migrants, inclusiveof both domestic and foreign workers, and theforeign migrant worker percentage isAmong suppliers in 12 high-risk jurisdictions thathave foreign migrant workers, about

1%

.

50.8%
use labor agents.

Additionally, approximately

28.6%

of suppliers in 12 high-risk
jurisdictions employ foreign migrant workers.

Note:• This data is based on information provided by our suppliers and does not include Better Work, ABVTEX facilities and ‘Gray’ suppliers, meaning those suppliers are authorized for production, fall under a de minimis or other exemption category, and may undergo a self-assessment, short-form assessment
or rating equivalency.
• PVH’s Code of Conduct, A Shared Commitment, is informed by the United Nation’s Universal Declaration of Human Rights and is based on the Core Conventions of the International Labour Organization (ILO). Please see PVH CR Supply Chain Guidelines (pg. 5). All companies entering into a business
partnership with PVH are required to sign PVH’s Vendor Agreement. This agreement includes a requirement that companies abide by and attest to receiving and understanding PVH’s A Shared Commitment and abide by PVH’s policies, including our CR Supply Chain Guidelines.
• This data does not include licensee factories or suppliers which fall under the de minimis category.

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RESOURCE APPENDIXL I V I N G WAG E S
25,000
PVH is committed to transparency about how we are working to advance the payment of living wages. As part of our approach, PVH collects supplier wage data on an ongoing basis during factory assessments.

The data is analyzed at the end of each fiscal year to compare average hourly wages paid to workers in PVH supplier factories with legal minimum hourly wages, average hourly wages in the apparel sector
FOB value in 2020. Stakeholders can map these wage levels against various living wage benchmarks.
15,000

40

15.0
50

1.2

15.0

6

50

5,000

15.0

12.0

40

Apparel sector's average hourly wage
Legal minimum hourly wage

20

0.4

10

2019

0

2020

Vietnamese DongI
H

BANGL ADESH*
PVH supplier factories’ average hourly wage
2019 PVH col 21,317.90

20,000120

FE2019 min
16,584.00
2020 min 100 17,640.00

3.0

60

5,000

I
H

40

20
0

2019

2020

0

INDONESIAPVH supplier factories’ average hourly wage

12

2020

2019

0

2020

L
K

SRI LANKA
PVH supplier factories’ average hourly wage

2020

INDIA
PVH supplier factories’ average hourly wage

Apparel sector's average hourly wage
Legal minimum hourly wage

Apparel sector's average hourly wage
Legal minimum hourly wage

25,0008

2.02019 PVH col 53.13
2020
PVH col 57.13
1.5
1.02019 min2020 min

20,000

38.07
38.44

40

I
H

2019 PVH col 1.01
62020 PVH col 1.09

FE42019 min2020 min

40

0.86
0.9

2019 aver
45.66
2020 aver20192020 45.98

0

L
K

TUNISIAPVH supplier factories’ average hourly wage

02019 aver
1.22
20202019
aver 2020 1.31

Sri Lankan Rupee

F
E
L
K

TURKEYPVH supplier factories’ average hourly wage

Tunisian Dinar

Chinese Renninsi

I 15,000 2019 PVH col 11.4
H2020 PVH col 12.0

2

Note:
Apparel sector's average hourly wage
Apparel sector's average hourly wage
Apparel sector's average hourly wage
Apparel sector's average hourly wage
• All values listed in local currency.
minimum
wage
minimumhourly wage
Legal minimum hourly wage
Legal minimum hourly wage
• All PVH-specific supplier data is basedLegalon directly
sourcedhourly
facilities
and does not include facilitiesLegalin the Better
Work program.
• All data for the analysis was provided by ELEVATE from its EiQ platform. Wage data captures wage rates for regular working hours and does not include statutory deductions or overtime payments. Source: https://www.elevatelimited.com/services/analytics/eiq
Country-Specific Footnote:* Bangladesh: ELEVATE data includes factories located in Export Processing Zones. Better Work does not operate its program in factories within Export Processing Zones.

Indonesian Rupiah

2019

CHINA
PVH supplier factories’ average hourly wage

Cambodian Real

0.5

2019

20

10

10

Bangladesh Taka

F
E

40

Apparel sector's average hourly wage
Legal minimum hourly wage

2.5

Tunisian Dinar

10,0002019 aver 80 21,399.38
2020 aver
21,946.32
Sri Lankan Rupee

L
K

0

2020

30

15.0
20

15,0002019

CAMBODIAPVH supplier factories’ average hourly wage

Apparel sector's average hourly wage
2020 PVH col 21,850.08
Legal minimum hourly wage

6.0

3.0

0.2

0

Indian Rupee

0.6

9.0

Vietnamese Dong

PVH supplier factories’ average hourly wage

30

0.8

Turkish Lira

2020

Cambodian Riel

2019

40

Chinese Renminbi

1.0

Bangladesh Taka

0

1.4

60

10,000Indonesian Rupiah

Vietnamese Dong

20,000and living wage benchmarks. This wage data depicts year-over-year comparisons for FY19 and FY20 and reflects an expanded reporting scope from six to nine countries this year, constituting 86% of PVH’s global

10,0002019 min2020 min
5,000

I
H

40

10.13
10.35

2019 aver
12.12
20202019
aver 2020 12.53

0

6

F
E
L
K

VIETNAM
PVH supplier factories’ average hourly wage

Apparel sector's average hourly wage
Legal minimum hourly wage

Turkish Lira

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RESOURCE APPENDIX

SUPPLIER ASSESSMENTS : SOCIAL
We require social and environmental impact assessments during supplier onboarding, in keeping with our commitment to human rights and environmental protection. These supplier assessments are implemented
and managed by assessors, regional leads, quality assurance (QA) and brand liaisons, and overseen by our CR leadership, through regular updates and escalations, when necessary. In 2020, we continued
expanding our assessment program beyond finished goods suppliers to trim facilities and mills, laundries and other wet processors.
SUPPLIERS ASSESSED BY REGION

SUPPLIER ASSESSMENTS: SOCIAL

204

Europe, Middle East & Africa (EMEA)(74% of all suppliers in the region)

869

East & South East Asia (ESA)(84% of all suppliers in the region)

290

227

South Asia (SA)(63% of all suppliers in the region)

Americas(93% of all suppliersin the region)

Note:• T his includes factories that are part of the Better Work program and undergo a Better Work assessment.
• F actory ratings inform compliance performance, cadence for remediation and subsequent assessments, and production decisions for PVH Business Divisions. “Gold” rating indicates that the
supplier is an industry leader with a formal CR program and systems in place to self-manage environmental and social performance. “Green” and “Yellow” ratings indicate that the supplier exceeds
or meets Code of Conduct standards. “Orange—1st” and “Orange—2nd” ratings mean that the supplier has critical issues. While these suppliers are authorized for production, PVH exercises
vigilance and actively intervenes to remediate issues and continue business relationships, “Gray” ratings mean that the supplier is authorized for production, falls under a de minimis or otherexemption category and may undergo a self-assessment, short-form assessment or rating equivalency. “Red” and “White” ratings mean that the supplier is not authorized for production.

Gold

Green

Yellow

Orange—1st

4%

17%

59%

3%

Orange—2nd

Red

White

Gray—1st

1%

0%

1%

15%

67%

1,590

87%

80%

88%

1,645

of Tier 1 Supplier Facilities Audited
to a Labor Code of Conductof Tier 2 Supplier Facilities Audited
to a Labor Code of Conductof Total Audits Conducted by aThird-Party Auditor

Suppliers Assessed
for Social Impactsof Suppliers
Assessed

Assessments
Conducted

1,986
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RESOURCE APPENDIX

SUPPLIER ASSESSMENTS : ENVIRONMENT

588

of our core Tier 1 and beyond Tier 1
facilities completed a Higg Self-Assessment
in 2020.

481

E L I M I N AT E H A Z A R D O U S C H E M I C A L S

T O TA L N U M B E R O F S U P P L I E R S AC H I E V I N G
V E R I F I E D L E V E L 2 I N H I G G F E M WA S T E WAT E R
AND CHEMICAL MANAGEMENT

provided verified Sustainable Apparel
Coalition (SAC) Higg 3.0 Facility Environmental(FEM) data.

189

of the verified facilities were those with
wet processing (e.g., mills, laundries and dyehouses),
which have been identified as the parts of our supply
chain where the most environmental impacts
occur, (particularly water, energy and chemical use)allowing for the greatest opportunity for
improvement.

HIGG FEM CHEMICAL MANAGEMENTA N D WA S T E WAT E R I N S I G H T S 41%—198
Wastewater

Total Verified
Suppliers
481

481
133

 10%—49
Chemical Management292 7%—33
Wastewater &Chemical Management266

42%—Other

Total Number of Suppliers with Verfied Higg FEM Data

41%—198
Wastewater

Number of Suppliers Testing Wastewater
Number of Suppliers Tracking Chemical Inventories

10%—49Number of Suppliers Tracking MRSL Compliance in Chemical Inventories
Chemical Management
7%—33
Wastewater &Chemical Management
42%— Other

Note:• The content provided is vendor sourced, and we are continuously working to improve the quality of the data. This data is dependent on what each supplier can
provide and there can be substantial variances year to year. As our teams work together, we are learning every year how to make the collection process more
efficient and accurate. This data does not include Tommy Hilfiger.

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RESOURCE APPENDIXC H A R I TA B L E G I V I N G
Our global philanthropic efforts are led by The PVH Foundation, a nonprofit corporation dedicated to improving the lives of women and children by creating safe spaces, improving access to education andenhancing quality of life. PVH Cares is how we bring that purpose to life—organizing our associates around the world to dedicate their time, talent and resources in the communities where they work and live.
Save the Children is PVH’s global partner, and we support early childhood education and youth employability programs in the U.S., China, Bangladesh, India and Ethiopia.
T O TA L C H A R I TA B L E G I V I N GC O R P O R AT E M AT C H

1,859$7,254$1,445,200$160,000$100,000

Frontline Medical Needs

Food Insecurity

Community Resiliency$500,000$270,000

Supply Chain Community Support

Human Services$261,863
Total Corporate Match

Total Volunteer Hours

Volunteer Incentives

COVID -19 RELIEF AND SUPPORTT O TA L C OV I D -1 9 G R A N T S$2,475,200
Note:•Due to the move from calendar year to fiscal year reporting, January 2020 data was not captured, and for reference, is included here:
Total Cash 1,378,781.34; Store Collections 5,814.86; Volunteer Hours 366.25.

Product$5,731,366

Cash
Corporate MatchStore Collection
Associate Fundraisers
Volunteer Incentives
Total$7,439,805$261,863$413,070$111,348$7,254$13,964,706

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RESOURCE APPENDIXS U S TA I N A B I L I T Y AC C O U N T I N G S TA N DA R D S B OA R D
The Sustainability Accounting Standards Board (SASB) is an independent, private sector standards-setting organization dedicated to enhancing the efficiency of capital markets by fostering high-quality disclosureof material sustainability information that meets investor needs. This table references the Standard for the Apparel, Accessories & Footwear industry as defined by SASB’s Sustainable Industry Classification
System (SICS).

TOPICManagement of Chemicals
in Products

Environmental Impacts in the
Supply Chain

Labor Conditions in the
Supply Chain

AC C O U N T I N G M E T R I C

CODEDiscussion of processes to maintain compliance withrestricted substances regulations

CG-AA250a.1

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

CG-AA250a.2

Percentage of (1) Tier 1 supplier facilities and (2) supplierfacilities beyond Tier 1 in compliance with wastewater
discharge permits and/or contractual agreements

CG-AA430a.1

RESPONSE
For information about our Restricted Substances List (RSL) and Assessment and Management of Chemicals in
our Supply Chain, please see our GRI Index and our Restricted Substances List.
The PVH CR Supply Chain Guidelines requires that the quantity and quality of all wastewater complies with relevant
permits. Suppliers are asked to maintain valid wastewater permits to ensure compliance with all applicable laws
and regulations.

Percentage of (1) Tier 1 supplier facilities and (2) supplier
CG-AAfacilities beyond Tier 1 that have completed the Sustainable 430a.2
Apparel Coalition’s Higg Facility Environmental Module

PVH 2020 CR Report, page 65

Percentage of (1) Tier 1 supplier facilities and (2) supplier
CG-AAfacilities beyond Tier 1 that have been audited to a labor
430b.1
code of conduct, (3) percentage of total audits conducted bya third-party auditor

PVH 2020 CR Report, page 64

Priority non-conformance rate and associated corrective
action rate for suppliers’ labor code of conduct audits

CG-AA430b.2

PVH 2020 CR Report, page 64

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

CG-AA430b.3

PVH Materiality Assessment

Description of environmental and social risks associatedwith sourcing priority raw materials

CG-AA440a.1

PVH Materiality Assessment
PVH 2020 CR Report, page 39

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

CG-AA440a.2

34% of our materials are sustainably sourced.
For all sustainable materials, PVH requires third party certifications including but not limited to: Better Cotton
Initiative, Global Organic Textile Standard, Organic Content Standard, Global Recycled Standard, Recycled Content
Standard, Responsible Down Standard, and Responsible Wool Standard.

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RESOURCE APPENDIXTA S K F O R C E O N C L I M AT E - R E L AT E D F I N A N C I A L D I S C L O S U R E S
Aligning Our Reporting to the Task Force On Climate-Related Financial Disclosures (TCFD) Standard
PVH recognizes our alignment with industry frameworks and recommendations is key in addressing the evolving global impacts of climate change on our business and communities around the world. In linewith the recommendations made by the Task Force on Climate-related Financial Disclosures, we publicly disclose our climate-related information through our annual CDP Climate Change response, available in
our Appendix.
Please see below for our TCFD Index mapped to PVH’s 2020 CDP Climate Change and 2020 GRI responses.

TCFD DISCLOSURE

CDP

GRI

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

C1.1b

102-18, 102-31b) Describe management’s role in assessing and managing climate-related risks and opportunities.

C1.2, C1.2a

102-30a) Describe the climate-related risks and opportunities the organization has identified over the short-, medium-, and long-term.

C2.1a, C2.3, C2.3a, C2.4,
C2.4a

102-15b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy and financial planning.

C2.3a, C2.4a, C3.1, C3.1c,
C3.1d, C3.1e, C3.1f

201-2

Governance

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

C3.1a, C3.1c

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

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

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

C2.1, C2.2

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

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

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

C4.1, C4.1a, C4.2, C4.2a102-29, 102-30

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RESOURCE APPENDIXG L O B A L R E P O R T I N G I N I T I AT I V EThis report has been prepared following the Global Reporting Initiative’s (GRI) Standards.

DISCLOSURE NUMBER AND TITLE

2020 RESPONSE

Organizational Profile

102-1 Name of the organization

PVH Corp. (PVH)

102-2 Activities, brands, products, and services

PVH 2020 CR Report, page 3

102-3 Location of headquarters

200 Madison Avenue, New York, NY 10016

102-4 N umber of countries where the organization operates, andthe names of countries where it has significant operations
and/or that are relevant to the topics covered in the report

PVH 2020 Form 10-K

102-5 Ownership and legal form

PVH is a publicly traded company listed on the New York Stock Exchange

102-6 Markets served

PVH 2020 Form 10-K

102-7 Scale of the organization

PVH 2020 Form 10-K

102-8 Information on employees and other workers
102-9 Supply chain
102-10 
Significant changes to the organization and its supply chain

PVH 2020 CR Report, page 58
PVH 2020 Form 10-K
PVH Factory List Disclosure
PVH 2020 Form 10-K

102-11 Precautionary Principle or approach

We consider the precautionary principle as a key component of the organization’s management of risks related to people, environmentand communities.

102-12 External initiatives

General CR/Sustainability—American Apparel & Footwear Association (AAFA), Business for Social Responsibility (BSR), Fordham University Gabelli Schoolof Business, Sustainable Apparel Coalition (SAC), UN Global Compact, UN Foundation, Women’s Empowerment Principles
Human Rights & Safe Workplaces—Accord on Fire and Building Safety in Bangladesh (The Accord), ACT, Better Work, Responsible Labor Initiative, Ronald
McDonald House New York, SAC, Safe Horizon, Save the Children, Social and Labor Convergence Project (SLCP), UN Guiding Principles on Human Rights,
World Vision
Inclusion & Diversity—CEO Action to Promote Diversity & Inclusion, CFDA, NEST, P. A.C.E., Plan International, UKAID, UN Free and Equal Campaign, USAID,
Women’s Empowerment Principles
Environmental Sustainability—AFIRM Group, Apparel Impact Institute, Better Cotton Initiative (BCI), Business for Social Responsibility, Business
Renewables Center (BRC), Canopy, CEO Water Mandate, Ellen MacArthur Foundation, Fabscrap, Fashion for Good, G7 Fashion Pact, Global Fashion Agenda,
How2Recycle program, Plug and Play, RE100, REBA, SAC, Science-based Targets Initiative (SBTi), Sustainable Apparel Coalition, Sustainable Packaging
Coalition, Textile Exchange, The UN CEO Water Mandate, UN Fashion Charter for Global Climate Action, UN Global Compact, WWF International, Zero
Discharge of Hazardous Chemicals (ZDHC) Programme

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2020 RESPONSE

Organizational Profile (continued)

102-13 Membership of associations

Leadership Positions:• Stefan Larsson, Chief Executive Officer, previously sat on the Board for The Real Real, Inc. and the Ralph Lauren Corporation•E manuel Chirico, Chairman, is on the Board of Dick’s Sporting Goods, Board of Trustees for Montefiore Medical Center, Board of Trustees for Save theChildren and on the Board of the UN Global Compact•M arissa Pagnani McGowan, Chief Sustainability Officer, sits on the Steering Committee of the Global Fashion Agenda, and previously sat on the Steering
Committee of the Bangladesh Accord
PVH Representation:•S ustainable Apparel Coalition: Steering Teams for Brand Module 3.0 and Facility Advisory Council, part of other working groups and task teams,
including transparency working group and European Policy working group• SLCP: Signatory member, Technical Advisory Committee and other working groups• Textile Exchange: Working groups for Responsible Down Standard, Responsible Wool Standard and Responsible Leather Stakeholder group• Apparel Impact Institute: Founding brand• BSR: Responsible Luxury Initiative (ReLI) working group Maximizing Worker Engagement, HERproject• AFIRM: Four committees: Training, RSL, Public Policy and Compliance, and the Packaging RSL committees• AAFA: Environmental Committee initiative•B etter Work: PVH CR VP sits on the Advisory Committee for Better Work representing North American brands, founding brand ofBetter Work Academy• Responsible Labor Initiative: PVH CR Senior Director is on the Steering Committee• ACT: Working groups focused on Purchasing Practices Communications, and Accountability & Transparency• CEO Water Mandate: Apparel Industry working initiative• Nest: Steering Committee

Strategy102-14 Statement from senior decision-maker
PVH 2020 CR Report, page 6102-15 
Key impacts, risks and opportinities

PVH Materiality Assessment

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2020 RESPONSE

Ethics102-16 
Values, principles, standards, and norms of behavior
102-17 
Mechanisms for advice and concerns about ethics

PVH's Values
PVH’s Code of Business Conduct and Ethics
Associates and workers can report any suspected policy violations, inappropriate behavior and unethical practices via Tell PVH, our global reporting hotline.
Tell PVH creates a direct channel for open and anonymous communication to report concerns about misconduct and violations of our code of conduct andto ensure that concerns are heard and addressed in a timely manner. Since 2017, Tell PVH is open to all workers in our supply chain, in addition to PVH
associates. To ensure that our supply chain workers are aware of Tell PVH, auditors hand out information cards to workers during PVH CR assessment.
Tell PVH acts as a channel for PVH to capture and address concerns or complaints raised by the people who work for us directly and indirectly in our supply
chain. Workers and associates, subject to certain legal limitations, can report any suspected policy violations, inappropriate behavior and unethical practices
via the hotline. In the majority of cases, they can make reports anonymously, either online or by telephone, in one of 15 languages. We provide regular
updates to the associate or worker concerned, who can also track the progress of the complaint online. When we receive a worker grievance, either fromthe worker directly or via a union or NGO, CR associates document the issue and escalate it immediately to our CR leadership via a weekly reporting andescalation process that is documented through a standard operating procedure, from factory notification through executive review. The corporate and regional
CR teams coordinate to address the issue by engaging the worker, factory managers, the relevant PVH sourcing team and potentially third parties. The CR
team verifies the validity of the claim, arranges appropriate investigations and works with relevant parties to address any gaps. All parties are kept informedof developments. The CR team looks for trends or similarities to other findings in comparable factories, and incorporates such learnings in remediation
activities. In FY20, PVH received 14 grievance cases, 6 from workers (3 from Tell PVH, 3 from other channels) and 8 cases from trade unions. Investigationsof 3 cases are still ongoing, all the rest of 11 cases are addressed.

Governance102-18 
Governance structure

PVH Corporate Governance102-22 Composition of the highest governance body andits committees

PVH 2021 Proxy Statement102-23 Chair of the highest governance body

PVH 2021 Proxy Statement102-26 Role of highest governance body in setting purpose, values,
and strategy

Corporate Responsibility Committee of the Board Charter

102-29 Identifying and managing economic, environmental, andsocial impacts

Corporate Responsibility Governance & Stakeholder Engagement102-30 
Effectiveness of risk management processes
102-31 
Review of economic, environmental, and social topics
102-32 Highest governance body’s role in sustainability reporting
102-38 
Annual total compensation ratio

Our Approach to CR and Human Rights
Corporate Responsibility Committee of the Board Charter
Corporate Responsibility Committee of the Board Charter
Corporate Responsibility Governance & Stakeholder Engagement
PVH 2021 Proxy Statement71

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2020 RESPONSE

Stakeholder Engagement102-40 List of stakeholder groups

102-41 Collective bargaining agreements
102-42 
Identifying and selecting stakeholders
102-43 
Approach to stakeholder engagement102-44 
Key topics and concerns raised

Associates, investors, suppliers, workers in our supply chain, nongovernmental organizations (NGOs), industry associations and multistakeholder
initiatives, labor unions, governments, communities, wholesale accounts and consumers.
Please see our most recent Materiality work here.
PVH 2020 Form 10-K
PVH Materiality Assessment
PVH Materiality Assessment
PVH Materiality Assessment

Reporting Practices

102-45 
Entities included in the consolidated financial statements
102-46 
Defining report content and topic Boundaries
102-47 List of material topics
102-48 
Restatements of information
102-49 S
 ignificant changes from previous reporting periods in thelist of material topics and topic Boundaries
102-50 
Reporting period

PVH 2020 Form 10-K
PVH Materiality Assessment
PVH Materiality Assessment
No restatements have been madePVH Materiality Assessment
Fiscal year 2020. If any data points are reported as other than fiscal year, this is noted.

102-51 Date of most recent previous report

July 2020

102-52 Reporting cycle

Annual102-53 P rovide the contact point for questions regarding the reportor its contents

cr@pvh.com

102-54 
Claims of reporting in accordance with the GRI Standards
102-55 
GRI content index
102-56 External assuranceThis report has been prepared in accordance with GRI Standards: Core option.
PVH CR Resources
This report has not received external verification. We are continuing to build our internal processes to allow for consistent data collection andenhancement of verification.

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RESOURCE APPENDIX

2020 RESPONSE

Economic Performance103-1 Explanation of the material topic and its Boundary

PVH 2020 Form 10-K

103-2 The management approach and its components
103-3 Evaluation of the management approach

PVH 2020 Form 10-K

201-1 Direct economic value generated and distributed
201-2 F inancial implications and other risks and opportunities due
to climate change
201-3 Defined benefit plan obligations and other retirement plans
201-4 Financial assistance received from government

PVH 2020 Form 10-K
PVH 2020 Form 10-K
PVH received $95.4M total YTD in government assistance in 2020 as a result of the COVID-19 pandemic.

Procurement Practices

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach

PVH's Procurement team consistently partners with external resources such as the NBCC, MBDA, Voice of Your Customer, etc. to ensure inclusionof minority businesses for upcoming RFP/RFI’s. Spend Visibility allows procurement to analyze and measure indirect spend (non-merchandise, non-resale)data and metrics by vendor, commodity, and diverse supplier. Within this RFP tool, Dunn & Bradstreet's diversity tool was implemented to track our diverse
suppliers that participate in our competitive bidding process. Through this tool, data is available on awarded suppliers based on the capability that allows
vendors the opportunity to self-identify as minority registered businesses.
Diverse Spend is represented using categories per Dunn & Bradstreet classifications. Vendors may represent and report under multiple diverse categories
such as Disabled Owned, HBCU, Minority Owned, Small Business, Veteran Owned, Woman Owned, Disabled Veteran Owned. One of our I&D Commitments
is to establish a formal corporate supplier diversity program in the U.S. and other applicable regions by 2022. We seek to address issues of equity andinclusion with the indirect procurement of goods and services in the U.S. and other applicable regions by establishing a formal supplier diversity program
to track, monitor and expand our engagement and spend with a focus on minority/BIPOC- and women-owned businesse. All procurement associates arealso required to include minority vendors as part of their search criteria throughout the vetting process when expanding our supply-base for upcoming
projects and/or existing programs. Procurement has also successfully mandated the requirement for PVH teams to include Procurement on specificprojects that fall within a specific spend-threshold. By accomplishing this, Procurement can take the lead on assisting with bringing new potential minority
businesses to fruition.
Procurement’s strategic goal is to manage all indirect spend in order to provide more opportunity specifically for more diverse suppliers. In the future, we
aim to establish/implement a formalized supplier diversity program.

204-1 Proportion of spending on local suppliers

In CY19, Local (U.S) spend made up 89% of total indirect (not for resale) spend. Of that Local indirect spend, 36% was from diverse suppliers.

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RESOURCE APPENDIX

2020 RESPONSE

Anti-Corruption

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach205-1 Operations assessed for risks related to corruption
205-2 Communication and training about anti-corruption policies
and procedures

We understand the importance of implementing strong policies and procedures around bribery and anti-corruption. We have systems in place to train
associates on ways to identify and report potential cases of bribery and/or corruption. Legal and Compliance personnel also conduct ongoing risk
assessments. We strive to ensure that all of our policies and procedures reflect our commitment to upholding the highest moral, ethical and legal
standards in everything we do. In order to help our associates understand our policies and procedures, we require mandatory in-person and online
compliance training, in local languages. To measure effectiveness, internal and external auditors conduct periodic reviews of our anti-corruption program at
the global, regional, country and business unit levels. Our policy development and distribution, training and assessments are reported to our key
stakeholders. We engage senior management, Legal, Audit, HR, Corporate Responsibility and key business leaders in every geography in which we dobusiness to assist with the dissemination and socialization of our program, policies and procedures.
We have identified our supply chain as the main risk area of our operations. All suppliers are required to go through our social assessment program.
100%—We require that all PVH associates, as well as PVH Board members, participate in PVH Complies, our compliance training program consisting of
online courses on key topics that include our Code of Business Conduct and Ethics, anti-bribery and anti-corruption policies and legislation, insider trading
and conflicts of interest.
For more information see our Code of Conduct.

205-3 Confirmed incidents of corruption and actions taken

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

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RESOURCE APPENDIX

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Materials

103-1 Explanation of the material topic and its Boundary

PVH CR 2020 Report, page 56

103-2 The management approach and its components

Considering the volumes of various raw material types, as well as business risks and opportunities, we identified priority areas of focus within natural,synthetic and animal-based raw material categories. To implement this strategy, we are introducing new resources, tools and trainings to our raw materials anddesign teams to enable them to incorporate sustainability considerations into their daily activities.

103-3 Evaluation of the management approach

Sourcing cotton more sustainably for the environment and farming communities is a particular global focus for us. Cotton represents 70% of our raw material
use, so we have a great need and opportunity to invest in sourcing more sustainable cotton. We are taking a portfolio approach to sustainable cotton byprocuring and supporting the market growth for a variety of more sustainable cotton sources, including Better Cotton, organic cotton, and recycled cotton.
As our program continues to evolve, we are continuously addressing the need to move further into our materials supply chain due to the high level of impact
at the growing/milling stage. A core component of our global sustainable cotton program is sourcing Better Cotton, which is produced by farmers in a way thatis measurably better for the environment and farming communities.
In terms of synthetic fibers, several of our divisions are taking a lead on initiating the procurement of recycled or upcycled fibers with a view to scale these
efforts, where appropriate. We are continuously identifying opportunities for all our divisions to feature products made with recycled polyester, with the aimof eventually sourcing recycled polyester whenever possible.
Responsible sourcing for animal-based materials has become an increasingly important issue to our company and stakeholders. Please see our Animal
Welfare Policy Statement for further details.
As a step toward achieving our Forward Fashion commitment to procuring more sustainable viscose, PVH joined the CanopyStyle initiative in 2019. Pleasesee our Forest Protection Policy for further details.
301-1 Materials used by weight or volume

PVH CR 2020 Report, page 57

301-2 Recycled input materials used

PVH CR 2020 Report, page 57

301-3 Reclaimed products and their packaging materials

Through Tommy for Life, we’ve diverted 36,429 kg of textile waste in the Netherlands.

Energy103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach

PVH CR 2020 Report, page 52

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Energy (continued)

302-1 Energy consumption within the organization

PVH CR 2020 Report, page 52
WRI’s Corporate GHG Accounting Protocol. Data covers purchased electricity, refrigerants, fuel and natural gas consumed by offices, showrooms,
warehouses, distribution centers, the PVH Neckwear Factory, Hawassa Factory and retail facilities worldwide. It also covers PVH U.S. Fleet and leased
vehicles in the U.S. and Europe.

302-2 Energy consumption outside of organization
302-3 Energy intensity
302-4 Reduction of energy consumption
302-5 Reductions in energy requirements of products and services

Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.
2020 CDP Climate Change (C6.10)
2020 CDP Climate Change (C4.2a and 7.9a)2020 CDP Climate Change (C4.5 and 4.5a)

Water & Effluents

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach

Water is used at every stage of our product lifecycles—from growing raw materials (such as cotton) to dyeing, tanning, printing and finishing garments, tothe way consumers launder clothes. We have used a number of different resources, insights and tools to develop a comprehensive global water strategy.
The strategy is informed by our UN CEO Water Mandate commitment, a global water risk analysis conducted by WWF and insights into the lifecycle impactsof our products. Additionally, we have been leveraging the Zero Discharge of Hazardous Chemicals (ZDHC) Programme’s work, notably its Manufacturing
Restricted Substances List (MRSL) and Wastewater Guidelines. We have also taken steps to gain greater insight into our Level 1 and 2 suppliers’ wateruse, particularly through the SAC’s Higg Index Facilities Environmental Module (FEM). PVH initiated a water risk assessment that accounted forapproximately 90% of all Level 1 suppliers and strategic Level 2 suppliers. PVH collected the location of suppliers uploaded onto the WWF-DEG Water Risk
Filter. Using the criteria provided by the Water Risk Filter, determinations were made on each facility’s water risk based on calculations of physical,
regulatory and reputational risk. Learn more about our approach on page 65.

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Water & Effluents (continued)

303-1 Interactions with water as a shared source

PVH primarily uses municipal water in our worldwide stores, offices, warehouses, distribution centers, neckwear factory and our joint venture in Hawassa,
Ethiopia. The functions of these facilities are not water-intensive as use is limited to cleaning, maintenance activities, and personal consumption by
employees, in comparison to other stages across the value chain. Freshwater availability is vital to PVH because it is critical for the growth of cotton andproduction of other raw material inputs in the value chain. It is also vital for the wet processing portion of the value chain (e.g., dyeing, washing, finishing)of a garment. Additionally, freshwater is essential for the health and hygiene of communities in which we operate. Through our roll-out of the Sustainable
Apparel Coalition’s Higg Facility Environmental Module from 2017–2019, we collected data to better understand our suppliers’ environmental performancewith a goal of driving improvements by setting targets.
We ask all our Level 1 (cut and sew/ready-made goods) and strategic Level 2 suppliers (fabric mills, spinners, and dye houses) to report on water use, risks,and management practices by responding to the Higg Index. By engaging with our most strategic suppliers, representing over 80% of our business, we areable to calculate our water baseline by geography, facility type, and category, and understand our progress.
Much of the apparel industry’s water impact occurs early in the supply chain, particularly when fabrics are dyed or at wet processing facilities. PVH hascontinued to expand our assessment program to gain a broader view of our suppliers’ water practices by growing our assessment program to include trim andmill facilities. The Higg FEM collects information pertaining to water usage, wastewater volumes and treatment, and water reduction strategies. Success ismeasured through Higg FEM scores, as it provides comprehensive data that gives insight to both the facility and PVH, to make strategic operational decisions,as well as help devise strategies and remediation plans.
To work toward our commitments to water stewardship, we identified strategic sourcing regions—China, Ethiopia, India and Vietnam—that were also deemedas high water risk based on the WWF Water Risk Filter. These regions represent approximately half of total spend. Through these programs, we have engaged
approximately 150 facilities across more than 50 industrial parks on supplier education and water stewardship collaboration. Our impact promotes a supply
chain with access to resources and tools to implement positive change and drive the industry forward.
We measure success at several levels:
1. Supplier Performance: Monitored through suppliers’ Higg FEM scores
2. Programmatic Performance: PVH has set key performance indicators with our strategic partners including WWF, the U.N. Global Compact’s CEO Water
Mandate, Aii, and GIZ on their respective water stewardship and mill improvement programs
3. Corporate Performance: We measure success and monitor progress toward our Forward Fashion targets set in 2019, including:• Provide Access to Water• Establish 5 collective action projects in PVH’s most water-stressed sourcing communities by 2025
• Eliminate Hazardous Chemicals and Microfibers• Water leaving wet processors will have zero hazardous chemicals and be filtered for harmful microfibers by 2025
• Source Ethically• 100% of PVH suppliers will meet or exceed our social/environmental standards

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Water & Effluents (continued)

303-2 Management of water discharge-related impacts

The PVH CR Supply Chain Guidelines require that the quantity and quality of all wastewater comply with relevant permits.
PVH suppliers are obligated to follow all legal requirements for wastewater generated and disposed. In particular, suppliers should maintain valid
wastewater and waste disposal permits to ensure compliance with all applicable laws and regulations.
To manage wastewater in a way that will remove hazardous chemicals from the supply chain, we encourage suppliers to go beyond legal requirements, forexample, application of the ZDHC Wastewater Guidelines and more advanced wastewater treatment technologies.

303-3 Water withdrawal
Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.
303-4 Water discharge
303-5 Water consumption

PVH CR 2020 Report, page 55

Biodiversity103-1 Explanation of the material topic and its Boundary

103-2 The management approach and its components

103-3 Evaluation of the management approach

Within our Forward Fashion strategy, PVH engages in biodiversity protection and restoration work through the following public targets: Regenerate
Materials, Eliminate Hazardous Chemicals & Microfibers, and Provide Access to Water such as:•P VH's Forest Protection Policy launched alongside a formal commitment to both the CanopyStyle and Pack4Good initiatives.
• Animal Welfare Policy, which bans the use of fur, angora and mohair, and communicates our commitment to sourcing responsible wool, down, leather
and exotic skins.
•W ater Stewardship initiatives•A water risk assessment conducted with WWF, leading to a multi-year, million-dollar global partnership with WWF launched in 2018. Specifically, PVH,
Tommy Hilfiger, and WWF are working together to help conserve freshwater resources in India’s Cauvery River basins, Ethiopia’s Lake Hawassa, China’s
Taihu basin and the Mekong Delta in Vietnam.
• T hrough our collective action basin work, PVH has implemented a number of projects aimed at restoring the local biodiversity. Some specific examplesof restoration activities at the basin level include: Through our Protecting Lake Hawassa Initiative we are working to ensure access to clean water for
local communities in key basins around the world. Alongside our key partners and technical advisors, GIZ, WWF and the Rift Valley Lakes Basin
Development Office, we continue to advance water conservation and stewardship efforts in Ethiopia and other critical water sources for our sourcing
communities through exploration of new technologies and educational programming, and support of sustainable development policies at the local andnational levels.
Some of our commitments focus on removing deforestation and forest degradation from our direct operations and can be seen through our work with the
Fashion Pact, Canopy’s Pack4Good Initiative, and the We Mean Business Coalition. As we move forward, PVH will continue to build on its biodiversity
strategy and has committed to creating a Science-based Target for biodiversity in 2021 through our commitment to the Fashion Pact.

304-1 Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside
protected areas

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

304-2 S ignificant impacts of activities, products, and services
on biodiversity304-3 Habitats protected or restored

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

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Emissions103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components

PVH 2020 CR Report, page 49

103-3 Evaluation of the management approach305-1 Direct (Scope 1) GHG emissions

a. 29,091 metric tons of CO2eb. CO2, CH4, N2O, HFC 134a, R-410A, HCFC-22
c. n/ad. 2017i. & ii. 2017. 32,689 metric tons of CO2e2017 data is used to establish 2019 science based targets with the Science Based Target initiative (SBTi)
From 2017 to 2018, Scope 1 emissions increased due to two factors:• First, about 6% more facilities were added which consume natural gas.
• Second, the overall square footage of PVH facilities increased by 24%, leading to higher modelled values for the majority of sites.
From 2018 to 2019, Scope 1 emissions decreased mostly due to the closing of a number of facilities.
From 2019 to 2020, Scope 1 emissions decreased by 14%, due mostly to a reduced number of facilities, and facility closures due to COVID-19
iii. Our 2017 baseline uses the market-based approach so that we can account for renewable energy purchases
and generation.
e. GWP Source: IPCC 5th Assessment Report (AR5), 100-year GWP (AR5); Emission factor source: IEA, EGrid, Green-e, AIB, WRI’s Corporate GHG
Accounting Protocol.
f. Operational control
g. WRI’s Corporate GHG Accounting Protocol. Data covers refrigerants, fuel and natural gas consumed by offices, showrooms, warehouses, distribution
centers, the PVH Neckwear Factory, Hawassa Factory and retail facilities worldwide. It also covers PVH U.S. Fleet and leased vehicles in the U.S. andEurope. Scope 1 = 29,091 MT CO2e. Scope 1 Breakdown: Offices = 575, Retail = 22,776, Warehouses = 2,671, Vehicles = 3,069. Offices include
emissions from showrooms. Warehouses include emissions from distribution centers and vehicles includes fugitive emissions from vehicle refrigerants.

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Emissions (continued)

305-2 Energy indirect (Scope 2) GHG emissions

a. 88,213 metric tons of CO2eb. 51,797 metric tons of CO2ec. CO2, CH4, N2O
d.
i. & ii. 2017. 119,758 metric tons of CO2e (market-based).
2017 data is used to establish 2019 science based targets with the Science Based Target initiative (SBTi)
Scope 2 emissions decreased between 2017 and 2018 due to:• The purchase of renewable energy credits in North America and the Netherlands, reducing over 31,000 metric tons of CO2e.
• Improved tracking of electricity for North America Retail resulting in a 2% decrease in modelled data.
Scope 2 emissions decreased further between 2018 and 2019 due to:• The increased purchase of renewable energy credits throughout Europe• The closing of facilities• Increased primary data
• Updated emission factors
Scope 2 Emissions decreased between 2019 and 2020 due to:• Purchase of Renewable Energy Credits for EU and North America• Mid-year closure of facilities due to COVID-19
iii. Our 2017 baseline uses the market-based approach so that we can account for renewable energy purchases
and generation.
e. GWP Source: IPCC 5th Assessment Report (AR5), 100-year GWP (AR5); Emission factor source: IEA, EGrid, Green-e,
AIB, WRI’s Corporate GHG Accounting Protocol.
f. Operational Control
g. WRI’s Corporate GHG Accounting Protocol. Data covers electricity purchased by offices, showrooms, warehouses, distribution centers, the PVH Neckwear
Factory, Hawassa Factory, and retail facilities worldwide. Scope 2 = 51,797 MT CO2e. Scope 2 Breakdown Offices = 6,621, Retail = 36,147, Warehouses =9,017, Vehicles = 12. Offices include emissions from showrooms. Warehouses include emissions from distribution centers.

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Emissions (continued)

305-3 Other indirect (Scope 3) GHG emissions

a. 2,600,737 metric tons of CO2e.
b. CO2, CH4, N2O
c. 57,058 metric tons CO2ed. Categories reported
i. Purchased Goods & Services: 1,326,467 metric tons CO2eii. Fuel & Energy Related Activities: 16,749 metric tons CO2eiii. Upstream Transport & Distribution: 207,663 metric tons CO2eiv. Business Travel: 33,585 metric tons CO2ev. Downstream Transportation & Distribution: 159,898 metric tons CO2evi. Use of Sold Products: 596,298 metric tons CO2evii. End of Life Treatment: 73,738 metric tons CO2eviii. Franchises: 186,329 metric tons CO2ee. The base year calculation is from 2017 which was the earliest time data was available to calculate our Scope 3 emissions.
f. G
 WP Source: IPCC 5th Assessment Report (AR5), 100-year GWP (AR5); Emission factor source: IEA, EGrid, Green-e, AIB, WRI’s Corporate GHG
Accounting Protocol.
g. WRI’s Corporate GHG Accounting Protocol was used. Higg MSI Data along with various electricity EFs and EPA EFs were used for the majority of purchased
goods and services emissions, and MSI EFs were used for our raw materials. DEFRA factors were used to calculate our Scope 3 emissions, and T&D was
calculated using actual logistics data and tonne/km EFs from our TH team in Europe. Business travel was calculated using mileage data and CO2e/mile
EFs from DEFRA. Use of sold products was calculated using a number of various sold goods and the energy required to wash, dry, and iron them. EOL was
calculated using a DEFRA EF and finally, franchises were calculated with actual electricity and fuel data.

305-4 GHG emissions intensity

a.
i. Scope 1 and 2 & Employee number: 2.63
ii. Scope 1 and 2 & Revenue: 0.0000082
iii. Scope 1 and 2 & Square footage: 0.00507
iv. Scope 1, 2, and 3 & Employee number: 43.147
v. Scope 1, 2, and 3 & Revenue: 0.000133896
b. Employee number, revenue & square footage for Scope 1 and 2 and employee number & revenue for Scope 1, Scope 2 and Scope 3
c. Scope 1, 2 & 3 emissions
d. CO2, CH4, N2O, HFC 134a, R-404A, R-410A, HCFC-22

305-5 Reduction of GHG emissions

305-6 Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and othersignificant air emissions

a. 23,258 metric tons of CO2e reduced (Scope 1 & Scope 2)
b. Scope 1: CO2, CH4, N2O, HFC 134a, R-404A, R-410A, HCFC-22
c. Scope 2: CO2, CH4, N2O
2015 was the first year that we have conducted a global GHG footprint.
d. Scope 1 & Scope 2.
e. See response for letter G in 305-1 and 305-2
Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.
Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

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Effluents & Waste

103-1 Explanation of the material topic and its Boundary

PVH 2020 CR Report, page 53

103-2 The management approach and its components

Chemicals are used throughout the apparel manufacturing process. Managing these chemicals effectively and identifying safer substances is central toprotecting human health and the environment. We are committed to using safer substances in materials used to manufacture our products and within the
manufacturing processes themselves to protect the consumer, workers, sourcing communities, and the natural environment.

103-3 Evaluation of the management approach

We also address chemicals in the manufacturing process through the required adoption of the ZDHC Manufacturing Restricted Substances List (MRSL)and encouraged adoption of the Wastewater Guidelines. To monitor compliance with our chemical management program, we take a risk-based approach toauditing suppliers and testing products. We focus our efforts on the parts of our supply chain where the most significant chemical impacts occur, such as
our mills and facilities with wet processing. As such, we require these suppliers to complete the Sustainable Apparel Coalition’s Higg Index FEM, as wellas achieve minimum scores in the chemical and wastewater modules. In order to drive facility-level improvements and compliance, we expanded ourCorporate Responsibility assessment program in 2017 to include a more comprehensive set of chemical indicators, including wastewater testing, in linewith Zero Discharge of Hazardous Chemical (ZDHC) requirements. This information was collected as part of our roll-out of the Higg FEM. This has allowed
us to gain a deeper understanding of chemical performance and compliance at the facility level and to identify areas for improvement. In 2019, 189 wet
processors including 44 strategic mills provide us with verified SAC Higg 3.0 FEM data.
306-1 Waste generation and significant waste-related impacts

a. Total volume of planned and unplanned water discharges: 92,716,208 cubic meters
Industrial: 16,456,452 cubic meters
Domestic: 25,295,224 cubic meters
Combined (Mixed industrial and domestic): 50,964,532 cubic metersb. Facilities that completed Higg FEM reported if they treated Domestic and Industrial wastewater separately or together.
• Industrial wastewater: Water used in production, lubrication, cooling, maintenance, cleaning of production machines, etc.
• Domestic wastewater: Water used in toilets, showers, kitchens, cleaning, etc.
• If they reported that their Industrial and Domestic wastewater was treated together, their wastewater amount was reported as combined wastewater• The total volume is the sum of Industrial, Domestic, and Combined wastewater
Only facilities with verified data are included in this analysis. This data is from 2019.

306-2 Management of significant waste-related impacts

a. n/ab. 2019 Totals (all metric tons)
2019 Global Owned & Operated Waste Baseline results:
5,400 tons of waste
7,428 tons of recycling
57% diversion rate

306-3 Waste generated

PVH has no significant spills to report.

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Effluents & Waste (continued)

306-4 Waste diverted from disposal
306-5 Waste directed to disposal

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

Environmental Compliance103-1 Explanation of the material topic and its Boundary

103-2 The management approach and its components

103-3 Evaluation of the management approach307-1 Non-compliance with environmental laws and regulations

CR Governance & Stakeholder Engagement, Environment Policy and Supplier Guidelines.
Our business partners are required to comply with all applicable environmental laws, rules and regulations at their facilities and in the communities in which
they operate, particularly with respect to water, energy, hazardous chemicals, air quality and waste. Further, we expect our business partners to incorporate
environmentally responsible practices into all of their activities that relate to their business with us. Proper documentation is important for providing evidence ofcompliance with the law and the standards above. Business partners must keep the following documents on file and available to Assessors and otherauthorized personnel: Copies of national and local labor codes, health and safety regulations, and environmental requirements.
Suppliers are contractually obligated to uphold our Code of Conduct and perform against our expectations set out in our Supplier Guidelines. As partof our approach, suppliers within our current scope, including strategic and core cut and sew facilities, key mills, trims and wet processors, are assessedannually using Higg FEM to understand environmental impacts. This scope was defined as these operations represent our largest opportunity for impact. After
FEM verification, suppliers are required to complete action plans to ensure improvements are being made. Regional advisors engage with facilities regularly
throughout the year to track progress against those plans and advise on challenges a facilitiy is facing. Factory authorization is dependent upon performanceagainst supplier guidelines and PVH reserves the right to exit a factory in accordance with PVH Responsible Exit Standard Operation Procedure when necessary.
Omission reason: Information unavailable. PVH does not collect data of sufficient quality to enable reporting.

Supplier Environmental Assessment

103-1 Explanation of the material topic and its Boundary

PVH 2020 CR Report, page 65

103-2 The management approach and its components

We include environmental criteria in full (long form) supplier assessments (applying to approximately two-thirds of new suppliers). The Sustainable Apparel
Coalition (SAC) Higg 3.0 Facility Environmental (FEM) is a standardized tool for measuring apparel suppliers’ environmental impacts and helping them drive
improvements across seven impact areas. The tool enables us to manage the environmental impacts in our supply chain more effectively and improve thequality of our reporting. As of 2020, 588 total facilities provided SAC Higg FEM data. Virtually all of these facilities have completed the data gathering process
and approximately 82% had this data verified. In 2020, we anticipate that approximately 481 facilities in the PVH supply chain, including approximately 189
that involve wet processors (e.g., mills, laundries and dyehouses), will provide verified Higg FEM along with our core CR assessment.

103-3 Evaluation of the management approach308-1 N ew suppliers that were screened using
environmental criteria

All (100%) new factories must complete a full PVH CR assessment, which contains 14 Environment-related indicators, prior toauthorization for production.

308-2 Negative environmental impacts in the supply chain andactions taken

We utilized Higg Facility Environmental Module (FEM) to assess environmental impacts.
a. 588 direct facilities were assessed.
b. 189 wet processing facilities were identified as having significant actual and potential negative environmental impacts.
c. Industrial wastewater discharge.
d. 100% were engaged by PVH advisors and needed to submit performance improvement plans.
e. Zero. We did not use Higg FEM results to terminate business relationship.

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Employment103-1 Explanation of the material topic and its Boundary

PVH 2020 CR Report, page 46
We empower our associates to design their future with opportunities to be their best selves. Our associates co-create as one team of creative andinnovative people to connect to our consumers around the world and impact our iconic brands to drive fashion forward—for good. We are committed torecruiting, training and providing career advancement to all associates regardless of gender, race, religion, age, disability, sexual orientation, nationality, or
social or ethnic origin.
Our Talent Acquisition strategy aligns across 5 key pillars: Attraction; Sourcing; Hiring; Capabilities; Operating model

103-2 The management approach and its components

103-3 Evaluation of the management approach

ATTRACTION: Building out the employer brand, establishing a social media presence, developing a robust careers page and job descriptions, and delivering
an exceptional candidate experience.
SOURCING: Our employee referral program, market research and targeted candidate search capabilities, building an internal mobility capability andensuring that diversity and inclusion are infused in all of our candidate attraction activities.
HIRING: We leverage assessments and testing, structured interview guides and deliver a consistent onboarding experience for all new associates
joining PVH.
CAPABILITIES: Ensure we have the tools and capabilities necessary to engage, recruit and hire the talent PVH needs. This entails recruiter training andcertification, interview skills training for all participants in the hiring process, and the data and analytics necessary to assess the effectiveness of ourrecruiting efforts. We are also focused on the process and workflows of talent acquisition, along with tools, technology and governance.
We deliver talent acquisition services through a combined central/local operating model. At the center, we manage strategy, tools and technology tosupport the recruiting teams that are aligned to the respective brand groups and regions.

401-1 New employee hires and employee turnover

Total number of new employee hires during the reporting period: 5,574 Globally—excluding Europe, Australia and New Zealand
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Employment (continued)

401-2 B
 enefits provided to full-time employees that are notprovided to temporary or part-time employees

We are committed to providing our most important asset—our approximately 33,000 associates around the globe—with a great place to work and theopportunities to develop personally and professionally. In addition, we offer competitive pay and benefits, tailoring our offerings to the countries andregions where we work.
In 2020, a significant number of benefits were added in support of our associates and their families. We implemented an Employee Assistance Program
globally at the start of the COVID-19 pandemic (March 1st, 2020) and plan to continue offering it to associates and their families in support of emotional
wellbeing. We paid the full cost of healthcare coverage for associates in the Americas for up to 5 months during 2020 to ensure there were no barriers tohealthcare. We added a Benefits Resource page to the portal and a weekly Benefits Newsletter to help associates find the programs necessary to support
their needs. A COVID-19 HR Support Desk was established to help associates who prefer talking to a representative. We added a Retail job resource site
to help associates displaced as a result of COVID-19. Classes were added to PVH U about the CARES Act, unemployment and how to navigate homeschooling. Guides on these topics were also added to the portal. Associates were reminded of the Associate Relief Fund to ensure those in need understood
how to apply for assistance. The Headspace mindfulness app was added for all associates globally as another tool to help associates find balance. There were
benefits that were reworked as well. We added virtual classes to the gym reimbursement programs and provided virtual access to the People’s Place Program
gym classes in the Netherlands. Weight Watchers program reimbursement was updated to include virtual attendance and more. At the same time, we madeother changes to programs but did not cut benefits. The tuition reimbursement program was put on hold and has resumed with a new outsourced vendor who
offers discounts to 2,000+ colleges/universities and assistance with financing. The college scholarship program was also put on hold and has resumed
with new streamlined, automated administration.
Specific benefits vary by associate grade, type of facility, and region and may include:• PVH Wellness Program• Health, dental, and vision insurance• Life and Accidental Death & Dismemberment insurance• Critical Illness, Accident and Hospital Indemnity Insurance Programs• Disability insurance• Retirement plan benefits (401(k) and pension) are available to part-time employees meeting minimum IRS hours requirements• Domestic partner benefits• Global Employee Assistance Program EAP)
• Equity Program• Flexible Spending and Health Savings Accounts• Financial wellness/planning and pre-retirement workshops• Flexible working arrangements• Paid time off• Paid parental leave benefits• Identity Theft Protection• Group Legal• Group Auto & Home Insurance• Adoption Assistance• Outplacement services for severance situations• Backup Care for Children and Eldercare• Tuition Reimbursement ($5,000 for undergraduate and $8,000 for graduate courses per year)• College Scholarship Program, 529 College Savings, College and Educational advisory program• Employee product discounts program• Other benefits relevant and applicable to certain offices and geographies

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Employment (continued)

401-3 Parental leave

Eligibility as of 12/31/2019:
U.S. FT Associates:
Female: 4,205
Male: 2,296
Undeclared: 7
Total: 6,508
U.S. FT Associates who took parental leave in 2019
Female: 162
Male: 48
U.S. FT Associates who took parental leave in 2019
Female: 132
Male: 39
U.S. FT Associates who took parental leave in 2019 who were still active as of 2/26/2021
Female: 108
Male: 28
U.S. FT Associates who took parental leave in 2019
Return to Work Retention Rate:
Female: .815
Male: .813
Retention Rate (12 months after return):
Female: .667
Male: .583
Primary Carer Return to Work Rate: 0.85
Primary Carer Retention Rate (still active today): 0.67
# of weeks paid parental leave available (to adoptive parents, primary caregivers, secondary caregivers): 6 weeks for the U.S.
# of workers who took secondary carer leave: 55 Associates in 2020
# of weeks paid primary carer leave to part-time and ful-time employees: 6 weeks for the U.S.

Occupational Health & Safety

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach

We work to provide our associates with safe working environments, as well as initiatives and benefits that promote health and wellbeing and foster apositive work-life balance. In our warehouses and distribution centers, our management approach involves providing site and division safety leadership,
ensuring facility and division compliance with corporate safety standards, implementing safety directives, continuously improving safety performance, andensuring safety policies and procedures are aligned with governmental regulations. Retail store operations regularly walk the stores for risk identificationand potential hazards. To measure effectiveness, we perform safety audits and inspect facilities, machinery, and safety equipment to identify and correct
potential hazards, and to ensure safety regulation compliance. We also conduct ergonomic evaluations of job functions and provide recommendations on
methods and techniques. We investigate industrial accidents, near-miss incidents, and occupational injuries to determine causes, install preventive
measures, and manage return-to-work activities. We set internal targets and objectives in relation to the above management approach. We also provide forthe safety of associates through a business continuity program, which involves associate preparedness, local site preparations, crisis management, andbusiness recovery.
For more about our COVID-19 safety measures see page 28.

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Occupational Health & Safety (continued)403-2 H azard identification, risk assessment, andincident investigation
403-3 Occupational health services
403-4 W orker participation, consultation, and communication on
occupational health and safety403-7 P revention and mitigation of occupational health and safety
impacts directly linked by business relationships
403-9 Work-related injuries
403-10 
Work-related ill health** Data is from January 2020-January 2021.
** A distinction is not made in the recording of work related injury v. work related illness.

Hazards and potential risks are identified and reported to safety committees and the Risk Managements team for resolution. Guidance is then provided toaddress the specific situation as well as additional evaluation of wider ranging exposure in other areas. Trend analysis is completed on losses as well toidentify trending risks and emerging risks.
OSHA logs are posted in compliance with national OSHA regulation. Additional information is available upon request in accordance with safety protocols.
Our warehouses and distribution centers have Safety Committees. Facilities with multiple shifts have committee meetings on each shift and meet at least
once per quarter. Safety Committees are made up of representatives from multiple departments. They represent all associates in their respective area(s),inclusive of the entire workforce (100%).
All PVH associates and third party vendors are required to follow PVH safety guidelines while at any PVH location.
OH&S Claims reported—230
Total Fatalities—0
Total Lost Days due to sickness or injury—4,004**
Record/report only claims—94
Indemnity claims—275
Repetitive motion claims—4

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Training and Education

103-1 Explanation of the material topic and its Boundary

PVH University (PVH U) empowers associates across the enterprise to design their futures and enables them to build core competencies through engaging
and impactful learning content. PVH U reaches over 24,000 associates globally* through a learning platform, powered by Workday, and a social channel on
PVH Insider (internal social platform), and ongoing communications and campaigns. PVH U plays a key role in equipping associates with skills and knowledge
to deliver on global initiatives, ranging from Performance & Development processes to remote working policies to SAP ERP implementations. The organization
takes an approach balancing global, regional, and local learning needs through both COEs, dedicated teams, cross-regional task forces, and cascading priorities.
PVH U supports the global HR priorities by: 1. Developing leaders, 2. Preparing the workforce for the future, and 3. Creating a strong associate experience. The
coronavirus pandemic interrupted company operations, disrupted ways of working, reprioritized efforts, and resulted in new challenges. The learning function had
to pivot alongside the business to meet associates where they were, provide resources and tactics, and reprioritize activities.
PVH U includes:• Academies for Leadership, Digital, Inclusion & Diversity, Supply, Logistics, HR, and Systems & Applications• Formal development programs for leaders• Digital badging• Virtual classes (and some in-person where permitted)• Digital learning• Leaders as Teachers
Some of these activities were paused in 2020 based on the circumstances and nuances in different regions and countries. Digital learning, virtual classes,
and digital badging became important areas of focus. 2020 was a challenging year for the organization as we navigated the pandemic. Remote working,furloughs, store closures, reduced production, and layoffs were among decisions made to protect the company.

103-2 The management approach and its components

PVH University pivoted to an entirely digital experience by:• Transforming in-person courses and workshops to digital learning, virtual classes, and bite-sized video learning, including a course on self-development
and a course on change management basics• Accelerating rollout plans and made global LMS available to majority of Retail audience in 2020, nearly tripling the number of associates with accessto PVH U• Making microlearnings available on both the global LMS and internal social platform PVH Insider (powered by Social Chorus), meeting associates in thetechnologies they use• Building new, situation-relevant content to support associates, including: a reboarding guide to support returns from furlough, a new live virtual
series addressing skills needs like virtual feedback and navigating change, digital learning on new safety policies & procedures for both retail andcorporate audiences• Launching Digital Badging to provide associates with an engaging, motivating, and dynamic digital learning experience. The first two badges offered were
I&D Champion and Virtual Collaborator. Within the first 2.5 months over 1,000 badges were earned globally.
• Offering virtual workshops and resources for people managers, to help them navigate uncertainty
We are committed to providing professional skills and digital literacy upskilling to all global associates by 2023. With the accelerated rollout of our PVH U
global learning platform, we were able to move from 39% of our goal in 2019 to 70% of our goal in 2020. Approximately 20% of associates who have accessto the PVH U platform completed 6 or more courses in 2020.

103-3 Evaluation of the management approach

In addition to PVH-developed content, associates have access to LinkedIn Learning, Open Sesame, select YouTube learning channels, TED Talks, andBusiness of Fashion.
In a typical year PVH University solicits input and feedback in a variety of ways—from surveys and interviews to impact analysis—and measures satisfactionand effectiveness of efforts. In 2020 we paused the majority of these efforts during the furlough and layoffs, and resumed collecting post-learning feedback.
We are planning a global needs analysis in Q1 of 2021.

*Populations with access to PVH U, powered by Workday are: NA Corporate, EU Corporate, Asia Pacific Corporate (Commercial) (except Australia), Asia Supply, NA Retail, China Retail; Brazil corporate. Populations without access to PVH U, powered by Workday are: Europe Retail (currently using TinqWise); Hourly DC workers; Australia corporate & retail;pilots in Japan & Korea (consignee) and for China consignee underway with full rollout in Q2; pilot in HK+ starting soon; Brazil Retail88

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Training and Education (continued)404-1 Average hours of training per year per employee

Approximately 5.5 hours of training per employee (excluding Europe, Australia and New Zealand)404-2 Programs for upgrading employee skills and transition
assistance programsa. A core objective of PVH University is to prepare our workforce for the future. In 2020 we focused on equipping our organization to navigate throughcomplexity and change with an eye toward the future, but a focus on maintaining stability and cohesion.
• Reboarding guide• PVH U Live Labs practice labs & learning circle: NA, EU, AP• Leadership development workshops: global• Training on virtual collaboration tools (live and digital): global• I&D Champion training (unconscious bias, micromessages, inclusion): global• Reboarding & navigating change: NA• SAP end user training: global end users• Product Lifecycle Management training: NA end users• Supply Academy—onboarding & SOPs: globalb. PVH partners with an external global outplacement provider to offer transition services that include personal branding assistance, coaching andconnections to job leads.

404-3 Percentage of employees receiving regular performance andcareer development reviews

In 2020 due to the pandemic, 2019 annual reviews were paused in several regions due to furloughs and layoffs. Quarterly discussions resumed in Q3
across the globe, with additional guidance on how to discuss the previous year's performance related input. 98% have completed input actions in
preparation for 2020 performance review conversations.

Diversity and Equal Opportunity

103-1 Explanation of the material topic and its Boundary

PVH 2020 CR Report, pages 32, 58

103-2 The management approach and its components

Working with PVH Corp.’s Global Inclusion & Diversity (I&D) Council, we have identified nine global commitments that span the framework of our strategic
I&D pillars to deliver the greatest impact for our associates, our consumers, and our communities. These goals are global, reflecting our rich, regional
diversity; although in select circumstances, they will be specific to a certain region. As we reach each of these milestones, we will identify newcommitments to guide us forward.

103-3 Evaluation of the management approachThis year we will: establish and deploy formal global mentoring programs and guidance for women and underrepresented associate populationsin their respective regions; expand mandatory UB training already underway in Europe and deploy in phases throughout Asia and the Americas to reach all
PVH associates around the world as part of our overall I&D learning curriculum; implement a diverse candidate slate requirement when filling roles at the
Director level and above; and establish a supplier diversity program.
These commitments are only a part of the integrated global I&D strategy, which includes the work our brands and businesses are developing andimplementing to drive this journey forward.
405-1 Diversity of governance bodies and employees
405-2 Ratio of basic salary and remuneration of women to men

PVH 2020 CR Report, page 58
Please see our UK Gender Pay Gap report. PVH is undergoing a data collection project to collect gender pay gap information for our business globally andare excited to share more in the future.

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Non Discrimination

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach

PVH is a proud patron of the UN Global Compact initiative ‘Target Gender Equality,’ which aligns with our goals to advance gender equality, and calls onothers to join us in setting clear targets and commitments for equal representation and leadership in business.
Pivotal to advancing gender equality is PVH’s commitment to pay equity. Several years ago, PVH implemented a global career framework that establishedthe foundation for equal pay for comparable work. This framework provides a globally consistent approach to leveling jobs while paying competitively in
local markets. Within this framework and as a normal course of business, we continually review associates’ pay, our compensation programs and policies
to ensure we are paying equitably across the organization.
PVH has a formalized process for reviewing associates’ pay, enabled by our global HR systems, data and analytics and our governance model. We
closely monitor compensation actions, including our annual merit review, to ensure alignment with our pay equity philosophy. In addition to unconscious
bias training, we offer comprehensive compensation modules through PVH U to ensure our managers are equipped to make fair and equitablecompensation decisions.
Discrimination is prohibited by our Code of Conduct and its prevention is an integral part of our Human Rights program. It is measured via our assessment
tool and included in every assessment.

406-1 Incidents of discrimination and corrective actions taken

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

Freedom of Association and Collective Bargaining

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components

We require our suppliers to support workers’ rights to freedom of association (FOA) through our Code of Conduct. Compliance is measured via specificindicators in our assessment tool and verified via our Human Rights program. Any deliberate attempt to prohibit workers from exercising their rights tofreedom of association or collective bargaining is considered a Zero Tolerance, with potential suspension of the business relationship.

103-3 Evaluation of the management approach

We also promote FOA through Corrective Action Plan (CAP) remediation and training activities, or when challenges arise within worker-management
relationships. When challenges arise between workers and managers, the issue is escalated to our CR leadership. Subsequent interventions may involve
collaborating with third parties and partners in civil society.

407-1 O perations and suppliers in which the right to freedom of
association and collective bargaining may be at risk

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

Child Labor

103-1 Explanation of the material topic and its Boundary
Preventing child labor is a requirement of our CoC and is an integral part of our Human Rights program.
103-2 The management approach and its components
103-3 Evaluation of the management approach

Child labor information is measured via our assessment tool and included in every assessment.
There are no instances of child labor identified by PVH's CR Assessment in 2020.**This data does not include Better Work, ABVTEX facilities, and ‘Gray’ suppliers meaning those suppliers that are authorized for production, fall under a de minimis or other exemption category, and may undergo a self-assessment, short-form assessment, or rating equivalency.

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Child Labor (continued)408-1 Operations and suppliers at significant risk for incidents ofchild labor

A Shared Commitment, The PVH Code of Conduct (CoC) includes child labor restrictions and covers all suppliers. All suppliers undergo labor and humanrights assessments against the CoC.
There is no instance of child labor identified by PVH CR Assessment in 2020.

Forced or Compulsory Labor

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components

Forced or compulsory labor is prohibited by our CoC. Compliance is measured via specific indicators in our assessment tool and verified via our Human
Rights program. The use of any forms of forced labor is considered a Zero Tolerance issue and any confirmed instances will result in the termination of thebusiness relationship

103-3 Evaluation of the management approach

Please refer to PVH California, UK & Australia Supply Chain Disclosure for more details regarding PVH's approach on evaluating, monitoring andaddressing forced labor risks in our operations and supply chain.

409-1 O perations and suppliers at significant risk for incidents offorced or compulsory labor

PVH CR Supply Chain Guidelines
The PVH Code of Conduct includes forced or compulsory labor and covers all suppliers. All suppliers undergo labor and human rights assessments
against the CoC.
By working with a third-party partner, we developed a list of high-risk jurisdictions for migrant labor issues leveraging public domain indexes and PVH supply
chain data. We have identified 12 high-risk jurisdictions for migrant labor issues for PVH as: Thailand, Taiwan, Mauritius, Bahrain, Japan, Malaysia, Italy, South
Korea, Egypt, Jordan, Vietnam and Cambodia.
In 2020, PVH launched Recruit Ethically training for our suppliers in 12 high-risk jurisdictions. The training sessions focus on the key elements of PVH’s
Migrant Worker Policy, including our “no fees” requirement, and the development of management systems, labor agent due diligence, and fee remediation.
Additionally, attendees were provided with information on best practices to address COVID-19 impacts on migrant workers.
Please refer to PVH California, UK & Australia Supply Chain Disclosure for more details regarding PVH's approach on evaluating, monitoring andaddressing forced labor risks in our operations and supply chain. For more details on PVH's Recruit Ethically training, see PVH’s Recruit Ethically Training
Drives Progress Toward Forward Fashion Target.

Human Rights Assessment

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach412-1 O perations that have been subject to human rights reviews
or impact assessments

PVH’s longstanding commitment to human rights is rooted in A Shared Commitment, our Code of Conduct. Besides the human rights assessment, training
and capacity building are also integral components of our CR supplier program, with targets and plans presented to the CR Committee of the Board. We
share practical strategies and deliver training to support our suppliers to develop systems to better manage human rights and environmental risks in theirfactories. With a focus on driving positive change in working conditions and employment practices, our training sessions cover topics including fire safety,
human rights implementation, worker-management dialogue, chemical management, assessment practices and data management. In 2020, we continued
adopting the Social Labor Convergence Program (SLCP) assessment, an industry-wide tool for collecting data via one mutually recognized assessment.
PVH 2020 CR Report, page 64• T his data does not include Better Work, ABVTEX facilities, and ‘Gray’ suppliers meaning those suppliers that are authorized for production, fall under a de minimis or other exemption category, and may undergo a self-assessment, short-form assessment, or rating equivalency.)

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Human Rights Assessment (continued)

412-2 Employee training on human rights policies or procedures

412-3 Significant investment agreements and contracts that
include human rights clauses or that underwent humanrights screening.

All PVH associates are required to undergo compliance and ethics training, which includes the review and certification of our core policies, uponhire and annually thereafter. The Company may take disciplinary action against any associate who violates any of our policies, guidelines or otherwise fails
to uphold our moral, legal or ethical standards.
In all of our licensing agreements, our policy, and branded merchandise agreements, we have standard language around auditing, screening, disclosure,and meeting PVH standards.

Local Communities

103-1 Explanation of the material topic and its Boundary
PVH 2020 CR Report, page 66
103-2 The management approach and its components
103-3 Evaluation of the management approach

We give associates the flexibility to contribute to and lend their professional expertise to local causes they care about, and in the U.S. and Canada, weoffer 48 hours of paid volunteer time along with our matching gift program. PVH also offers an Associate Relief Fund—a charitable program funded by ourassociates for our associates. It provides cash grants to eligible colleagues in need due to natural disasters and personal hardship.

413-1 Operations with local community engagement, impact
assessments, and development programs

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

413-2 Operations with significant actual and potential negative
impacts on local communities

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

Supplier Social Assessments

103-1 Explanation of the material topic and its Boundary
103-2 The management approach and its components
103-3 Evaluation of the management approach

Human rights assessments are part of our supplier onboarding process. PVH conducts pre-sourcing assessments at all Level 1 and key Level 2 factories
before they are allowed to produce product for us. In other words we do not begin working with a supplier unless they have been assessed in line withlabor/human rights criteria. We also conduct regular audits once production begins, work closely with factories to remediate any identified deficiencies
and, when necessary, terminate supplier factories that fail to comply with our policies, procedures or guidelines. If a supplier is given a “Red” or “White”
rating, this supplier is not approved for production. Following initial assessments, we re-assess suppliers based on the previous rating, participation incontinuous improvement programs, and production volume. Supplier ratings inform purchasing decisions and training initiatives. We confer with specificsourcing divisions to determine how particular suppliers might be incentivized to raise their performance.
We maintain a Responsible Exit policy, based on ACT’s Responsible Exit Policy and Check-List. Prior to exiting a factory, CR confers with specificsourcing divisions to confirm whether PVH is exiting for business reasons or compliance considerations and ensure that measures were taken
to address the reasons for exiting. If the supplier is unable to demonstrate sufficient improvement, we ensure that the intention to exit is clearlycommunicated by PVH to the supplier and work with the supplier to conduct an impact assessment and mitigate adverse impacts on workers.
In 2020, we continued the expansion of our assessment program beyond finished goods suppliers to trim facilities and mills, laundries, and otherwet processors.

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Supplier Social Assessments (continued)

414-1 New suppliers that were screened using social criteria

100%
PVH conducts pre-sourcing assessments at all Level 1 and key Level 2 factories before they are allowed to produce product for us. We also conduct
regular audits once production begins, work closely with factories to remediate any identified deficiencies and, when necessary, terminate supplierfactories that fail to comply with our policies, procedures or guidelines.

414-2 Negative social impacts in the supply chain andactions taken

PVH 2020 CR Report, page 64

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RESOURCE APPENDIXU N I T E D N AT I O N S S U S TA I N A B L E D E V E L O P M E N T G OA L S
Our Corporate Responsibility strategy Forward Fashion is intentionally aligned with the United Nations Sustainable Development Goals (UN SDGs) to ensure our efforts are supporting efforts to scale global solutions andhelping us all to move toward a cleaner, more just and healthy future. We consider the SDGs’ critical markers in defining our ambitions and targets. Here’s a look at how our 15 priorities map to the UN SDGs.

UN SDGOUR PRIORITIESAdvance Living Wages
Educate the Future
Empower Women
Provide Access to Water
Recruit Ethically
Educate the Future
Provide Access to Water
Advance Living Wages
Amplify Worker Voices
Empower Women
Promote Safe Workplaces
Provide Access to Water
Recruit EthicallyDevelop Talent
Educate the Future
Empower Women
Amplify Worker Voices
Advance Living Wages
Educate the Future
Empower Women
Foster I&D
Recruit Ethically

UN SDGOUR PRIORITIESEliminate Carbon Emissions
Eliminate Hazardous
Chemicals & Microfibers
Empower Women
End Waste
Innovate for Circularity
Provide Access to Water
Regenerate Materials
Eliminate Carbon Emissions
Innovate for Circularity
Regenerate Materials
Advance Living Wages
Amplify Worker Voices
Develop Talent
Educate the Future
Empower Women
Foster I&D
Promote Safe Workplaces
Recruit Ethically
Source Ethically
Eliminate Carbon Emissions
End Waste
Innovate for Circularity

UN SDGOUR PRIORITIESAdvance Living Wages
Amplify Worker Voices
Develop Talent
Educate the Future
Empower Women
Foster I&D
Promote Safe Workplaces
Recruit Ethically
Advance Living Wages
Eliminate Carbon Emissions
Eliminate Hazardous
Chemicals & Microfibers
Empower Women
End Waste
Innovate for Circularity
Promote Safe Workplaces
Provide Access to Water
Recruit Ethically
Eliminate Carbon Emissions
Eliminate Hazardous
Chemicals & Microfibers
End Waste
Innovate for Circularity
Provide Access to Wate
Regenerate Materials
Eliminate Carbon Emissions
Eliminate Hazardous
Chemicals & Microfibers
Empower Women
End Waste
Regenerate Materials

UN SDGOUR PRIORITIESEliminate Carbon Emissions
Eliminate Hazardous
Chemicals & Microfibers
End Waste
Innovate for Circularity
Provide Access to Water
Regenerate Materials
Eliminate Carbon Emissions
Eliminate Hazardous
Chemicals & Microfibers
End Waste
Innovate for Circularity
Provide Access to Water
Regenerate Materials
Amplify Worker Voices
Empower Women
Promote Safe Workplaces
Recruit Ethically
Source Ethically
Every priority for us aligns with SDG
Goal #17, given our firm belief that
we cannot succeed systemicallywithout partnerships andcollaborations. So for every priority,
we partner with our peers, NGOs
and other stakeholders in our supply
chain regularly to ensure we areconducting best practices, sharing
lessons and increasingly moving
our industry toward a common setof terms and standards.

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RESOURCE APPENDIXU N I T E D N AT I O N S G U I D I N G P R I N C I P L E S
PVH’s approach to human rights is based on the UN Guiding Principles (UNGPs) on Business and Human Rights. We recognize the responsibility our company has in respecting the UNGPs and have outlined theways in which our work directly maps to these principles in order to prevent, address, and mitigate human rights abuses within our business operations and across our industry.

UN Guiding Principles Map
POLICY COMMITMENT
A1 What does the company say publicly about
its commitment to respect human rights?

Our Approach to CR and Human Rights
Code of Conduct
Statement of Corporate Responsibility
CR Governance and Stakeholder Engagement

EMBEDDING RESPECT
A2 How does the company demonstrate theimportance it attaches to the implementationof its human rights commitment?

Our Approach to CR and Human Rights
Code of Conduct
Statement of Corporate Responsibility
Living Wage Strategy

DEFINING THE FOCUS OF REPORTING
B1 Statement of salient issues: State thesalient human rights issues associated withthe company’s activities and business
relationships during the reporting period.

B2 Determination of salient issues: Describe
how the salient human rights issues were
determined, including any input fromstakeholders.

Forward Fashion includes seven human rights-focused priorities that cover the scope of our salient human rights risks and opportunities. These priorities were built following
thorough risk assessments, and collecting extensive inputs from key partners, thought leaders and leadership from across our supply chain and the industry. Together, thesepriorities represent our path forward to protect and advance the rights of workers across our supply chain by prioritizing the systemic challenges that many continue to face.
Our Approach to CR and Human Rights
CR Governance and Stakeholder Engagement
In late 2020, as part of our effort to achieve PVH's Recruit Ethically Forward Fashion target to ensure that 100% of migrant workers in our Level 1 and key Level 2 facilities do not
pay recruitment fees, PVH launched a training to all of our suppliers in our 12 high-risk jurisdictions: Thailand, Taiwan, Jordan, Egypt, Mauritius, Vietnam, Cambodia, Malaysia, Italy,
Bahrain, South Korea, and Japan. These countries were determined to be high risk based on several indicators, including but not limited to public indices on forced labor, presenceof migrant workers, and the assessment of internal supply chain data.
Salient issues include: Human Rights, Factory Health & Safety, Bribery & Corruption & Corporate Governance, Inclusion & Diversity, Living Wage for Supply Chain Workers, andCommunity Investment for Sourcing Communities.
Our Approach to CR and Human Rights
CR Governance and Stakeholder Engagement
Materiality Assessment

B3 Choice of focal geographies: If reportingon the salient human rights issues focuseson particular geographies, explain how thatchoice was made.

CR Supply Chain Standards and Guidelines
California, UK & Australia Supply Chain Disclosure

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS

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TCFD

PERFORMANCE SUMMARY

SASB

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GRI

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UN SDG|OUR STORIES

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UNGP

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RESOURCE APPENDIXUN Guiding Principles Map
DEFINING THE FOCUS OF REPORTING (CONTINUED)
B4 Additional severe impacts: Identify any
severe impacts on human rights that
occurred or were still being addressed
during the reporting period, but which falloutside of the salient human rights issues,and explain how they have been addressed.

PVH 2020 Annual Report
Our Approach to CR and Human Rights

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—SPECIFIC POLICIESC1 Does the company have any specific policies
that address its salient human rights issues
and, if so, what are they?

C2 How does the company identify whichstakeholders to engage with in relation
to each salient issue, and when and how
to do so?

Our Approach to CR and Human Rights
Living Wage Strategy
California, UK & Australia Supply Chain Disclosure
We are committed to engaging with relevant and affected stakeholders and their legitimate representatives on an ongoing basis. We actively worked with our stakeholders in thedevelopment and design of our Forward Fashion strategy and continue to do so as we further develop, monitor and amend our approach to human rights and develop our CR
program. We proactively solicit representatives from our business partners, multi-stakeholder associations, non-governmental organizations (NGOs), intergovernmentalorganizations, worker representatives, governments and our peers for input, counsel and ongoing partnerships. We always communicate openly and seek out their interests,
concerns and suggestions. We appreciate that our continuous engagement helps us gain valuable insights that enable the strengthening and evolution of our program for greater
impact, and are always looking for new and better ways to engage to ensure that we leverage their diverse perspectives and expertise.
CR Governance and Stakeholder Engagement
Living Wage Strategy
California, UK & Australia Supply Chain Disclosure
Materiality Assessment

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—ASSESSING IMPACTS
C3 How does the company identify any changes
in the nature of each salient human rights
issue over time?

Materiality Assessment

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—INTEGRATING FINDINGS AND TAKING ACTION
C4 How does the company integrate its findings
about each salient human rights issue into
its decision-making processes and actions?

PVH 2020 CR Report

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—TRACKING PERFORMANCE
C5 How does the company know if its efforts toaddress each salient human rights issue
are effective in practice?

PVH 2020 CR Report

MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES—REMEDIATION
C6 How does the company enable effective
remedy if people are harmed by its actions
or decisions in relation to a salient humanrights issue?

CR Supply Chain Standards and Guidelines
Our Approach to CR and Human Rights

INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS

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TCFD

PERFORMANCE SUMMARY

SASB

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GRI

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UN SDG|OUR STORIES

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UNGP

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APPENDICESUNGC PRINCIPLES|

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RESOURCE APPENDIXU N I T E D N AT I O N S G L O B A L C O M PAC T P R I N C I P L E S
The Ten Principles of the United Nations Global Compact (UNGC) are derived from: the Universal Declaration of Human Rights, the International Labour Organization’s Declaration on Fundamental Principles andRights at Work, the Rio Declaration on Environment and Development, and the United Nations Convention Against Corruption. By incorporating the Ten Principles into our strategies, policies and procedures, we
aim to uphold our responsibilities to people and planet.

UN GLOBAL COMPACT PRINCIPLES MAP
1Code of Conduct
CR Governance and Stakeholder Engagement
CR Supply Chain Standards and Guidelines
Materiality Assessment
Our Approach to CR and Human Rights

6

Code of Business Conduct & Ethics
CR Supply Chain Standards and Guidelines
PVH Inclusion and Diversity Commitments
State of Diversity, Equity & Inclusion in Fashion
Report with CFDA

2

Code of Conduct
CR Governance and Stakeholder Engagement
CR Supply Chain Standards and Guidelines
Recruit Ethically Training
Statement of Corporate Responsibility

7

Arctic Corporate Shipping Pledge Signatory
Code of Conduct
Environment Policy
Forest Protection Policy
Forward Fashion Targets

8

Code of Conduct
CR Governance and Stakeholder Engagement
CR Report
Environment Policy
Forest Protection Policy
Forward Fashion Targets

Support and respect protection ofinternationally proclaimed human rights

Make sure business is not complicit inhuman rights abuses

3

Uphold freedom of association andthe effective recognition of the rightto collective bargaining

CR Governance and Stakeholder Engagement
CR Supply Chain Standards and Guidelines
Living Wage Strategy
PVH 2020 Form 10-K

4

California, UK & Australia Supply Chain Disclosure
Code of Conduct
CR Governance and Stakeholder Engagement
CR Supply Chain Standards and Guidelines
Our Approach to CR and Human Rights

Support elimination of all forms of forced
and compulsory labor5

Support effective abolition of child labor

California, UK & Australia Supply Chain Disclosure
CR Governance and Stakeholder Engagement
CR Supply Chain Standards and Guidelines
Our Approach to CR and Human Rights

Eliminate discrimination in employment
and occupation

Support a precautionary approach toenvironmental challenges

Undertake initiatives to promote greater
environmental responsibility

9

Encourage the development and diffusionof environmentally friendly technologies

More Than Words
Reinforcing our Commitment to CR

10

Code of Business Conduct & Ethics
CR Supply Chain Standards and Guidelines
PVH 2020 CR Report, page 74

Work against all forms of corruption,
including extortion and bribery

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INTRODUCTION|

OUR BRANDS|PRIORITIES & PROGRESS

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TCFD

PERFORMANCE SUMMARY

SASB

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GRI

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UN SDG|OUR STORIES

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UNGP

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APPENDICESUNGC PRINCIPLES|RESOURCE APPENDIXRESOURCE APPENDIX

CR RESOURCESPVH GOVERNANCE

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Animal Welfare Policy
California, UK & Australia Supply Chain Disclosure
Code of Conduct
Conflict Minerals Policy
CR Governance and Stakeholder Engagement
CR Supply Chain Standards and Guidelines
Environment Policy
Forest Protection Policy
Forward Fashion Targets
Living Wage Strategy
Materiality Assessment
PVH Factory List Disclosure
Our Approach to CR & Human Rights
Restricted Substance List
Statement of CR
Statement on Angora
Statement on COVID-19 Supply Chain Impact
Statement on Ethiopia
Statement on Uzbek Cotton

CR Committee Description and Membership
CR Committee of the Board of Directors Charter
PVH 2020 Annual Report
PVH 2020 Form 10-K
PVH 2021 Proxy Statement
PVH Code of Business Conduct and Ethics

CDP
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CDP Climate
CDP Water

INCLUSION & DIVERSIT Y••

Our Ongoing Inclusion and Diversity Progress
PVH Inclusion and Diversity Commitments

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DRIVING FASHION FORWARD
FOR GOODPVH Corp.
200 Madison Avenue, New York, NY 10016
PVH.com