exo-is/governance-reporting-on-listed-companies huggingface dataset:
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Our Approach to Responsible Design
At Ralph Lauren, we have always been inspired by the beautiful, complex 
and interconnected elements that make up our world: its communities, 
histories, arts, crafts and — most of all — its people.
We are deepening our efforts to use the inspiration that captivates our 
imagination in a way that is culturally cognizant. We are on a journey to 
evolve our approach to a model built on collaboration, ensuring that our 
products and storytelling are inclusive of the unique and diverse cultures 
and people that inform and inspire us. In doing so, our products and the 
way we showcase them will have an even greater degree of authenticity 
and timelessnes
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Design with Intent Team
Our Design with Intent workstream aims to ensure the inspiration for our 
products is used in a way that is culturally aware and responsible — in 
product design, creation and development as well as every point along 
the customer journey, including our storytelling. The Design with Intent 
team was formally launched in 2022 to guide and operationalize how 
Ralph Lauren approaches culturally sustainable design and go-to-market 
execution. The team is focused on three strategic priorities:
•	 Develop the cultural sustainability principles that guide our work  
and decision-making
•	 Mobilize cross-functional teams to enable collaborative product  
and brand ini
Keyword: governance
DESIGN WITH INTENT GOVERNANCE AND ENGAGEMENT STRUCTURE
Nominating, Governance, Citizenship 
& Sustainability Committee
The Board of Directors committee with oversight of environmental and 
social risks and opportunities, of which Design with Intent is now part.
Design with Intent Steering Committee
The senior cross-functional team responsible for strategic oversight and ensuring 
alignment of resources and priorities to enable execution across Design with Intent goals. 
Cross-Functional 
Partners
Cultural Awareness 
Council
Design with Intent 
Community Group: 
A Place for Employee Allyship
Internal teams that support and 
deliver progress across co-created 
priority areas and goals.
Functional leads from 
Legal/Cultural IP, DE&I, Corporate 
Communications and Design w
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Building Cultural Cognizance
As we audit the sources of our design inspiration that are embedded 
in our brand codes, we are establishing short- and mid-term goals and 
priorities. These will serve our larger objective to build a holistic cultural 
sustainability framework that follows a product’s lifecycle, from concept 
design and sourcing to creation and go-to-market storytelling.
Our Cultural Awareness Council (the Council) enables progress by working 
cross-functionally to create and implement culturally sustainable policies, 
guidelines and best practices. The Council holds weekly review sessions 
with our design and concept teams, and weekly marketing and creative 
review sess
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Engagement with Native American and  
Indigenous Communities
For more than 50 years, we have drawn design and storytelling inspiration 
from the beautiful lands and individuals around us, and as we continue to 
evolve and grow, we believe it is important to more closely partner with the 
communities that inspire us. 
We recognize that we must honor the Indigenous communities that so 
richly contribute to American culture, and the cultures of many other 
countries. As a part of this work, we connect with Native American and 
Indigenous-focused organizations to apply greater cultural cognizance to 
our work and scale our impact in the communities we serve. 
Connecting with Indigenous A
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The Art of Indigenous Fashion
The Ralph Lauren Corporation is proud to support the Art of Indigenous 
Fashion exhibition at the Museum of Contemporary Native Arts in Santa 
Fe, New Mexico. As a part of the Institute of American Indian Arts (IAIA), 
the museum took a curatorial approach to the exhibit to offer insights into 
the perspectives of Indigenous designers, beyond the visual and material 
qualities of their work.
Support for Native and Indigenous Education
As Education, Advocacy and Access is a key pillar of our philanthropic 
work across the Company and The Ralph Lauren Corporate Foundation, we 
remain dedicated to providing next-generation leaders with opportunities 
to acc
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Building a Resilient and Responsible  
Supply Chain
Economic, social and environmental disruptions continued in FY23, and 
supply chain engagement remained a critical strategy to ensure greater 
resiliency and sustained commitments to responsible sourcing. Our work 
in supplier engagement aids our understanding of capacity, capability, and 
current and future performance potential. This work is vital to creating an 
agile supply chain ecosystem that can respond to disruption and change 
while meeting our shared and individual goals.
We continue to progress towards our goal to conduct 80% of our business 
with suppliers that meet the key and strategic supplier criteria which 
includes
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INTRODUCTION 
& OVERVIEW
points across all sections, with an average of 68 points in the water section, 
31 points in chemical management section and 77 in the energy section. 
The expanded FEM rollout also covered 186 mills, a significant increase 
from 50 facilities last year, representing an estimated 77% (54 % in FY22) 
of our woven, knit, and sweater yarn production. A total of 178 mills (48 in 
FY22) have completed data verification, with an average score of 58 points 
across all sections. The mills scored on average 84 points in the energy 
section, 73 points in the water section, and 39 points in the chemical 
section. This year, we also expanded our scope to our subcontracted 
processing facilities;
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Owning Our Impact: Our Approach to 
Responsible Purchasing Practices 
Our supplier partnerships are a two-way street. We are addressing the role 
we play in supporting more responsible manufacturing by continuing our 
commitment to responsible purchasing practices. In particular, we leverage 
the Better Buying Institute Survey, which helps us further understand 
the impact of our business on factories and on workers. This feedback 
helps to uphold accountability in our supplier partnerships and creates 
a productive forum for developing solutions together. We have created 
cross-functional working groups to address our key areas of opportunity. 
Through the working groups, we have pr
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INTRODUCTION 
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In FY23, we also ran a pilot with Sourcemap, which invites suppliers to 
engage in and cascade surveys deeper into the supply chain to uncover 
detailed supplier connections as well as production capabilities, labor 
conditions and environmental performance. Learnings from this work are 
informing future development of our vendor management systems, our 
approach to identifying supply risks and opportunities, and our ability 
to increase engagement on sustainability and citizenship performance. 
Please see the Climate section for more information about how we are 
engaging with Tier 2 mills on decarbonization, as an example.
Traceability: Verifying Connections Across the Value Chain
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TEXTILE GENESIS
Ralph Lauren engaged in pilots with 
the traceability platform Textile 
Genesis to better understand 
the potential to leverage this 
kind of technology in our value 
chain. Textile Genesis is a digital 
platform that enables users to trace 
materials from source to finished 
goods using digital-tokens-based 
traceability. Our focus for the pilots 
was recycled polyester validation 
using Textile Exchange’s Global 
Recycled Standard, and U.S. cotton 
tracked through the Trust Protocol’s 
proprietary platform.
From these pilots, we gleaned 
valuable lessons in the following 
areas: supplier onboarding 
processes, use cases for transaction 
mapping and documentation 
ve
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Beyond creating products more responsibly, we are 
working to operate in ways that respect our planet, 
such as using renewable energy, managing our waste 
properly and using water responsibly. By adopting 
practices that help preserve the world’s natural 
resources, we can be stewards in protecting our 
environment for generations to come. 
Protect
the Environment
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31 	
CLIMATE
36 	
WATER STEWARDSHIP
38	
WASTE MANAGEMENT	
40 	
CHEMICAL MANAGEMENT
42 	
BIODIVERSITY 
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A Ta
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We work to address GHG emissions in both our own operations — over 
which we have the most direct control — and in our supply chain, which 
contributes to the majority of our emissions. We also participate in industry 
collaborations including United Nations Fashion Industry Charter for 
Climate Action, the Sustainable Apparel Coalition, G7 Fashion Pact, Clean 
Energy Buyers Alliance and RE100, among others. These collaborations 
help to bring together expertise to inform targeted corporate actions for 
decarbonization, including the transition to renewable energy across our 
supply chains and growing the circular economy.
4	We measure and calculate our emissions according to the Wo
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Renewable Energy in Our Operations
In recent years, increased demand for renewable energy and disruptions in 
the supply chain have led to sourcing challenges in the renewable energy 
marketplace. As we continue to pursue projects that will help us meet our 
2025 renewable energy target and bring additional renewable electricity 
to the grid, we have navigated these challenges by working closely with 
renewable energy developers, expanding our sourcing to additional grid 
regions, and evaluating alternative contract and financing arrangements.
In FY23, we made progress sourcing virtual power purchase agreements 
(VPPAs) for our electricity consumption in North America and Europe. 
•
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Addressing Emissions in Our Supply Chain 
A significant portion of our emissions comes from our supply chain, so we 
work with suppliers to set and implement goals and plans to reduce their 
carbon footprint.
The Carbon Leadership Program
In FY23, we continued our partnership with the Apparel Impact Institute 
to roll out the Carbon Leadership Program within our supply chain. We 
refreshed our supply chain carbon emissions analysis to incorporate the 
emissions reduction targets and roadmaps developed in collaboration 
with our suppliers in the first cohort in FY22. We also continued to identify 
priority facilities and develop decarbonization roadmaps for each. 
Through the Program,
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As a signatory to the United Nations Framework Convention on Climate 
Change (UNFCCC) Fashion Industry Charter for Climate Action (FICCA), 
we are working to identify opportunities to accelerate the elimination 
of coal across our industry. We continue to monitor the evolving 
infrastructure and policy developments in our sourcing geographies,  
while collaborating closely with our peers and partners in the industry  
to drive action on coal elimination in our shared supply chains.
Integrated Circularity and Sustainable Materials 
Our ongoing commitments to create timeless, circular products and to 
use materials with reduced environmental impact are critical to reducing 
emissions i
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Our Water Stewardship Approach 
Water is critical for communities and ecosystems to thrive and is also an 
essential resource for our business. Our industry depends on water, from 
irrigation for fiber crop cultivation to dyeing and washing processes in 
manufacturing to management of our owned and operated facilities. As 
a result, we look to conserve water in our operations, protect its sources, 
responsibly manage wastewater and help improve community access to 
this fundamental resource.
Water Stewardship
We are committed to 
reducing water consumption 
across our value chain, and 
safeguarding and improving 
access to water resources in 
our communities.
•	
Achieve at least a 20
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Improving Watershed Health
Addressing water challenges across our value chain goes beyond water 
use in manufacturing, which is why our approach to water stewardship 
includes engaging in joint efforts to improve water management at scale. 
Through our ongoing partnership with World Wildlife Fund (WWF), we 
have conducted a comprehensive water risk analysis, enabling us to 
identify water-stressed basins in our supply chain and prioritize action and 
investment to improve watershed health in those locations.
In FY23, we continued our participation in WWF’s Noyyal-Bhavani 
Collective Action Program. This program is focused on ensuring that, by 
2030, the Noyyal and Bhavani sub-basins
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Our Waste Management Approach
Part of conserving natural resources is managing waste in a responsible 
way. We work to minimize waste in our operations and divert waste 
from landfill and incineration to donation, reuse and recycling. Our goal 
is continued improvement as we incorporate zero waste principles 
throughout our business practices. 
In Our Distribution Centers
We are proud to have diverted 92% of waste from landfill and 
incineration across our distribution centers, meeting the Zero Waste 
International Alliance definition of zero waste1. Many efforts contributed 
to this milestone, including the FY23 installation of balers at two of our 
distribution centers to increase
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In Our Packaging
We consider packaging a component of the product and, as with all 
our products, we are working toward using materials that reduce 
environmental impact and minimize waste. In FY23, we were able to make 
significant progress toward our goal of packaging material sustainability 
with a full transition to polybags with 100% recycled content from all 
key suppliers. We also began pilot testing paper-based alternatives to 
polybags and polymailers for initial adoption in North American Polo Outlet 
Stores and e-commerce, respectively. 73% of our total packaging volume 
met at least one of our sustainable packaging criteria in the fiscal year. 
On RalphLauren.com, we offe
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Our Chemical Management Approach
We take responsibility for ensuring that the chemicals used to make 
our products are safe for people and the environment. Our Sustainable 
Chemical Management Policy outlines our approach to assessing the 
impacts of the chemicals in our supply chain and partnering with our 
manufacturers on responsible chemical management practices.
Zero Discharge of Hazardous Chemicals Programme 
Ralph Lauren is a partner in the Zero Discharge of Hazardous Chemicals 
(ZDHC) Programme, a cross-sector coalition aimed at advancing the 
industry toward zero discharge of hazardous chemicals. Through this 
partnership, we collaborate with peers and experts to eliminate t
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Aligned with the ZDHC approach to confirm that MRSL substances are not 
intentionally used, we require manufacturing facilities with wet processing 
to test their wastewater output against the ZDHC Wastewater Guidelines 
and share results on the ZDHC Gateway portal. Among our facilities, 66% 
of Tier 1 and 56% of Tier 2 (by business spend) have performed wastewater 
tests in accordance with the Guidelines; of these 83% comply with the 
ZDHC requirement, with 99.8% of the substances screened compliant with 
the ZDHC standard. 
Chemical Verification
In FY23, we continued to work closely with multiple ZDHC-approved 
chemical inventory list management tool providers to increase the 
adop
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Protecting Biodiversity
Nature provides people and businesses like ours with critical resources 
such as freshwater, food and essential raw materials. The dual crises 
of climate change and biodiversity loss are closely intertwined. As 
ecosystems and species are increasingly threatened, Ralph Lauren is 
committed to leveraging science to build an in-depth understanding of our 
current impacts on biodiversity by:
•	 Identifying ways to avoid new negative impacts and reduce existing 
ones where possible
•	 Developing strategies to restore and regenerate ecosystems in our 
value chain
•	 Identifying opportunities to engage in transformative, systems-level 
efforts to address drivers of
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Combating Deforestation
Deforestation and land conversion are key drivers of biodiversity and 
habitat loss. For the second year, we invested in Impact Partnership 
Incentives (through Textile Exchange), which directly supports Produzindo 
Certo, an on-the-ground organization working with cattle farms in Brazil. 
It seeks to improve their practices to achieve animal welfare certification 
and have their farms third-party verified as Deforestation/Conversion-Free 
within three years. We have also continued our engagement in the Leather 
Working Group’s deforestation working group.
Advancing Our Strategy 
We have engaged Quantis, a leading environmental sustainability 
consultancy, to
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INTRODUCTION 
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Creating a business that is timeless and has a 
positive impact on the world means ensuring that the 
people who move us forward are included, respected 
and empowered. That’s why we’re committed to 
supporting the people in our workforce, throughout 
our supply chain and in the communities we serve.
Champion
Better Lives
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45 	
DIVERSITY, EQUITY  
	
& INCLUSION
55 	
EMPLOYEE WELL-BEING
58	
COMMUNITY ENGAGEMENT  
	
& PHILANTHROPY	
71 	
RIGHTS & EMPOWERMENT  
	
IN THE SUPPLY CHAIN
  44
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INTRODUCTIO
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Global Leadership Representation
In FY23, we reached our goal for Global Leadership Team representation 
— 20% of our Global Leadership Team is made up of leaders from diverse 
racial and ethnic groups. We plan to continue driving progress toward  
other key representation targets, including ensuring that at least 10% of  
our Global Leadership Team is Black, African or African American. Our 
Board of Directors is made up of 23% racially and ethnically diverse 
leaders, and we continue to place an emphasis on diversity as we recruit 
independent directors.
We also continue to maintain gender parity in our leadership ranks with 
50% of female-identifying employees at the vice presiden
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U.S. REPRESENTATION OF RACIALLY AND ETHNICALLY  
DIVERSE GROUPS1
FY23
FY22
FY21
FY20 
% of total U.S. employees  
from diverse groups
61% 
62%
60%
60%
% of non corporate employees 
from diverse groups
68%
68%
67%
70%
% of corporate employees 
from diverse groups
47%
47%
48%
46%
% of corporate management 
(VP+) employees from  
diverse groups
23%  
21%
20%
15%
% of corporate executive 
leadership (GLT+) employees 
from diverse groups
20%
17%
13%
12%
GLOBAL FEMALE REPRESENTATION
FY23
FY22
FY21
FY20 
% of total global employees  
that are female
64%
64%
64%
64%
% of non corporate  
employees that are female 
(retail, storeline)
65% 
63%
64%
63%
% of corporate employees that 
are female
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U.S. POPULATION BY RACE/ETHNICITY
FY23
FY22
FY21
FY20 
American Indian or  
Alaskan Native
0.4%
0.5%
0.4%
0.5%
Asian
8%
7%
8%
8%
Black or African American
26%
27%
24%
24%
Hispanic or Latino
23% 
24%
23%
24%
Native Hawaiian or  
Pacific Islander
0.4%
0.5%
0.4%
0.5%
White
33%
33%
38%
37%
All Diverse Talent1
61%
62%
59%
60%
Two or More Races2
3% 
3%
3%
4%
Undeclared
6%
5%
3%
3%
NEW HIRES BY RACE AND ETHNICITY
FY23
FY22
FY21
FY20 
American Indian or  
Alaskan Native
0.4%
0.6%
1%
0.4%
Asian
6% 
6%
4%
6%
Black or African American
27%
30%
31%
29%
Hispanic or Latino
25%
26%
21%
27%
Native Hawaiian or  
Pacific Islander
0.5%
0.4%
1%
0.4%
White
24%
25%
34%
29%
All Diverse Talent3
64% 
67%
62%
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Early Career Talent
To enhance diverse representation within our early talent pool, we 
leverage two distinct talent pipelines — undergraduate and MBA — to 
increase access and opportunities for development and mentorship from 
leaders across our organization. 
As we deepen our collegiate partnerships, we have incorporated baseline 
criteria to only engage with partners that align with our Company values, 
beliefs and business objectives. In 2022, we expanded our relationships 
and recruitment efforts with historically Black colleges and universities 
(HBCUs) from two to twelve schools. Through HBCU partnerships, we 
invest in scholarships, mentorship and development opportunities an
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UK Black Business Week
Connecting with external organizations and events that champion 
DE&I supports our efforts to recruit diverse talent beyond entry 
levels. In October 2022, Ralph Lauren sponsored U.K. Black Business 
Week, an event honoring the achievements of Black professionals 
and entrepreneurs throughout the U.K. The Company was the sole 
retail apparel event sponsor and hosted an onsite booth dedicated to 
networking and recruitment. Our Head of DE&I was a featured panelist 
on “Black Women Business Talks,” which offers interactive group 
discussions, insights and advice on career success for Black women.
Courageous Conversations 
An inclusive culture is one where people
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Championing Diverse Stories
Ralph Lauren makes a conscious effort to celebrate the communities 
that inspire us and elevate all voices through our brand. We aim to deliver 
on our commitment to inclusion by leveraging the power of our brand to 
expand our portrayal of the American dream.
#RLPride
In 2022, we celebrated #RLPride through the perspectives of unique 
LGBTQIA+ luminaries in our “Authors of the American Dream” campaign. 
This campaign demonstrated that the American dream is as much an 
ideal as it is a responsibility — one that each of us carries to create an 
equitable society where all are free to be their authentic selves and lead 
a fulfilling life with those they love
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Employee Impact Groups
Our Employee Impact Groups (EIGs) harness the talent and passion of 
our employees around the world to help create an inclusive and diverse 
company culture. In 2023, we launched a new framework, shifting to a more 
customized approach to ensure accessibility for employees worldwide. 
Formerly called Employee Resource Groups, our newly renamed Employee 
Impact Groups aim to bring employees together based on shared 
experiences and the desire to be allies and advocates. They create 
learning and engagement opportunities and provide a space for support 
and change agency based on community-specific goals. 
Our mission is to create EIGs that enable the organizatio
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Pledges, Actions and Allyship for Social Justice
At Ralph Lauren, we believe everyone deserves to be respected and 
treated equally. We work to make this a reality in broader society through 
new and continued support of initiatives that promote social justice.
#TimeToVote
We recognize the importance of every voice in our political process 
with our support of the nonpartisan #TimeToVote pledge, which aims 
to increase voter participation in U.S. elections. As a part of this pledge, 
we ensure Ralph Lauren employees in the U.S. are offered paid time off 
and increased flexibility as needed on Election Day. We also ensure all 
employees have access to trusted nonpartisan information a
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CHAMPIONING DISABILITY EQUITY
At Ralph Lauren, we are committed to respect and advocacy for 
people with disabilities through engagement, education, employment 
and product. On this journey, we aim to support diverse talent in our 
organization, inclusion in our design, accessibility in our sales channels 
and advocacy in our communities. 
In 2022, we reiterated our pledge to the Valuable 500, committing to 
work with other brands to ignite systemic change for disability equity.  
To help put our pledge into action, we launched a new employee-led  
Disability Equity Impact Group to champion Company-wide disability 
objectives including: 
•	 Employee training and education
•	 Increase
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Our Approach to Employee Wellness
As our employees navigate challenging times, it is important for us to be 
supportive in and out of their workdays and aid their resilience in the face 
of life’s demands. Our Employee Global Wellness Committee champions 
workplace activities that inspire healthy habits, create positive work-life 
balance and generally promote well-being. From mindfulness webinars to 
exercise courses, we offer comprehensive resources to foster wellness.
This year, we relaunched our Ralph Lauren Well-being Exchange. The 
program creates opportunities for qualified employees to volunteer their 
time to teach skills they are proud to share. During these regular session
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Employee Mental Health 
We strive to help employees face the challenges of everyday life and 
have committed to supporting efforts that prioritize mental health. Our 
Employee Assistance Plan (EAP) is available globally, providing services to 
employees when they need them. In 2022, we updated our U.S. employee 
medical plans so that out-of-network mental health services are covered 
at the same level as in-network. We also continue our meeting-free days 
policy to enable better balance and focus during the work week.
Support for Gender Equity and Reproductive Rights 
We believe that our Company and our society are stronger when women’s 
rights are prioritized and gender equity is ch
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Employee Learning and Development
We remain dedicated to the growth and advancement of our talent and 
offer a wide range of development programs for all levels, including:
•	 On-the-job training and coaching
•	 Skill-building through our Ralph Lauren Workday Learning platform
•	 Our RL Learning Academy collection of customized  
learning programs
•	 ‘Drive Your Success’ open enrollment learning across the globe, 
updated each quarter
Specific to DE&I education, we continued to focus on inclusive leadership 
and added to our DE&I Curriculum the ‘Includership’ program globally. In 
addition, we are continuing to evolve our cultural awareness training. We 
also offer open enrollment le
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Community Engagement 
& Philanthropy
Our Approach to Community Engagement  
& Philanthropy 
Contributing to our communities and helping address social and 
environmental issues have long been part of our global philanthropic 
efforts. The Company and The Ralph Lauren Corporate Foundation 
both invest in communities through various means such as financial and 
corporate product donations, partnering with local nonprofits and by 
empowering employees of the Company to support nonprofits whose 
missions align with causes they are passionate about through volunteering 
and the Ralph Lauren Employee Matching Gift Program. The Company and 
the Foundation also strive to educate our teams on
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Social Partnerships and Philanthropy
The Company takes a shared value approach — we focus on causes 
and actions that create simultaneous positive impact that benefits our 
Company, our teams and our communities. The SPP department seeks 
to make the dream of a better life a reality through strategically aligned 
relationships, partnerships and initiatives that champion equity, and 
educational opportunities and volunteering moments that make a positive, 
sustainable community impact. 
SPP focuses on four areas of impact to guide programs, partnerships  
and initiatives:
•	 Wellness & Prevention — We promote the health and wellness of 
our communities through support and collaborativ
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The Ralph Lauren Corporate Foundation
The Ralph Lauren Corporate Foundation works to make the dream of a better life a reality by 
championing equity and empowering underserved communities around the world. The Foundation 
is committed to making a difference across four pillars: supporting cancer care and prevention, 
protecting the environment, fostering advocacy and access and strengthening community 
resilience. It hopes to deliver meaningful change in local communities through its nonprofit 
collaborations, grant funding and volunteering programs.
$4.1M 
in Foundation giving.
$25  
million
committed to expand or establish 
five cancer care centers.
150+
nonprofits supported  
thr
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The Ralph Lauren Corporate Foundation Pillars  
The Foundation is committed to making a difference across its core areas 
of focus:
•	 Cancer Care & Prevention — For more than two decades, the 
Foundation has worked to reduce disparities in cancer care and 
ensure that access to quality treatment is available at an earlier,  
more curable stage.
•	 Protecting the Environment — The Foundation strives to make 
meaningful progress to protect our planet by partnering with 
organizations focused on local community needs including 
sustainable cotton development, safe water, adequate sanitation  
and proper hygiene solutions. 
•	 Advocacy & Access — Through its work in advocacy and access,
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Cancer Care and Prevention
More than 30 years ago, Ralph Lauren made a personal commitment to do 
all that he could to contribute to the fight against cancer. His dedication 
serves as inspiration to the Foundation and Company in their respective 
efforts to support cancer care and prevention. 
$25 MILLION COMMITMENT FOR CANCER CARE 
In 2022, the Foundation announced a $25 million commitment in new 
grant funding to expand or establish five Ralph Lauren-named cancer 
centers aimed at reducing disparities in cancer care and access 
across underserved communities in the United States. The White 
House recognized the Foundation’s philanthropic pledge as a leading 
example of public and
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Ralph Lauren Center for Cancer Prevention at Georgetown Lombardi 
Comprehensive Cancer Center — Washington, D.C.
This year, the Ralph Lauren Center for Cancer Prevention at Georgetown 
Lombardi Comprehensive Cancer Center opened to help address 
disparities in healthcare in Washington, D.C. Building on Ralph Lauren’s 
longstanding collaboration with Georgetown Lombardi, this Center is 
aimed at helping residents get the cancer care they need by bringing a 
dynamic patient navigation model and comprehensive cancer resources  
to underserved communities in Southeast Washington.
Services at this newly remodeled facility build upon the programming 
and impact of the previous practices of
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22 Years of Pink Pony
For more than two decades, we have supported cancer-fighting 
organizations around the world through the Company and the Foundation. 
Since its founding, the Pink Pony Fund of The Ralph Lauren Corporate 
Foundation has helped thousands of patients in the U.S., primarily through 
making patient navigation programs possible across the country.
Pink Pony is the Company’s worldwide initiative in the fight against cancer, 
supporting programs for research, screenings, early diagnosis, treatment, 
education, and patient navigation through Foundation grants in the U.S. and 
Company donations around the world. The 2022 Pink Pony campaign built 
upon the Company’s contin
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Protecting the Environment
Environmental sustainability is integrated throughout our value chain. 
These efforts are supported respectively by the Foundation and the 
Company through grants, partnerships, and programs aimed at protecting 
our planet and providing access to critical natural resources. The 
Foundation partners with organizations focused on local community  
needs including sustainable cotton development, safe water, adequate 
sanitation and proper hygiene solutions.
U.S. REGENERATIVE COTTON FUND
In 2021, the Foundation and the nonprofit Soil Health Institute (SHI) 
announced the creation of the U.S. Regenerative Cotton Fund 
(USRCF), a unique, farmer-facing, science-ba
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WaterAid — WASH Project, India 
In 2022, the Foundation supported WaterAid, a nonprofit organization with 
a focus on improving access to water, sanitation and hygiene (WASH). The 
project will directly reach 21 villages in Budhni, where there is a high volume  
of apparel factory workers and their families.
This year, the Foundation’s grant funds: 
•	 Establishing local water governance committees in 21 villages 
•	 Providing 750 marginalized families with piped water connection  
at home 
•	 Repairing water and toilet infrastructure in five schools, directly 
benefiting 733 students  
•	 Reaching 1,874 people with WASH services and hygiene education
DigDeep — Navajo Water Project,
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Education, Advocacy and Access 
At Ralph Lauren, we are committed to creating more pathways to equity  
in education for system-impacted students. Through their work in 
education, advocacy and access, the Ralph Lauren Corporation and The 
Ralph Lauren Corporate Foundation direct funds and foster programs that 
champion DE&I, women’s empowerment, and health and wellness in our 
global communities. 
Historically Black Colleges and Universities (HBCUs)
In 2021, The Ralph Lauren Corporate Foundation launched scholarship 
programs supporting HBCUs as part of its work to help create greater 
equity and access to education for diverse and system-impacted groups. 
The Foundation grants supp
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The Asian American Foundation’s AAPI Giving Challenge
In 2021, the Company joined The Asian American Foundation’s (TAAF) 
Asian American and Pacific Islander (AAPI) Giving Challenge to support 
the AAPI community. Using funds raised by the AAPI Giving Challenge, 
TAAF focuses its efforts on providing resources across three goals: 
education, data and research and fighting back against AAPI hate. To date, 
Ralph Lauren has donated to AAPI-focused NGOs, hosted 17 employee 
engagement events focused on amplifying AAPI voices and partnered 
with McKinsey Academy to provide development opportunities for AAPI 
Company employees. The Company’s commitment to the AAPI Giving 
Challenge extend
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Supporting HIV/AIDS Initiatives
The Ralph Lauren Corporate Foundation is a longstanding supporter of 
communities affected by HIV and AIDS. Over the years, the Foundation has 
contributed to a number of HIV/AIDS initiatives that help raise awareness 
and bring attention to the epidemic, including:
•	 Treatment and cure research, along with advocacy initiatives 
supporting the needs of people living with HIV, led by amfAR,  
The Foundation for AIDS Research
•	 Funding provided to the Elton John AIDS Foundation to help provide 
access to HIV services and care as well as reduce the stigma around 
the disease globally
•	 Honoring the more than 100,000 New Yorkers who have died of AIDS 
a
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Ralph Lauren Employee Matching Gift Program
Through the Ralph Lauren Employee Matching Gift program, donations 
between $25 and $1,000 made to nonprofit organizations by Company 
employee who have been with the Ralph Lauren Corporation for at least 
one year are matched on a one-to-one basis by the Foundation, up to a 
total of $1 million per fiscal year. To date, teams from all around the world 
have taken part in this program, which now includes grants to more than 
500 nonprofits across 21 countries.
Product Donations 
Our Company supports community-based organizations’ programs by 
donating products to nonprofits who, in turn, provide them to people in 
times of need. This approa
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Rights & Empowerment 
in the Supply Chain
Our Approach 
We believe safe, enabling, inclusive and sustainable workplaces contribute 
to workers realizing a better life. To support this, Ralph Lauren works with 
suppliers to build capabilities, with workers to empower them and with 
industry partners to collaborate for positive change. 
Our comprehensive approach integrates risk assessment, monitoring, 
remediation, capability building, stakeholder engagement, life skills 
programs and empowerment opportunities for factory workers. 
Our Commitment to Respect Human Rights
Our Purpose is grounded in a commitment to respect the human rights 
of all those affected by our global operations.
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Life Skills and Worker Empowerment 
HERproject™
To help achieve our goal of making empowerment and life skills 
programming available to 250,000 workers across our supply chain, 
we partner with a range of local specialists, including our longstanding 
partnership with Business for Social Responsibility (BSR) to sponsor 
HERproject™, a collaborative initiative to empower women working in 
global supply chains through workplace-based interventions. Our current 
programs include: HERhealth™ in Vietnam, HERfinance™ in Cambodia and 
HERessentials™ in India and Guatemala.
Building on the success of the HERessentials™ pilot in Bangladesh and 
a similar pilot in India, we co-sponsored the p
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South India Mills Program
We recognize the longstanding forced labor risks to young women and girls 
working in the spinning and textile mills across the South Indian state of 
Tamil Nadu. As a member of a multistakeholder initiative implemented by 
the local NGO Social Awareness and Voluntary Education (SAVE), along 
with three other brands, we work to mitigate these risks and create a textile 
industry that respects human rights, empowers workers in the community 
and mills and promotes fair recruitment practices across Tamil Nadu.
The program maintains a three-prong approach to addressing the root 
causes and key actors by focusing on the labor agents who recruit workers, 
the com
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Advancing Equity & Inclusion through 
the Gender Equity Worker Voice Tool 
We are committed to engaging with the rights holders that move 
our supply chain forward. Worker voice tools, such as surveys, allow 
workers to share their needs and experiences at work. These insights 
can be used to inform better policies, programs and business decisions 
at the factory and brand level. As female garment workers face 
different vulnerabilities and demands, worker voice tools need to have 
specific gender considerations to promote equity and inclusion in 
supply chains. 
In FY23, we participated in the Gender Equity Worker Engagement 
Group (GEWEG), a partnership between global brands and th
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Women in Factory Leadership 
Complementing our commitment to gender parity in our Company’s 
leadership ranks, we are also committed to increasing the percentage of 
women in factory leadership to advance gender equity.
ADVANCING WOMEN IN 
FACTORY LEADERSHIP
Average increase in women in 
supervisory positions across  
four target countries
FY20
FY21
FY22
FY23
30
25
TARGET
0%
13.5%
16%
27%
20
15
10
5
0
In the global apparel 
industry, most factory 
workers are women. Our 
supply chain follows this 
demographic trend with 
women accounting for  
67% of the workforce.  
As of FY23, the ratio of 
female supervisors to  
total supervisors stands  
at around 40%.
Our efforts to increase wo
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Promoting Inclusive Workplaces in Latin America
Creating diverse, equitable and inclusive workplaces is something 
the Company strives to accomplish, in our supply chains and our own 
operations. This year, we continued our supplier DE&I roundtables with 
a workshop for our suppliers in Latin America, including Guatemala, 
Mexico, Peru and Uruguay. This workshop discussed what DE&I is, why 
it is important and actions companies can take to foster comfortable 
workplaces. Participating suppliers were provided a toolkit that included 
tips for developing a DE&I commitment, strategy and workforce 
engagement. They were further required to submit their own DE&I 
commitment and a Women in
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Supporting the Transition to Digital 
Wages in Cambodia 
Most of the wages in the garment sector are paid in cash. Cash 
payments can create a lack of transparency and heighten the potential 
for labor violations, among other risks and inefficiencies. These types 
of payments can also disempower women who often have less control 
over their wages when paid in cash because of traditional gender roles 
and expectations. 
To support moving the sector away from cash payments, we are 
participating in the HERfinance™ Digital Wages pilot in Cambodia 
sponsored by the Mastercard Center for Inclusive Growth. Cambodia 
is an important market for this pilot as it has a low level of financial
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Wage Management 
In FY23, we achieved our goal to roll out our Wage Management Strategy to 
all our strategic and key suppliers. We did this by activating all five modules 
of our strategy:
•	 Human rights due diligence 
•	 Supplier capabilities
•	 Worker engagement
•	 Industry collaboration 
•	 Alignment with our internal teams 
We have active workstreams within each module that provide tools and 
resources for suppliers to improve their wage systems, in addition to 
our internal work on responsible purchasing practices which better 
enable suppliers to meet their wage goals. In FY23, we finalized important 
workstreams that enable us to continue our work on wage management 
into th
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Assessment of Wage Management Systems
In FY23, we expanded our work to understand and address worker wage 
gaps by focusing on factory-level wage management systems. New tools 
that assess the maturity of these systems at the factory level helped us 
identify the largest and most common areas of opportunity among our 
suppliers so that we could provide targeted support. 
We completed two key workstreams: piloting our Wage Management 
Assessment Tool and conducting an in-depth factory human resource and 
production systems diagnostic. We piloted our assessment tool with nine 
factories, covering different areas that impact wage, from performance 
evaluation and job progression to skil
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Assessments, Monitoring and Remediation 
Our Global Citizenship team monitors supplier compliance and evaluates 
supplier relationships based on their performance and potential.
This starts with our Operating Standards (OS), which communicate our 
expectations of suppliers. All new suppliers must meet our standards 
before we place an order with them. We undertake due diligence with 
existing suppliers by scoping potential risks, preventing and mitigating 
those identified and remediating issues when found. 
We work with suppliers to identify the root cause of issues and agree on 
corrective action plans that prioritize workers’ welfare and livelihoods. 
We remain committed to ensuri
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Supplier Assessments 
We recognize the industry-wide need to streamline the monitoring 
process, reduce audit fatigue, and reallocate resources to allow for more 
capability building and worker well-being initiatives. To that end, in FY23, 
we continued our adoption of SLCP to complement our social compliance 
assessment tools. We worked with our strategic, key and evolving suppliers 
in Tier 1 to kick-off the SLCP adoption with over 100 SLCP verifications 
reviewed and remediated, representing 33% of our business volume. With 
the use of the SLCP report, we are collaborating with other brands in the 
industry to identify joint remediation approaches, and to further streamline 
remed
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The most common category of nonconformance was health and safety 
(52%). After reviewing all nonconformance issues with the suppliers, 
we agreed on a corrective action plan and followed up to ensure issues 
are addressed in a timely manner. Less than 1% of assessment findings 
revealed zero-tolerance issues. We deactivated four factories that were 
unable to remediate these issues or other OS requirements.
Working with Licensees
In addition to our own products, we license the Ralph Lauren brands to 
select companies. All licensees are required to have social compliance 
programs and standards equivalent to our own. We separately assess 
licensee supplier compliance programs and revi