RALPH LAUREN
CITIZENSHIP report
2013
A Message From Our Chairman and CHIEF EXECUTIVE OFFICER
I am pleased to present Ralph Lauren Corporation’s first Citizenship Report, outlining our Company’s
commitment to social and environmental responsibility. As we continue to grow and expand our horizons, so
does our obligation to do so responsibly.
Our journey over the past four decades has been extraordinary. We have much to be proud of; our talented,
dedicated and high-performing global teams continue to set the gold standard for excellence throughout our
industry. Today, we have freestanding stores in over 40 countries, and our product is sold in more than 80
countries worldwide. In the midst of this remarkable growth, our brand today remains synonymous with the
vision I had when I created this Company in 1967. It has always stood for fine craftsmanship, quality and a
timeless sense of style, underscored by a desire to give back to our community and to create a better world.
Yet as we look back at all we have accomplished, I know there is more to do.
Our genuine commitment to corporate responsibility helps to build goodwill in the communities where
we work and live. We strive to help the underserved through our efforts in cancer care and prevention,
education, volunteerism and philanthropy. We seek to reduce our environmental footprint as we operate
our Company—from the supply chain and workplace, to products and packaging, to our environmental
partnerships—with an emphasis on sustainability. Ultimately, we try to empower in a very personal way both
our employees and our business partners to cultivate a healthy, productive and ethical workplace.
From our worldwide Pink Pony campaign, to our Global Diversity Leadership Group, to the extensive recycling
program at our main distribution center, we are proud of our efforts and the scope of our work. Innovative
programs like these are the reason we were named one of Fortune magazine’s “World’s Most Admired
Companies” this year, for the eighth year in a row. I could not be more proud.
Ralph Lauren Corporation Reference
Throughout this report, reference to “Ralph Lauren,” “ourselves,” “we,” “our,” “us,” and the “Company” refer to Ralph
Lauren Corporation and its subsidiaries (“RLC”), unless the context indicates otherwise.
Forward-Looking Language
This document may contain forward-looking statements based on current expectations. Various statements in this report or
incorporated by reference, in previously submitted and future f ilings by us with the Securities and Exchange Commission,
in our press releases, and in oral statements made from time to time by us or on our behalf constitute “forward-looking
statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are
based on current expectations and are indicated by words or phrases such as “anticipate,” “estimate,” “expect,” “project,” “we
believe,” “is or remains optimistic,” “currently envisions,” and similar words or phrases and involve known and unknown
risks, uncertainties, and other factors which may cause actual results, performance, or achievements to be materially
different f rom the future results, performance, or achievements expressed in or implied by such forward-looking statements.
By spearheading programs that benefit underserved communities, by strengthening our commitment
to operating our Company with greater sustainability, and by encouraging our teams to maintain a work
environment nurtured by respect and real human values, we feel our employees, and Ralph Lauren
Corporation as a whole, have pursued responsible growth. We take great pride in creating a better world
through our Company, and will continue to seek ways to expand our citizenship efforts around the world.
This report represents our first effort to produce an overview of our work toward being good corporate
citizens. We appreciate your interest in learning more about our vision for creating a company that values
corporate responsibility as a way of life.
Warmest Regards,
Chairman and Chief Executive Off icer, Ralph Lauren Corporation
For a complete listing of all forward looking statements please refer to our Form 10-K for the f iscal year ended March 29,
2014. These forward-looking statements are based largely on our expectations and judgments and are subject to a number
of risks and uncertainties, many of which are unforeseeable and beyond our control. We undertake no obligation to publicly
update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise.
1
RALPH LAUREN
CITIZENSHIP
report
ta b le o f c o n t en t s
about RALPH LAUREN CORPORATION
page 5
about this report
page 15
environment
page 17
employees
page 29
RESPONSIBLE SOURCING
page 37
community
page 45
The information indicated herein is subject to the precision of our data collection and analysis method, which is subject to
future evolution and calibration. While we consider information from external resources and consultants to be reliable,
we do not assume responsibility for its accuracy. Additionally, all numbers referenced are subject to the quality and
comprehensiveness of the entities (internal and/or external) reporting and therefore are approximate and/or estimated
values.
It is also important to note that the availability of data varies from section to section of the report. Availability of data
also varies with respect to f iscal or calendar year format. References to f iscal year will be represented as follows: Fiscal
followed by the year; for example, Fiscal 2009. References to calendar year will be represented by the year alone; for
example, 2009.
We utilize a 52-53 week f iscal year ending on the Saturday closest to March 31. All references to "Fiscal 2014" represent
the 52-week f iscal year ended March 29, 2014. All references to “Fiscal 2013” represent the 52-week f iscal year ended
March 30, 2013. All references to “Fiscal 2012” represent the 52-week f iscal year ended March 31, 2012. All references to
“Fiscal 2011” represent the 52-week f iscal year ended April 2, 2011. All references to “Fiscal 2010” represent the 53-week
f iscal year ended April 3, 2010. All references to “Fiscal 2009” represent the 52-week f iscal year ended March 28, 2009.
3
AB O U T R ALPH LAU R EN C O R P O R ATIO N
RALPH LAUREN
about
ralph lauren
corporation
“What I do is about living.”
— Ralph Lauren
I n t hi s s e c t i o n
company highlights
about ralph lauren corporation overview
our operating segments
our products & brands
ta b le o f c o n t en t s
5
AB O U T R ALPH LAU R EN C O R P O R ATIO N
AB O U T R ALPH LAU R EN C O R P O R ATIO N
Company Highlights
1
1967
1971
1972
1976
1981
1996
1997
1998
2000
2004
Polo is launched
with an innovative
collection of
wide ties, before
expanding the
following year to
include a full line
of menswear.
The first
freestanding
Polo Ralph Lauren
store opens on
Rodeo Drive in
Beverly Hills.
An icon is born with
the introduction of
mesh polo shirts
for men with the
pony embroidered
on the chest. A full
line of Ralph Lauren
Womenswear also
debuts, inspired by
refined menswear.
Polo for Boys
is launched,
followed by a
collection for
girls the
following year.
The first European
Polo Ralph Lauren
store opens on New
Bond Street
in London.
Lauren by
Ralph Lauren
is introduced.
The line goes on to
be a leading brand
in the women's
better sportswear
categories in
department stores.
In its 30 th year of
business, Polo Ralph
Lauren becomes
a publicly traded
company on the
New York Stock
Exchange.
Black Label,
a sleek,
sophisticated and
modern line for
women, is launched.
A men's line of the
same name debuts
seven years
later in 2005.
Polo.com
is launched, marking
the Company's
first venture into
e-commerce. Seven
years later, the
site is renamed
RalphLauren.com.
Pink Pony also
debuts on the runway
in September.
A European
corporate
headquarters is
established in
Geneva,
Switzerland.
1993
1994
2005
2006
2009
2011
2013
RRL—a line of
rugged, casual
menswear named
after the Lauren
family's ranch in
Colorado—debuts.
Sartorial style
returns to the
spotlight when
Purple Label—
a collection of
hand-tailored
haberdashery—
is launched.
The United States
Tennis Association
selects Polo Ralph
Lauren as the
official apparel
sponsor for the
U.S. Open. It’s
the first of many
high-profile sports
partnerships formed
by the Company,
including at
Wimbledon and
the Olympics.
A freestanding Ralph
Lauren store opens
in Tokyo.
Ralph Lauren
Watches
are debuted in
partnership with
luxury group
Richemont. The
following year the
line expands to
include fine jewelry
for women.
Denim & Supply
Ralph Lauren,
a line of premium
denim and freespirited clothing for
men and women, is
launched. Two years
later, dedicated
freestanding stores
open in New York
and Boston.
The first men's-only
flagship store in
Asia opens in
Hong Kong at
the Prince's
Building.
R alph L auren
Home
6
1981
1983
1986
Twenty-page color
spreads appear
in magazines
advertising
Ralph Lauren,
revolutionizing
the ad world and
establishing Mr.
Lauren as an
American designer/
storyteller.
With the launch of
Ralph Lauren Home,
Mr. Lauren presents
a comprehensive
home collection.
The first Company
flagship opens in
the Rhinelander
mansion at
867 Madison
Avenue in New York
City. Later that year,
a flagship opens
in Paris.
7
AB O U T R ALPH LAU R EN C O R P O R ATIO N
AB O U T R ALPH LAU R EN C O R P O R ATIO N
ABOUT RALPH LAUREN
corporation OVERVIEW
Ralph Lauren Corporation is a global leader in the design, marketing, and distribution of premium lifestyle
products, including men's, women's, and children's apparel, accessories, fragrances, and home furnishings. For
more than four decades, our long-standing reputation and distinctive image have been consistently developed
across an expanding number of products, brands, sales channels, and international markets. We believe that our
global reach, breadth of product, and multi-channel distribution are unique among luxury and apparel companies.
Our Operating Segments
We operate in three distinct but integrated segments: Wholesale, Retail, and Licensing.
Wholesale
Sales made principally to major depar tment
stores and specialty stores around the world.
Retail
Sales made directly to consumers in our
Ralph Lauren Corporation by the Numbers
Ralph Lauren Corporation approximate net revenues in
Fiscal 2014 represented by segment ( Wholesale, Retail, and
Licensing) and by region (the Americas, Europe, and Asia).
NET REVENUES BY segment
fiscal 2014
retail stores around the world; through
concession-based shop-within-shops located
2%
primarily in Asia, Australia, and Europe; and
through our retail e-commerce channel in
North America, Europe, and Asia.
47%
51%
Ralph Lauren e-commerce sites are currently
available in Nor th America, Europe and
Asia and service the U.S., Canada, Austria,
Belgium, France, Germany, Italy, Japan,
Luxembourg, the Netherlands, Portugal,
South Korea, Spain, and the United Kingdom.
Retail 51%
Wholesale 47%
Licensing 2%
NET REVENUES by region
fiscal 2014
Licensing
Royalty-based arrangements under which
12%
we license to unrelated third-par ties the
right to operate retail stores and/or to use
21%
our various trademarks in connection with
the manufacture and sale of designated
67%
products, such as apparel, eyewear, and
fragrances, in specified geographic areas
for specified periods.
8
The Americas 67%
Europe 21%
Asia 12%
9
Our products, which include apparel, accessories, and fragrance collections for men and women, as well as
childrenswear and home furnishings, comprise one of the world’s most widely recognized families of consumer
AB O U T R ALPH LAU R EN C O R P O R ATIO N
AB O U T R ALPH LAU R EN C O R P O R ATIO N
Our Products & BRANDS
brands. Reflecting a distinctive American perspective, we have been an innovator in aspirational lifestyle
branding and believe that, under the direction of internationally renowned designer Mr. Ralph Lauren, we have
had a considerable influence on the way people dress and the way that fashion is advertised throughout the
world. We combine consumer insight with our design, marketing and imaging skills to offer, along with our
licensing alliances, broad lifestyle product collections with a unified vision.
Apparel
Home
Extensive collections of men’s, women’s and
Coordinated home products include bedding and bath
children’s clothing
products, furniture, fabric and wallpaper, lighting,
paint, tabletop, and giftware
Accessories
Broad range of products include footwear, eyewear,
Fragrance
watches, fine jewelry, hats, belts, and leathergoods,
Fragrance products are sold under our Big Pony,
including handbags and luggage
Romance, Midnight Romance, Polo, Lauren, Safari,
Ralph, Black Label and Purple Label brands,
among others
Our lifestyle brand image is reinforced by our stores and concession shop-within-shops, our wholesale channels
of distribution, and our e-commerce sites, including our North American Ralph Lauren and Club Monaco
e-commerce sites; and our Ralph Lauren e-commerce sites in Europe, Japan, and South Korea.
10
Ralph Lauren Women's Collection
RLX Ralph Lauren
Ralph Lauren Purple Label
Lauren Ralph Lauren
Accessories
Ralph Lauren Childrenswear
Ralph Lauren Watches
Denim & Supply Ralph Lauren
Ralph Lauren Fine Jewelry
Golf
Ralph Lauren Women's Black Label
Pink Pony
Ralph Lauren Men's Black Label
Ralph Lauren Home
Ralph Lauren Women's Black Label Denim
Ralph Lauren Paint
Ralph Lauren Men's Black Label Denim
Fragrance
Women's Polo Ralph Lauren
Lauren for Men
Men's Polo Ralph Lauren
Ralph by Ralph Lauren
Ralph Lauren Women's Blue Label
Chaps
RRL
Club Monaco
11
AB O U T R ALPH LAU R EN C O R P O R ATIO N
AB O U T R ALPH LAU R EN C O R P O R ATIO N
Ralph Lauren
Corporation Officers
Ralph Lauren Chairman and Chief Executive Off icer
Roger N. Farah Executive Vice Chairman*
Jackwyn L. Nemerov President and Chief Operating Off icer
Mitchell A. Kosh Executive Vice President, Human Resources
Christopher H. Peterson Executive Vice President, Chief Administrative Off icer and Chief Financial Off icer
Board of Directors
Ralph Lauren
Joel L. Fleishman
Chairman and Chief Executive Off icer,
Ralph Lauren Corporation
Professor of Law and Public Policy,
Duke University
Roger N. Farah
Hubert Joly
Executive Vice Chairman,
Ralph Lauren Corporation
President and Chief Executive Off icer,
Best Buy Co., Inc.
Jackwyn L. Nemerov
David Lauren
President and Chief Operating Off icer,
Ralph Lauren Corporation
Executive Vice President of
Global Advertising, Marketing and Communications,
Ralph Lauren Corporation
John R. Alchin
Retired Executive Vice President
and Co-Chief Financial Off icer,
Comcast Corporation
Judith McHale
President and Chief Executive Off icer,
Cane Investments, LLC
Arnold H. Aronson
Steven P. Murphy
Managing Director, Retail Strategies,
Kurt Salmon
Chief Executive Off icer, Christie’s International PLC
Frank A. Bennack, Jr.
Retired Chairman and Chief Executive Off icer,
NBC Universal; Vice Chairman, General Electric;
Co-Founder & Chief Executive Off icer, Autism Speaks;
Senior Advisor, Lee Equity Partners, LLC
Chairman of the Executive Committee
and Vice Chairman of the Board of Directors,
The Hearst Corporation
Robert C. Wright
Dr. Joyce F. Brown
President, Fashion Institute of Technology
*On May 8, 2014, Roger N. Farah notified us of his resignation from the Company as Executive Vice Chairman, effective as of
May 31, 2014. Mr. Farah will remain on our Board of Directors until our 2014 Annual Meeting of Stockholders in August 2014.
12
13
ABOUT THIS REPORT
The 2013 Ralph Lauren Corporation Citizenship Report is our inaugural effort to formally define our corporate
commitment to the environment and social responsibility. While this is our first report, being a responsible
company has been and continues to be a priority. For years we have focused on creating a positive impact.
Our belief in corporate responsibility is rooted in the heritage of our brand—creating authentic and quality
products that people need and desire, that inspire a better way of life for themselves, their families and their
homes, all over the world.
In keeping with our Company’s reputation, we continually seek to conduct business according to high ethical,
legal, social, and environmental standards.
In our first report, we have focused on four main areas: Environment, Employees, Responsible Sourcing, and
Community. These four areas guide the content, in which we address practices, initiatives, and metrics relevant
to our areas of focus. In our Environment section, we discuss energy and climate; materials and recycling;
and engagement practices. In our Employees section, we discuss our employee population as well as several
initiatives and programs that support our employees. Our Responsible Sourcing section discusses our practices
in sourcing; the manufacturing of our product, including vendor selection; and our product safety and social
compliance practices. Finally, our Community section discusses our focus on giving back and working with local
organizations through a variety of initiatives and programs.
Since this is our first report, the time frame covered varies in certain sections. For example, the impact and
results of select initiatives span from when they began through our fiscal year 2014 (Fiscal 2014), which ended
on March 29, 2014. The availability of specific information may also vary from section to section based on the
maturity of the practice and available information. In addition, references to both fiscal years and calendar years
appear throughout the report, as certain programs and practices adhere to fiscal years, while others are based
on calendar years.
We see this report as an opportunity to reflect on the work we have already done to be a responsible corporate
citizen, with an eye toward future progress. We will use our first report as the foundation for future reporting,
strategy, performance assessment, and other opportunities.
15
ENVIRO N MEN T
RALPH LAUREN
environment
“To preserve and protect the unique
beauty of the earth and its natural
resources for future generations is
an obligation we all share, and
our Company is committed to that
trust every day.”
— Ralph Lauren
I n t hi s s e c t i o n :
ENVIRONMENT OVERVIEW
ENERGY & CLIMATE
MATERIALS & RECYCLING
engagement & outreach
ta b le o f c o n t en t s
17
ENVIRO N MEN T
ENVIRO N MEN T
ENVIRONMENT OVERVIEW
percent change in air mix FROM FISCAL 2009
Global air mix reduced more than
one-third over six years.
We strive to be an environmentally respectful company. We seek to continually improve energy and resource
efficiency and environmental responsibility in every area of our business. We encourage our employees, our
1,800 homes' energy use for one year.
business partners, and our customers to join us in supporting a more sustainable world.
ENERGY & CLIMATE
Reducing our global air mix AVOIDED 20,000 MTCO 2
of emissions f rom being released into the air,
the equivalent of emissions f rom
2009
---
2010
15%
Transportation
2011
10%
2012
20%
2013
30%
2014
41%
fiscal year
% decreased
We understand the significant impact the transportation sector has on the environment and climate and believe
it is important to mitigate that impact. While we do not own or operate transport equipment, we encourage our
logistics partners to prioritize efficiency and actively contribute to organizations working to move the logistics
industry toward a more sustainable future.
Our global logistics team focuses on ways to transport our merchandise with great efficiency. By implementing
CLEAN CARGO
Collaboration with other shippers and logistics providers allows us to encourage and contribute to industry
innovation and improvement. Our logistics team works with leaders in the logistics industry to help achieve
technology to study, plan and impact the movement of our merchandise, the logistics team identifies and puts
these objectives. Beginning in 2009, we partnered with our container ship carriers through Business for Social
into action initiatives to transpor t and manage our merchandise shipments in efficient and environmentally-
Responsibility's Clean Cargo Working Group (CCWG). CCWG is dedicated to improving the environmental
friendly ways.
performance of ocean container transport through measurement, evaluation, and reporting. Shipper and carrier
The global logistics team drives improvement in environmental performance through four primary areas of focus:
emissions-efficient modes, routing, customer collaboration, and shipment consolidation.
members share best practices and work together to set industry standards for environmental reporting. CCWG
provides carbon accounting methodology that results in industry-best carrier-specific carbon accounting for ocean
transport. Since 2011, 100 percent of our ocean carrier partners have been CCWG members.
EmissionS-Efficient Modes
GROUND PARTNERSHIP
Mode selection has a large, direct impact on transport emissions and represents a key area for targeted
Since 2009, we have been a member of the EPA's SmartWay program. This program helps freight shippers,
improvements.
carriers, and logistics companies improve fuel efficiency and reduce environmental impact. As part of our
AIR TRANSPORT REDUCTION
Air transport is an emissions-intensive mode of transportation. 1 By shifting volume to other modes of transport,
participation in the program, we committed to using SmartWay carriers and making continuous improvements,
such as no-idling truck policies. As of Fiscal 2014, we are a proud SmartWay Transport Partner with more than
98 percent of Company-controlled ground shipment mileage moving via SmartWay carriers.
such as ocean and rail, the emissions resulting from movement of product significantly decrease.
Our global logistics team has dramatically reduced air freight usage by leveraging end-to-end visibility solutions,
Routing
maintaining a menu of ser vice options to meet business needs, and allowing for the selection of the least
Dynamic Routing
carbon-intensive mode of transpor t wherever possible. As a result, since Fiscal 2009, we reduced our global air
mix by more than one-third, avoiding more than 20,000 metric tons of carbon (CO 2) emissions in the latest fiscal
year alone. 2
Designing efficient routing can significantly mitigate a shipment's environmental impact by reducing the distance
traveled or minimizing emissions intensity. Our logistics team carefully examines existing product flows and
routinely tests alternate routing to develop solutions that meet business needs.
One solution we have adopted involves dynamic routing of ocean freight. By using end-to-end visibility and
forecasting tools, our team can redirect shipments to use rail service instead of truckload or to ship via ocean to
an alternate port, resulting in a much shorter truckload move to the distribution center. Either alternative lowers
emissions by reducing truck mileage in favor of more emissions-efficient rail or ocean service.
United States Environmental Protection Agency. "Optional Emissions from Commuting, Business Travel and Product Transport."
May 2008. See also: United States Department of Energy. "Transportation Energy Data Book." 2010.
2
Carbon dioxide emissions, often referred to as carbon emissions, are converted to metric ton carbon or equivalent emissions.
All equivalencies reference EPA values.
1
18
19
ENVIRO N MEN T
ENVIRO N MEN T
Carbon Footprint
Intermodal Alternatives
Our logistics team identified an opportunity to optimize
service from our distribution centers to our stores that are
particularly distant. Instead of shipping via air direct to certain
stores, the team designed an intermodal solution using a mix
Through use of intermodal solutions,
we avoided emissions equal to CO 2 emissions
from 390,000 gallons of gasoline.
We began the process of establishing and tracking our carbon footprint in 2011. With the help of a consultant,
we were able to put into place a dependable means of capturing footprint-related data by the end of Fiscal 2012.
By monitoring our energy consumption and with the
emissions FOOTPRINT
of consolidated truckload and ocean freight. The successful
help of our consultant, we have developed scope 1
implementation resulted in a more than 90 percent decrease
(direct emissions—natural gas and heating oil) and
80
in our emissions for those shipments, avoiding an estimated
scope 2 (indirect emissions—electricity) tracking
70
3,500 metric tons of CO 2 through Fiscal 2014.
for our offices, retail stores and distribution centers
Customer Collaboration
carbon footprint is an approximation based upon
solutions can often reduce the unnecessar y movement of certain products and thus improve environmental
performance. Our logistics team utilizes data to consolidate and schedule shipments for our customers in a
process aimed at minimizing truckload miles.
Effective packaging of shipments is a key part of optimizing
transport as well. By transitioning to higher quality and
space-efficient car tons, we are able to ship the same volume
tons co 2e (thousands)
in North America and Europe. Specifically, the
We work closely with our wholesale customers to leverage our mutual supply chain capabilities. Collaborative
Shipment Consolidation
(scope 1 and scope 2)
measured (i.e. metered) energy consumption, as
well as projected energy consumption developed
through modeling same brand/similar-sized stores
60
60
50
40
30
20
10
0
for buildings for which we do not receive metered
2012
energy consumption details. The Fiscal 2014
carbon footprint is inclusive of all North America
CONTAINER CAPACITY UTILIZATION
We have improved container utilization and
shipment consolidation, reducing excess ocean
shipments and avoiding container drayage.
2013
2014
fiscal YEAR
and Europe buildings but does not yet include all
global facilities (e.g. facilities located in Asia).
The char t above represents our North America and Europe carbon
emissions from Fiscal 2012 (partial), 2013 and 2014.
of product in less space, reducing overall shipment size. In
addition, we implemented guidelines to select appropriately
sized cartons for our product.
emissions by facility
North America (U.S. & Canada)
emissions by facility
Europe
fiscal 2014
fiscal 2014
We also seek to drive efficient use of ocean container
space. Routing guidelines direct our logistics partners to
optimally select containers and maximize utilization, which
avoids wasted space and reduces the number of containers
8%
2010
269
2011
563
2012
838
2013
778
2014
800
Our Fiscal 2014 global
carbon footprint is equal
to CO 2 emissions from
generating electricity for
6,500 homes'
energy use for one year.
31%
we would otherwise ship. This not only lowers ocean freight
emissions but also reduces the required number of dray
Fiscal YEAR
CONTAINER moves AVOIDED
63%
6%
moves (transpor t of ocean containers by truck to or from
92%
a port).
Retail 63%
Offices 6%
Distribution Centers 31%
Retail 92%
Offices & Distribution Centers 8%
The char ts above represent emissions by facility during Fiscal 2014, in which retail stores in Nor th America and Europe comprised
63 percent and 92 percent of our emissions footprint, respectively.
20
21
ENVIRO N MEN T
ENVIRO N MEN T
BUILDINGS
We also strive to use more sustainable materials throughout our stores.
We have incorporated a variety of energy-efficient practices and measures to help improve our overall
energy performance.
For example, by the end of Fiscal 2014, approximately 25,000 square
yards of our stores, offices and showrooms had floors covered with coir/
sisal rugs and carpeting. Coir/sisal is a hybrid fiber made from plant byproducts known for its strength, flexibility and durability. Using coir/sisal
Energy Management Systems
instead of traditional rugs or carpeting allows us to have a more natural
Since 2002, we have integrated energy management systems (EMS) into approximately 40 percent of our retail
product in our various spaces and replace it less often. Our first coir/
stores. These are computer-based systems that allow us to remotely monitor, control and optimize lighting,
sisal rugs appeared in stores in 2009.
heating, ventilation, air conditioning, and other electrical systems in our stores. Use of EMS enables us to save
energy by adjusting lighting and temperature levels in line with store needs. For example, lighting needs can be
adjusted according to the time of day.
Office Building Design
In planning our new European office headquarters in Geneva, we wanted
a space that prioritized environmentally sustainable features. We worked
Store Design
with our landlord to have the new building designed and constructed in
In October of 2010, we opened a Polo Factory Store in Leeds, Alabama, and earned our first LEED® Silver
accordance with the Swiss Minergie standards. Minergie provides a set
certification from the U.S. Green Building Council (USGBC). This store uses approximately one-third of the energy
of standards focused on building with eco-friendly materials and energy-
used by a store of a similar size and location.
efficient practices.
Some of its features include:
Some of the building's features include:
High-grade rooftop insulation and white reflective f inish to reduce heating and cooling losses.
45 square meters of solar panels on the roof to produce hot water.
Zero Volatile Organic Compound paint to reduce fumes and emissions.
High-quality insulation (triple-layer windows).
Water use reduction technology.
Fully-automated temperature regulation on each floor/façade to help
monitor consumption.
The success of the store has allowed us to build a second store using LEED standards in Livermore, California.
Exterior
– Main
Entrance
We are
currently
seeking
LEED Silver certification for this store.
We have incorporated best practices from LEED standards in many of our other existing stores and office
spaces. For example, all of our new Factor y Stores with open ceilings now have the same energy-efficient lighting
coir/sisal rugs and carpeting
Regulated sensors to illuminate the exterior of the building.
Containers to recycle all waste (paper, plastic and glass bottles,
batteries, cooking oil, toners, etc.).
european office headquarters
Water flow reducer on bathroom taps.
fixtures used in the Polo Factor y Store in Leeds, Alabama.
Light sensors in all off ices and common areas to reduce electricity usage.
Forest Stewardship Council (FSC) certif ied off ice furniture.
LEED stands for
Leadership in Energy and
Environmental Design.
It's a building rating system created
by the USGBC that provides
standards for environmentally
sustainable design and
construction.
Polo Factory Store in Leeds, AL
22
23
ENVIRO N MEN T
ENVIRO N MEN T
RECYCLED CONTENT
INCORPORATED INTO PACKAGING (PERCENT)
Fiscal 2010 - fiscal 2014
Procurement
50
Our procurement team identifies opportunities to select products with a reduced environmental impact
while maintaining quality. In selecting vendors and purchasing partners for non-merchandise spending, our
procurement team focuses on ways to improve our environmental performance.
Packaging
31%
65%
2010
84%
2011
2012
One of the most important initiatives taken on by the procurement team is the environmentally-conscious
selection of our consumer packaging. Partnering with various paper vendors, the team selects paper for our
shopping bags and other packaging materials that incorporate recycled content and are also recyclable after use.
TREES SAVED
Fiscal 2010 - fiscal 2014
84%
80%
thousands of trees (equivalent)
materials & recycling
45
40
35
30
25
20
15
10
5
0
2010
2013
2011
2014
2012
2013
2014
Fiscal year
The char ts above represent recycled content incorporated into our packaging from Fiscal 2010 to 2014, and the equivalent of trees
saved from use of recycled material. Over the past several fiscal years, we have increased the amount of recycled content incorporated
into our packaging.
Purchasing
Since 2011, our procurement team has worked with our office products supplier to improve our environmental
performance with respect to how office items are selected, used, and delivered.
By analyzing our spending patterns on supplies, our procurement team is able to identify our most-ordered
items, such as toner cartridges and printer paper. The team then works to find, where feasible, substitutions
categorized as or certified by our office products supplier as eco-products, which contain recycled and/or
responsibly sourced content. These products account for approximately one-third of our purchases from our
office products supplier.
Additionally, our procurement team introduced an order consolidation program; orders must meet a minimum size
requirement, which reduces packaging and transport emissions.
24
25
ENVIRO N MEN T
ENVIRO N MEN T
Recycling
We have recycling practices in all of our corporate offices. In addition, our North Carolina distribution centers
have developed many additional recycling initiatives.
ENGAGEMENT & OUTREACH
Inspiring our employees and our partners to be thoughtful in their environmental actions and decisions is
essential to our sustainability mission.
In 2000, we initiated collection of and recycling for paper, cardboard, plastic hangers, plastic bags, polybags,
bottles, cans, paper, shrink-wrap, corrugate, light bulbs, and scrap metal at our main distribution center in North
Carolina. We also began a Company-wide toner cartridge recycling program in 2009. Since then, we've recycled
Advertising Initiatives
Our internal advertising team continually identifies new opportunities to incorporate environmentally preferable
more than 17,000 toner and ink car tridges.
As our Company and facilities have grown, so has our recycling program. With the opening of additional facilities
selections of paper, ink and other materials into their designs when possible.
in North Carolina, our extensive recycling efforts increased to include our new locations. In 2012, we expanded
For example, the proofing materials used to review photographs and advertisements are free of acetate overlays
the program with the opening of a new nearby facility, followed shortly after by expansion to additional sites.
and require no chemical washes, unlike previous proofing materials, reducing the environmental impact. Printing
We track our recycling effor ts monthly to monitor progress, identify areas of improvement, ensure proper
management of the process, and continue to find new and innovative ways to improve the program.
inks now contain a varying degree of soy and vegetable product, reducing the amount of petroleum product used.
Most of our mailers, including the World of RL Magalog, are FSC certified. Since January 2014, these changes
kept over 32,186 pounds of solid waste from going into landfills. The team has also adjusted the default font
used on computers to a font that uses 30 percent less ink when printed.
recycled material
emissions avoided by recycling
fiscal 2010 - fiscal 2014
fiscal 2010 - fiscal 2014
EMISSIONS (mtco 2)
AMOUNT RECYCLED (TONS)
5,000
4,000
3,000
2,000
1,000
Our sustainability team is dedicated to communicating with our employees and engaging them in the Company's
16,000
mission. The Sustainability site on the Company's internal website is a resource for news and information on
14,000
Company initiatives, tips and activities, events and FAQs.
12,000
Other outreach initiatives include:
10,000
8,000
6,000
Virtual internal sustainability suggestions/comments/questions box.
4,000
Earth Day e-mails and information for celebrating around the globe; events at various locations.
2,000
Various call-to-action communication encouraging employees to get involved.
0
0
2010
2011
2012
2013
2014
Fiscal YEAR
Total recycled material from Fiscal 2010 to 2014 is represented;
materials recycled include corrugate, plastic, and metal.
26
Sustainability Site & Other Employee Outreach PROGRAMS
18,000
6,000
2010
2011
2012
2013
2014
Fiscal YEAR
Emissions avoided due to recycling materials, calculated according
to EPA greenhouse gas equivalencies.
Automatic double-sided printing for all networked multifunction printers.
Convenient recycling bins (or single stream recycling in some locations).
Filtered water stations to encourage ref illing of reusable water bottles.
27
EMPLOY EES
RALPH LAUREN
employees
“At the core of our Company
and our success are dedicated
and talented employees who are
passionate about who we are
and the special contribution we
make to the world of design
and fashion.”
— Ralph Lauren
I n t hi s s e c t i o n :
Employees overview
Learning & Development
Diversity
Benefits
Fair Employment practice department
Wellness
Global Talent Management
Employee Recognition
ta b le o f c o n t en t s
29
EMPLOY EES
EMPLOY EES
Employees overview
DIVERSITY
At Ralph Lauren Corporation, our people are at the heart of what we do. What began as a small, dedicated team
Diversity is an essential factor in the success of our business. We began the process of institutionalizing
working in a New York City office years ago has grown into a team of approximately 23,000 employees in Fiscal
Strategic Diversity Management in 2000. Our mission was, and continues to be, the pursuit of a diversity-mature
2014. Though the Company continues to evolve and expand, we remain dedicated to maintaining the creative,
organization—one in which each employee can perform optimally and be recognized based on the quality of his
dynamic and inclusive environment we've had since day one. We value the talents of each individual and are
or her performance. We are dedicated to working together to ensure that our long-term commitment to diversity
committed to offering equal oppor tunities to each employee.
management is embedded throughout the Company and is recognized as a core value for all employees.
We are steadfast in our efforts to attract and retain the best talent, and remain focused on providing
OUR Mission
opportunities for our employees' growth and development. As we have grown, our workforce has evolved. Our
employees represent a dynamic and diverse mix; they drive the spirit of the brand and bring our product to life.
To create a structured process that enables our organization to develop and incorporate diversity management
capability throughout the Company. To address diversity issues that arise in the workforce, the workplace, and
the marketplace while enabling each employee to be rewarded based on merit.
About RLC’s Global Diversity Leadership Group
employees by work status 1
employees by geography 2
fiscal 2014
fiscal 2014
Our Global Diversity Leadership Group is comprised of seven Diversity Councils from all areas of the Company.
This representative body strives to continue improving our workplace.
Each Diversity Council works as a team to identify and address diversity-related organizational issues, and
to explore ideas for action and solutions, as appropriate. Council members are trained on the principles of
Strategic Diversity Management and engaged in continuous diversity-related education. Council members
39%
39%
engage employees and are a valuable resource; they represent the voice of their respective division, function,
and/or geography. The Diversity Councils meet regularly to continue identifying areas for additional action
and to implement initiatives that have the greatest impact on diversity, such as management training, career
61%
61%
development, communication, representation, and addressing cultural barriers.
Diversity Engagement Initiatives:
Global Diversity Website: Launched in 2009, the internal site functions as a virtual "global town square." It
serves to educate employees about diversity while creating an online community where employees can share
Full-time 61%
Part-time 39%
U.S. 61%
International 39%
their own thoughts about and experiences related to the subject of diversity. Additionally, the website
encourages employees to participate in a vibrant, multimedia cultural exchange. An eclectic array of content—
featuring ideas, videos, music, recipes, and literature —is contributed by employees from around the world.
Heritage Celebrations: As part of our commitment to diversity and employee engagement, we recognize a
variety of heritage months and important cultural celebrations, all of which are highlighted on our Global
Diversity Website, including, but not limited to: Black History Month, Chinese New Year, Gay Pride Month,
Hispanic Heritage Month, Women's History Month, and World Diversity Day.
Diversity Training: We offer diversity training to our employees to maximize our organizational and their
individual potential. The ultimate goal is to create a more diversity-mature workforce. Diversity training is an
additional platform for employee engagement and outreach. In our training we encourage the sharing of
learned skills and experiences.
1
2
30
Figures rounded to the nearest percentage.
Figures rounded to the nearest percentage.
31
EMPLOY EES
EMPLOY EES
Global Culture Audit: Every three years, we conduct a comprehensive Culture Audit to measure changes in the
favorability of our workplace culture. We engage a third-party consultant to conduct the survey and employees
are invited to par ticipate in an anonymous and confidential workplace survey. The purpose of the Global
Culture Audit is to evaluate the progress our Company has made in adapting its culture to support the
effective management of diversity.
FAIR EMPLOYMENT
PRACTICE DEPARTMENT
Our Fair Employment Practice (FEP) team was created in 2001 as a means of providing our employees with a
place to voice their concerns about the workplace to an objective party. The department was established to
Through the audit, employees have the opportunity to express how they feel about the workplace culture as
ensure the consistent and equitable handling of all workplace issues across the Company globally, in order to
it relates to a variety of topics such as, but not limited to, fairness, communication, equal opportunity, and
ensure that all associates are treated in a fair and non-discriminatory way.
teamwork. Town halls are held to share survey findings with employees. The survey helps us calibrate our ongoing initiatives and effor ts.
FEP Mission Statement
EMPLOYEE DEMOGRAPHICS
Since people hold the key to achieving our business objectives, they constitute our most important asset. It is
We survey our U.S. employee population by gender, and in accordance with the applicable laws, by ethnicity
on a self-repor ted basis. 3 Our Fiscal 2014 survey shows that our U.S. workforce is balanced. With respect to
gender, females comprise more than half of our employee population. 4 In addition, our U.S. workforce has a
strong representation from a diverse set of ethnicities, with no one group comprising a majority of our total U.S.
employee population.
our policy to seek and employ the highest-qualified people for all of our teams. The Company provides equal
opportunities for employment and advancement of employees, including promotion and training. We do not
discriminate against any person because of race, color, religion, sex, gender, gender identity, sexual orientation,
age, marital status, disability, ethnic or national origin, veteran status or any other characteristic protected by
applicable law.
FEP Core Responsibilities
U.S. EMPLOYEES BY gender
U.S. EMPLOYEES BY ethnicity
fiscal 2014
fiscal 2014
Compliance: Ensure that all Company policies and/or local and federal workplace regulations are upheld.
Investigation: Investigate all allegations of discrimination, harassment, and any other unfair treatment in
2%
the workplace thoroughly and expeditiously. Understanding the sensitivities around many of these allegations,
all information regarding specific incidents are kept confidential and on a business-need-to-know basis. The
department also seeks to ensure that no employee is retaliated against for raising any concern.
Equal Employment Opportunity (EEO) Training: Conduct appropriate levels of EEO training for the entire
40%
50%
48%
60%
employee population.
We are committed to fostering a workplace free of hostility and unfair treatment. We encourage the maintenance
of a workplace environment that is positive and constructive in nature, to ensure that all of our employees are
able to work to their highest potential. The FEP department remains committed and dedicated to this mission.
Female 60%
Male 40%
White 50%
Non-White 48%
No Response 2%
3
4
32
Pursuant to the United States Equal Employment Opportunity Commission.
All figures rounded to the nearest percentage. Reflects U.S. employees through Fiscal 2014.
33
EMPLOY EES
EMPLOY EES
GLOBAL TALENT MANAGEMENT
WELLNESS
We believe in the talent, creativity, and ingenuity of our people, and are committed to developing and expanding
We aim to foster an environment that encourages total health and wellness for
their scope of responsibility.
all employees through education, opportunities and resources that promote a
We seek to suppor t each of our employees throughout their career with the Company from day one. All new
employees attend within their first month a one-and-a-half-day corporate orientation program. They also receive
guidance from their manager, can enroll in the Co-Pilot Program (in which new employees are mentored by
veteran employees), and share feedback in a 30-day survey about their first month with the Company.
healthy lifestyle. We believe a work-life balance is essential, which is why we
launched the RL Wellness program in November 2013. The RL Wellness program
is one of the Company's newest initiatives focused on helping employees
achieve optimal health and the ideal work-life balance. The program offers
free on-site fitness classes, lunch-and-learn sessions with an array of experts,
health-minded desk drops and discounts to local gyms, as well as several other
Learning & Development
opportunities for employees to participate. In the first two months of the RL
Eight thousand
employees
received a free pedometer
when RL Wellness
launched in November
of 2013. By the end
of the year, a total of
665,660 steps
had been recorded by
participating employees.
Wellness program, we distributed pedometers to 8,000 employees.
We provide our employees with oppor tunities for engagement and development. We created the Ralph Lauren
Learning Portal with the mission to provide education in an inspiring and comprehensive manner.
The Ralph Lauren Learning Por tal provides employees around the world access to classroom-based or online
EMPLOYEE RECOGNITION
learning activities in such areas as Cultural Learning, Brand & Product, Professional Development, Business,
The Legacy Awards were established in 2009 to recognize and honor employees
and Systems & Technology. Courses are tailored to an employee's journey—with some courses directed at
who have been with the Company for 10 or more years. Every December,
an employee's first two weeks with the Company, others within the first 90 days, and many throughout their
honored employees receive a letter from Mr. Lauren and participate in a special
career with the Company. A sample of available training to all employees includes: team management skills,
ceremony at our corporate headquarters in New York. Over the last five years,
presentation skills, emotional intelligence, communication, business writing, situational leadership, as well as
more than 3,300 employees around the world have been honored with a Ralph
product training tools and learning an additional language. We take great pride in investing in an employee's
Lauren Legacy Award. Of those, 167 were recognized for 25 years of service.
ability to use various technologies and programs common in the apparel sector. In Fiscal 2014, 15,000
LIVING LEGACY
Over the last f ive years,
more than 3,300 employees
around the world have been
honored with a Ralph
Lauren Legacy Award.
attendees around the globe took advantage of Ralph Lauren Learning.
BENEFITS
Our benefits program is designed to provide qualifying employees with the resources they need to take care
of themselves and their families. We offer an array of competitive health and welfare benefits as well as a
401(k) plan, commuter benefits plan, an employee assistance plan, and paid time off (vacation, sick/personal
and holidays).
Other competitive benefit offerings to all eligible employees include, but are not limited to: medical, prescription,
dental and vision plans, flexible spending accounts, life, disability, critical illness, and accidental and business
travel insurance. During 2013, we offered town halls to provide information about benefits and encourage
proactive selection.
34
35
R ESPO NSIB LE SO U R C IN G
RALPH LAUREN
Responsible
sourcing
“I believe our Company continues
to be successful because we care
not only about the quality of our
products, but first and foremost
for the well-being and rights of
the people who produce them all
over the world.”
— Ralph Lauren
I n t hi s s e c t i o n :
responsible Sourcing Overview
Global Manufacturing & Sourcing
Global Human Rights Compliance department
ta b le o f c o n t en t s
37
GLOBAL MANUFACTURING & SOURCING
At Ralph Lauren Corporation, our vendors and suppliers are our business partners. As a global corporation, we
Our teams work together to achieve our goals, beginning with design, then product development, sourcing,
require that all vendors and suppliers across all regions meet our corporate, social, and regulatory standards.
quality assurance, human rights compliance, customs compliance, legal, manufacturing, finance and supply chain
We are committed to producing high-quality products responsibly. We focus on strategic collaboration and
compliance. These teams seek to ensure that all vendors and products are following our specifications and
partnerships to increase information sharing and meaningful progress on human rights and the environment,
regulations, as well as social and environmental guidelines.
R ESPO NSIB LE SO U R C IN G
R ESPO NSIB LE SO U R C IN G
Responsible SOURCING OVERVIEW
which we believe are essential to our success and our suppliers' success.
Specifically, our sourcing teams work closely with our Global Human Rights Compliance (GHRC) department
We believe it is our responsibility to source suppliers globally that exhibit best-in-class standards for quality
when adopting new business partners. Since we contract for the manufacture of our products and do not own
and compliance in the operations of their business. We contract for the manufacture of our products and do
or operate any production facilities, we place the utmost importance on our vendor selection process. We look
not own or operate any production facilities; as a result, our products are made by independent manufacturers.
for suppliers that manufacture high-quality products with technical proficiency in safe workplace conditions with
We recognize that these manufacturers are the stewards of their own businesses and must take a proactive
competitive costs. By maintaining sourcing and quality-control offices in key regions, we are able to operate
approach to continuous management of their operations. We work to foster positive business partnerships with
under the close supervision of our Global Sourcing and Manufacturing division offices in the Americas, Europe,
all contracted suppliers.
and Asia.
ralph lauren
corporation
contracted
suppliers
products
Vendor Evaluation & Approval Process
Our business partnerships begin when we work across our Company’s departments to focus on carefully and
Over 700 different manufacturers worldwide produce our apparel, footwear, accessories, and home products at
thoroughly vetting new vendors by evaluating several factors, such as: respect for human rights, environmental
any given time, with no one manufacturer providing more than approximately four percent of our total production
compliance, product safety and quality assurance, supply chain and customs compliance. As our supplier
during Fiscal 2014.
landscape evolves, every factor is weighed for careful consideration. High-quality and efficient manufacturing
expertise is just as critical as high-quality workplace conditions and safety practices.
regional sourcing distribution (FISCAL 2014)
1
1
Numbers represent percentage of manufacturing by region based on
dollar volume in Fiscal 2014.
Our Vendor Approval Process applies to all potential vendors, suppliers, factories and subcontractors intended to
be involved in the manufacture of our products and their components. The Vendor Approval Process is guided by
two main components: the Operating Guidelines, which serves as our supplier code of conduct, and the Vendor
Compliance Packet, which is a comprehensive set of standard vendor contracts.
All potential business partners are required to go through a rigorous selection process that involves thorough
on-site evaluations. The on-site evaluation includes an inspection of all manufacturing entities, vendor offices,
and factory and subcontractor facilities and is the basis of our vendor scorecard, which rates our vendors'
manufacturing workmanship and quality capabilities, workplace conditions and human rights practices and
policies, as well as customs compliance security practices.
americas
9%
emea
10%
We also conduct a full financial review of the vendor for economic stability and potential supplier growth. In
asia-pacific
81%
addition to the certification of regulatory requirements within the Vendor Compliance Packet, we also require all
business partners to sign our “Code of Ethical Conduct for Vendors and Third Party Service Providers,” which
mandates compliance with our policies with respect to human rights, anti-bribery and corruption, self-dealing and
fraud, and accurate record-keeping of product and environmental test reports, in order to protect the integrity of
our products and our business practices for responsible sourcing.
1
38
Regional sourcing distribution represents percentage of manufacturing by region based on dollar volume in Fiscal 2014.
39
As a strong partner in our corporate efforts to source and manufacture responsibly, the GHRC team concentrates
We have a robust Global Testing and Quality Assurance Program, which enforces a rigorous testing protocol to
ensure that each product is tested at various stages of our supply chain and production to meet or exceed all
applicable legal requirements and achieve superior quality and durability. All vendors, factories, subcontractors,
third-party agents and subsidiaries that manufacture products for us are required to agree in writing with all
R ESPO NSIB LE SO U R C IN G
R ESPO NSIB LE SO U R C IN G
Vendor Compliance & Restricted Substances
significant effort in the evaluation and approval of new suppliers. We work in close partnership with the
manufacturing and sourcing, quality assurance, customs compliance, and legal departments. The Vendor
Approval Process and the Vendor Compliance Packet are the basis of our work with our new business partners.
Starting with the on-site evaluation, we begin a process of continuous improvement.
requirements in the Vendor Compliance Packet, including compliance with all applicable laws and regulations of
Throughout the course of our business partnerships, each supplier is continuously evaluated and rated
local and foreign jurisdictions relating to safety and restricted substances. In addition, all vendors must comply
accordingly. Ratings are based on many factors including inherent country risks, business volumes, brand
with the testing and production protocols of our Global Testing and Quality Assurance Program.
management, quality and delivery, business reputation, and compliance. The ratings are communicated to
relevant parties within the Company who analyze the ratings to be used when planning future strategies.
GLOBAL HUMAN RIGHTS
COMPLIANCE DEPARTMENT
Vendor Compliance Packet
We require our business partners to provide us with certain assurances and information set forth in our Vendor
Last year marked the 15 th anniversary of the formation of our GHRC department. It was created to ensure that
our suppliers’ operations throughout the world operate on the basis of principles of ethical business practices
and recognition of the dignity of their workers and environmental sustainability. We take our responsibility
seriously in ensuring safe, healthy, and ethical working conditions for the people around the world who make
our products.
Compliance Packet, which consists of contractual agreements including purchase order agreement language and
a vendor profile. Given the current global business climate and vigorous enforcement efforts by governmental
agencies with respect to international, national, and local laws and regulations, we are required to obtain certain
assurances and information and we maintain this documentation in our Company records.
Operating Guidelines
1
2
3
4
VENDOR APPROVAL
PROCESS
AUDITING AND
MONITORING
TRAINING AND
REMEDIATION
CONTINUOUS
IMPROVEMENT AND
CAPACITY BUILDING
Our Operating Guidelines require all vendors, factories, subcontractors, and our licensees to comply with all laws
pertaining to health and safety, wages and benefits, working hours and overtime, freedom of association, child
labor, legal and ethical standards, environmental regulations as well as forced labor, prison labor, harassment
and discrimination, unauthorized subcontracting, international customs, product safety regulations, conflicts of
interest, and anti-bribery laws.
The guidelines are translated into 32 languages and are distributed to every approved supplier for posting as a
reminder of our mutual commitments, in plain view of workers and management.
Our expectations of business partners are to respect and adhere to our Operating Guidelines as well as
full compliance with the laws of their country of operations. This forms the basis of our social compliance
monitoring program.
We require that all
vendors and suppliers
across all regions
meet our corporate,
social, and regulatory
standards. We carefully
review all new facilities
to determine if new
suppliers meet our
rigorous standards.
After meeting our
requirements, suppliers
are placed into an
auditing schedule. We
regularly monitor our
suppliers' facilities
through third-party social
audits. We then monitor
them on a consistent
basis.
We work with our
vendors and suppliers
to continuously achieve
compliance. Through
training and remediation,
we immediately work to
address any problem we
discover, analyze root
causes, and continue to
monitor the vendor or
supplier closely until the
problem is corrected.
We continuously promote
positive compliance
through capacity building
and factory efficiency
trainings. We engage
suppliers in Continuous
Improvement Programs
that include a systems
assessment and review
of all engineering and
work flow processes by
a third-party consultant.
(See page 43 for the official guidelines.)
Social Compliance Program
Our ideal business partner strives to achieve efficiency and full compliance in their operations. We utilize several
tools and programs in our efforts to improve factory standards. We regularly monitor our suppliers’ facilities
through third-party social audits. The majority of our active suppliers are audited annually. When we learn of a
potential problem at a supplier's facility, we work to address it immediately, conduct a root cause analysis and
monitor the supplier closely until the problem is corrected. Our business partners must be fully transparent with
all factory records during the social audit process. We have a “Supplier Transparency Initiative Program” that
reinforces the need for transparent record keeping and provides tools for the factory to achieve this standard.
40
41
suppliers in Continuous Improvement Programs that include a systems assessment and review of all engineering
and work flow processes by a third-party remediation consultant with industrial engineering capabilities. Creating
greater ownership and efficiencies within the production process allows for better concentration in social
compliance and environmental program trainings and sustainable improvements. We believe there is a strong
OPERATING GUIDELINES
LEGAL AND ETHICAL STANDARDS - Our business relationship is built on a mutual respect for and adherence
to all legal requirements and the highest ethical standards. We expect our business par tners to obser ve all
international standards, and national and local laws and regulations while operating their business.
connection between a well-run, efficient factory and high compliance levels.
WAGES, BENEFITS, WORKING HOURS AND TRANSPARENT RECORD KEEPING - Our business par tners must
One of the most successful training initiatives we use is a program that focuses on training mid- to lower-level
benefit policies must be consistent with prevailing national standards. Under ordinar y business circumstances,
management. These managers learn essential skills to better manage the workforce and improve the overall
employees must not be required to work excessive working hours per week, including over time, and have the
factory environment. We also use vendor- and country-specific trainings that allow for greater and more valuable
option of at least one day off in seven. We expect that all record keeping will be accurate and transparent at
contributions.
all times.
Engaging the right stakeholders in the remediation process is necessary and requires a clear focus. We are
committed to providing our suppliers with the proper tools, education, trainings and access to independent
remediation associations or companies to develop sustainable improvements for management and workers alike.
R ESPO NSIB LE SO U R C IN G
R ESPO NSIB LE SO U R C IN G
We promote sustainable compliance through capacity building and factory efficiency trainings. We engage
comply with all laws regulating local wages, over time compensation, and legally mandated benefits. Wage and
HEALTH AND SAFETY - Our business par tners must ensure that their employees are provided a safe and
healthy work environment, and are not subject to unsanitar y or hazardous conditions.
ENVIRONMENTAL SUSTAINABILITY - Our business par tners must embrace a fundamental concern for
environmental protection and conduct their operations and services consistent with both applicable local laws
Other Social Compliance Tools are:
California Transparency in Supply Chains Act Our social compliance program incorporates the principles of
the California Transparency in Supply Chains Act by working to prevent human trafficking and slave labor in all
of our business par tners' facilities around the world.
Better Work We par ticipate in the Better Work program in every country where it exists and where we
manufacture. Better Work is an innovative partnership program between the International Labour Organization
(ILO) and the International Finance Corporation (IFC). The program aims to improve both compliance with labor
standards and competitiveness in global supply chains.
and internationally recognized environmental best practices. They must also make progressive improvements
by integrating principles of sustainability into their business decisions to operate more responsibly regarding
natural resources, pollution prevention, and utilization of green technologies.
CHILD LABOR - Our business partners must not use child labor, defined as employees under the age of 16.
FORCED OR BONDED LABOR - Our business par tners will not work with or arrange for purchase of any materials
or ser vices that suppor ts or utilizes forced or bonded labor.
DISCIPLINARY PRACTICES - Our business par tners will not employ or conduct any business activity with
par tners who employ any form of physical or mental coercion, or punishment or monetar y fines against
employees.
DISCRIMINATION AND HARASSMENT - Our business par tners will not practice any form of discrimination or
Collaboration
We collaborate with companies who share our high standards for compliance that are working in the same
factories where we work in order to help align efforts to give the factory a more singular focus in addressing
compliance issues. This helps reduce audit fatigue and provides common goals for the factory to achieve.
Through industry collaboration, we can help suppliers meet our standards as well as create a positive impact.
We continue to seek new and efficient ways to help monitor and train our suppliers and engage their workers.
Our Affiliations are:
Business for Social Responsibility This non-governmental organization has deep expertise in social and
environmental issues across industries and regions and catalyzes change within business by integrating
sustainability into strategy and operations, and promoting collaboration among companies and their
stakeholders for systemic progress toward a just and sustainable world.
American Apparel and Footwear Association This national trade association represents apparel, footwear and
other sewn products companies, and their suppliers, which compete in the global market.
42
harassment in hiring and employment, based on race, color, religion, sex, gender, sexual orientation, age,
marital status, disability, and ethnic or national origin.
FREEDOM OF ASSOCIATION - Our business partners should respect the legal rights of employees to freely, and
without harassment, participate in organizations of their choice.
SUBCONTRACTING - Our business par tners may only subcontract to previously approved suppliers for
manufacturing or ser vices according to our corporate requirements. All subcontracted suppliers must meet the
same criteria as our direct contracted product and ser vice suppliers.
CUSTOMS COMPLIANCE AND PRODUCT SAFETY - Our business partners must comply with applicable customs’
laws and regulations including, but not limited to, par ticipation in Customs-Trade Par tnership Against Terrorism
Programs (C-TPAT) for all products and services as directed by the U.S. Depar tment of Homeland Security.
In addition, all products must specifically meet all Consumer Product Safety Commission regulations and
requirements including, but not limited to, the Consumer Product Safety Improvement Act of 2008 (“CPSIA”),
and guarantee to abide by all international restrictions for Hazardous Substances.
CONFLICTS OF INTEREST/ANTI-BRIBERY - Offering compensation of any value (gifts, discounts, ser vices, loans,
payments) to any Ralph Lauren Corporation or affiliate employee, ser vice provider or government/political
official to influence any act or decision to secure a business advantage is strictly prohibited.
43
CO MMU N ITY
RALPH LAUREN
COMMUNITY
“I would love the legacy of this
Company to be not only the
beautiful products we made, but
the way we thought about the
world and tried to make it a
better place…”
— Ralph Lauren
I n t hi s s e c t i o n
community overview
Cancer Care and Prevention
Volunteerism
Philanthropy
Disaster Relief
The Polo Ralph Lauren Foundation
ta b le o f c o n t en t s
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COMMUNITY OVERVIEW
The Ralph Lauren Center provides prevention education and health information to the Harlem community and
For decades, Ralph Lauren Corporation employees around the world have offered their time, resources, and
cancer care and health outcomes in medically underserved populations similar to those served by the Ralph
overall support for people in need. As our Company grows, so do our opportunities to make a difference.
Lauren Center.
Over the years, we have led a variety of philanthropic initiatives in support of programs for cancer care and
prevention, education, and community building in underserved areas.
beyond, and conducts research to help advance the understanding of the multiple factors that influence
One of the cornerstones of the Ralph Lauren Center is its Patient Navigation
Program pioneered by Dr. Harold Freeman, Founder and Chairman Emeritus of the
Ralph Lauren Center. As part of this innovative program, each patient is assigned
CANCER CARE AND PREVENTION
a navigator as his or her personal advocate and problem solver, who provides
Mr. Lauren and the Company have been leaders in the fight against cancer, steadfastly committed to raising
Other key programs include Wellness and Survivorship—designed to help
funds and suppor ting leading programs for cancer screenings, treatment, prevention, and patient navigation.
patients and those close to them discover healthy ways to cope with the multiple
After Mr. Lauren’s close friend and fashion editor of The Washington Post, Nina Hyde, was diagnosed with
breast cancer, Mr. Lauren made a commitment to focus his philanthropic efforts on eradicating this devastating
guidance through the complexities of the health care system.
demands that cancer and the course of its treatment make upon them—and
various outreach programs.
disease. In 1989, with Katherine Graham of The Washington Post, Mr. Lauren co-founded the Nina Hyde Center
for Breast Cancer Research at Georgetown University Medical Center in honor of his dear friend who lost her
battle with the disease.
THE PINK PONY CAMPAIGN
In 2000, the Company designated its classic icon, the Polo Player, as the symbol for the Company’s Pink Pony
In 1994, Mr. Lauren’s vision and energy inspired and helped mobilize the fashion industry to take a stand
Campaign and sent models down the runway wearing Pink Pony shirts. This launched an important international
against breast cancer. He designed the first “target” logo for the Council of Fashion Designers of America/CFDA
initiative in the fight against cancer.
Foundation’s successful Fashion Targets Breast Cancer initiative. The Fashion Targets Breast Cancer initiative
was launched at a White House reception, which was hosted by then-First Lady Hillary Clinton.
A percentage of the purchase price of Pink Pony products is donated to the Pink Pony Fund of the Polo Ralph
Lauren Foundation (the Pink Pony Fund). In Fiscal 2014, 25 percent of the purchase price of Pink Pony products
Organizations suppor ted by the Company to help in the fight against cancer include The Polo Ralph Lauren
sold in the U.S. was donated to the Pink Pony Fund. Globally, 25 percent of the purchase price of Pink Pony
Foundation, which has established the Pink Pony Fund to support cancer care and prevention, and the Ralph
products supports cancer-related organizations in countries around the world:
Lauren Center for Cancer Care and Prevention (the “Ralph Lauren Center”), which is an outpatient facility serving
underserved populations in Harlem, New York City.
THE RALPH LAUREN CENTER FOR CANCER CARE AND PREVENTION
Established in 2003 in par tnership with Memorial Sloan-Kettering Cancer Center in New York City, the Ralph
Lauren Center is a unique outpatient facility in Harlem. Over the past 10 years, the Ralph Lauren Center has
cared for approximately 100,000 patients and 13,000 uninsured individuals from all five New York City boroughs.
The modern, fully equipped 12,000-square-foot facility at Madison Avenue and 124th Street provides care,
information, and intervention to those who might otherwise have nowhere to go—a purpose very personal to Mr.
Lauren. “Seared in my childhood memor y,” he has said, “is one particular moment when my mother had a health
scare and panicked about where she could turn for help.” It’s Mr. Lauren’s hope to prevent anyone else from
experiencing such a helpless feeling.
Specialists at the Ralph Lauren Center make treatment possible for a wide range of cancers, and all patients
have access to pain management and palliative care services, as well as treatment of rare cancers through
referrals to inpatient ser vices at Memorial Sloan-Kettering Cancer Center and other hospitals.
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country
beneficiary
country
beneficiary
United States
The Pink Pony Fund of The
Polo Ralph Lauren Foundation
Japan
The Japan Cancer Society
France
AVEC Foundation
Hong Kong & Macau
Hong Kong Cancer Fund
United Kingdom
The Royal Marsden Cancer Charity
Australia
Cancer Australia
Germany
Komen Deutschland
New Zealand
New Zealand Breast Cancer
Foundation
Italy
Lega Italiana per la Lotta
contro I Tumoti
Malaysia
National Cancer Society Malaysia
Bahrain
Think Pink
Spain
Asociacion Española Contra
El Cancer (AECC)
UAE
FOCP
Sweden
The Breast Cancer Foundation
Korea
Korea Breast Cancer Foundation
Denmark
Dansk Brystkraeft Organization
Singapore
Singapore Breast Cancer Society
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The Pink Pony Fund of The Polo Ralph Lauren Foundation has benefited from a
number of special partnerships, such as:
Macy’s: In 2013, for the first time ever, Pink Pony apparel and accessories were sold in dedicated Pink Pony
shops in select Macy’s stores. Additionally, Macy’s exclusively sold a Pink Pony pin in all of their doors that
could be used as a shopping pass in stores. Pink Pony also partnered with Macy’s for regional events in
Chicago, San Francisco, and Atlanta in support of Bright Pink, Breast Cancer Emergency Fund and Winship
Cancer Institute at Emor y University.
Chop’t Creative Salad Company: For the second year in a row, Chop’t Creative Salad Company (“Chop’t”)
partnered with the Pink Pony Fund and offered a limited edition SuperSeasonal salad to benefit cancer care
and prevention. During the month of October in both 2012 and 2013, Chop’t donated $2 from the sale of each
Pink Goddess Salad and Pink Goddess Salad Sandwich in all Chop’t locations in New York, Washington, D.C.,
Maryland, and Virginia to the Pink Pony Fund.
One Kings Lane: One Kings Lane par tnered with the Pink Pony Fund in 2013 to celebrate Ralph Lauren
Home's 30 th anniversary. In October 2013, exclusive dog prints from Ralph Lauren Home’s archives were sold
on the site, with $100 from the sale of certain prints benefiting the Pink Pony Fund. One Kings Lane also
donated five percent of the purchase price of each Ralph Lauren Home item sold as part of the event to the
Pink Pony Fund.
Lauren Pink: The Lauren Pink capsule collection is carried exclusively at Belk, Dillard’s, and Lord & Taylor.
The Company donated 10 percent of the purchase price of Lauren Pink products sold at Belk to Susan G.
Komen. The Company also donated 10 percent of the purchase price of Lauren Pink products sold at Dillard’s
and Lord & Taylor to the Pink Pony Fund.
Tumblr: Since 2012, Tumblr has donated one of their Radar placements in October for an animated gif
RETAIL EVENTS
The Company hosts charity events at select retail locations around the world in order to raise awareness and
funds in the fight against cancer. Our stores host charitable shopping events, where a percentage of sales is
donated to local organizations. A selection of domestic stores that held charitable shopping events include:
King of Prussia, Pennsylvania, benef iting Susan G. Komen Philadelphia
New York, New York, benef iting the Lung Cancer Research Foundation
Austin, Texas, benef iting The Seton Fund
Chicago, Illinois, benef iting the Women’s Board of the University of Chicago Cancer Research Foundation
PINK PONY DAY
The Company celebrated its first annual Pink Pony Day in 2005, honoring the mission and passion of Pink Pony
through celebrations held around the world for our employees. Most recently, the Company celebrated Pink Pony
Day on October 24, 2013 and hosted fundraising events, such as product sales and a worldwide auction. Our
employees were able to come together to make a difference to help the Company in its fight against cancer.
All proceeds from Pink Pony Day employee activities worldwide benefit local charities. In 2013, multiple Ralph
Lauren corporate offices from around the world participated, including: Australia, Hong Kong, India, Seoul,
Shanghai, Singapore, Taiwan, Tokyo, Barcelona, Bologna, Geneva, London, Madrid, Milan, Paris, Portugal, Seville,
Stockholm, Watford, Toronto, New Jersey, New York, North Carolina, and Panama City.
Beneficiaries of Pink Pony Day 2013 included:
AVEC (Paris)
Josep Carreras Foundation (Spain and Portugal)
post received more than 8 million impressions.
Associazione Italiana per la Ricerca contro il Cancro
(Milan and Bologna)
Korea Breast Cancer Foundation (Korea)
Polo Factory Stores: Our Polo Factory stores continue to support the Pink Pony Fund. A reusable organic cotton
Breast Cancer Foundation (Singapore)
created to promote Pink Pony. For ever y note the gif received, the Company donated $1 to the Pink Pony Fund,
up to $25,000. For the second year in a row, the gif received 25,000 notes in less than 24 hours and the
Pink Pony tote is sold in Polo Factor y stores with approximately $5 per bag sold benefiting the Pink Pony Fund.
Customers have the oppor tunity to make a donation in the amount of their choice during checkout in Polo
The Royal Marsden Hospital (London)
Factory stores.
Canadian Breast Cancer Foundation (Canada)
Pink Pony Soft Ricky: The Pink Pony Soft Ricky Bag was created exclusively to support the Company’s
Friends for an Earlier Breast Cancer Test
(North Carolina)
worldwide initiative in the fight against cancer. During October 2013, 50 percent of the purchase price from
the limited-edition bag was directed to a network of cancer-related charities worldwide. Throughout the rest of
the year, 25 percent of the purchase price was donated to a variety of cancer-related charities worldwide.
High Point Regional Health System Foundation
(North Carolina)
Hong Kong Cancer Fund (Hong Kong)
Japan Cancer Society ( Tokyo)
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Ligue Genevoise Contre le Cancer (Geneva)
MacMillan Cancer Support ( Watford)
Pink Pony Fund (New Jersey and New York)
Ralph Lauren Center For Cancer Care And
Prevention (New Jersey and New York)
Rangadore Memorial Hospital (India)
Shanghai Cancer Recovery Club (China)
Taiwan Breast Cancer Alliance ( Taiwan)
The Swedish Breast Cancer Association (Stockholm)
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VOLUNTEERISM
For more than a decade now, Ralph Lauren Volunteers has empowered employees to create meaningful
connections in the neighborhoods in which they work and live. It is part of our Company culture and values to
lend a hand and help those in need.
Ralph Lauren Volunteers was launched in 2000 in our New York and New Jersey corporate locations, with
employees volunteering at non-profit organizations like God’s Love We Deliver and Habitat for Humanity. In recent
years, Ralph Lauren Volunteers has grown and expanded to nearly every global corporate office location.
Each year, thousands of Ralph Lauren Corporation employees around the world dedicate their time to making
a difference. Whether by participating in the quarterly Ralph Lauren Gives Back weeks, joining a charity walk,
holding drives to collect food, clothing and toys, or preparing meals for the needy, our employees put tremendous
heart and spirit into lending a hand.
Global Ralph Lauren Gives Back Week Organizations Include:
Adopt-A-Beach San Diego
AIDS Walk NYC
Aigues-Vertes
AISON
Arance Della Salute Event
Benef itting Associazione
Italiana Per La Ricerca
Sul Cancro
Asociacion Nacional Amigos
de los Animales
Association for Educational
Resources for Children at Risk
Associazione Italiana Per La
Ricera Sul Cancro
Banco de Alimentos Madrid
Bowery Mission
Bright Hill Evergreen Home
BRIS - Barnens ratt I Samhallet
Caritas
Carter Burden Center for
the Aging
Central Florida Charities
Food Pantry
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Chen Su Lan Methodist
Children's Home
Children Are Us Foundation
City Harvest
CityMeals-On-Wheels
Clair Bois
Colis du Coeur
Community FoodBank
of New Jersey
Concrete Safari
Guilford Education Alliance
Habitat for Humanity
Hans Andersen Club
Hetrick-Martin Institute
Hogar Don Orione
Hong Kong Christian Services
Hong Kong Red Cross
Hong Kong Sheng Kung Hui
Lady MacLehose Centre
Emmaüs
Hong Kong Young Women's
Christian Association
Fashion Delivers
Hospital des Enfants
Food Bank of Madrid
Juan XIII Foundation
Food Bank of New York
Keep America Beautiful Great
America Cleanup
Foundation Foyer-Handicap
Free Arts NYC
Fundacion Juan XXIII
God's Love We Deliver
Grace Institute
Greensboro Unity Ministry
KIDS Project 2013
Kites Shanghai
Community Center
Korea Red Cross
Leukemia & Lymphoma Society
Nature Reservation Campaign
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New Alternatives for Children
Project Sunshine
New Life Interactive Farm
Ralph Lauren Center for Cancer
Care and Prevention
New Life Psychiatric
Rehabilitation Association
Numen School
Nuture-Hogar
NYC Service
Only Make Believe
Open Door Ministries
Out of the Garden Project
Pajama Program
Partnership for Parks
St. Francis Food Pantry
& Shelter
Stadsmissionen
Recursos Educatius per la
Infància en Risc
Taipei Women’s Rescue
Foundation
Ronald McDonald House
Taiwan Blood Services
Room to Grow
The Barnabas Network
Salvation Army
Triad Food Pantry Food Drive
Second Harvest Food Bank
Tunnel to Towers Foundation
Societe Genevoise pour la
Protection des Animaux
UNICEF
Someone Cares Soup Kitchen
Special Olympics
Union Settlement
EDM artist Avicii launched a limited-edition, wearable MP3 Playbutton in an effort to raise awareness for the
global fight against hunger. The artists, labels and publishers included on the Playbutton generously donated
the rights to the use of their tracks. Additionally, Ralph Lauren Corporation made a donation to the FEED
Foundation in honor of the collaboration. The FEED Foundation is dedicated to supporting programs and
organizations that are effectively working to fight hunger and eliminate malnutrition in the world. The
Playbutton launched exclusively in Denim & Supply Ralph Lauren shops and Macy’s stores nationwide, as well
as on Macys.com and DenimandSupply.com.
The Dog Walk: In October 2013, in conjunction with Adopt-a-Shelter-Dog Month in the U.S., Ralph Lauren
Corporation partnered with the The American Society for the Prevention of Cruelty to Animals (ASPCA) to raise
awareness for animal welfare. Internationally, the Company worked with a network of animal rescue
organizations including the Battersea Dogs and Cats Home in the UK, Tiertafel Deutschland in Germany, SPA
in France, Japan Animal Welfare Society (JAWS) in Japan, and the Korean Society for Animal Freedom in Korea.
With a number of different collaborations, including a virtual runway show called The Dog Walk, which featured
Watford FoodBank
ASPCA rescue dogs presenting Ralph Lauren Fall 2013 Accessories, the Company's goal was to bring
World Wide Fund for Nature
awareness to animal adoption. Ralph Lauren Corporation donated 10 percent of the sales of select
PHILANTHROPY
Over the years, the Company has supported many philanthropic causes through events hosted in our stores,
advocacy online at RalphLauren.com, and volunteerism in the communities in which we have a strong presence.
The Company provides suppor t for a variety of causes and organizations that reflect our commitment to
preserving histor y and the ar ts for future generations. The Company has provided generous donations to restore
the Star-Spangled Banner, the Compass Rose Mural in Nantucket, Massachusetts, and Mulford Farm in East
Hampton, New York.
merchandise featured in The Dog Walk video to animal welfare organizations.
RL Gang: Ralph Lauren Corporation produced three installments of RL Gang, a virtual book that introduced
the season's childrenswear collections. Each book featured a celebrity narrator (Harry Connick, Jr., Uma
Thurman and John Legend), and proceeds from the sale of hard copies of the book benefitted each celebrity’s
charity of choice. Beneficiaries included the Ellis Marsalis Center for Music (EMCM), Room to Grow and the
Show Me Campaign.
Save America’s Treasures: In 1998, Ralph Lauren Corporation pledged $13 million to Save America’s Treasures
for the Smithsonian’s National Museum of American History to preserve and protect the Star-Spangled Banner,
the flag that inspired Francis Scott Key to pen the U.S. national anthem. At the time, the Company’s donation
was the largest corporate gift ever received by the Smithsonian Institution in its 150-year history. The
Walks for Charity: Ralph Lauren Corporation employees donate their time to participate in events like Light
conservation efforts were part of Save America’s Treasures, a public-private partnership that includes the
the Night (benefiting the Leukemia and Lymphoma Society), Race to Deliver (benefiting God’s Love We Deliver),
National Trust for Historic Preservation, the National Park Service, the President’s Committee on the Arts and
Bike MS – Nor th Carolina (benefiting the National MS Society), Relay for Life – North Carolina (benefiting the
the Humanities, and the federal cultural agencies. The project took nearly a decade and required a team of
American Cancer Society) and the AIDS Walks in New York City and San Francisco (benefiting organizations
highly skilled professionals. Today the beloved American icon is on display at the Smithsonian National
that support HIV/AIDS prevention, care and advocacy). With a partnership dating back to 2001, Ralph Lauren
Museum of American History in a gallery specially created to provide the proper temperature, humidity, light,
Corporation is the oldest sponsor of AIDS Walk NYC.
and oxygen levels.
Give in Style: Ralph Lauren Corporation, in conjunction with RalphLauren.com, launched a new concept in
École Nationale Supérieure Des Beaux-Arts: In 2013, the Ralph Lauren Corporation made a commitment to
2009 called Give in Style—an invitation-only charitable sale designed to raise funds for a variety of causes.
restore the elite L’École des Beaux-Arts in Paris, one of the most influential art schools in France. The
During the campaign, Ralph Lauren Corporation donated $100,000 to the Pink Pony Fund, which supports
renovation will help bring the institution’s teaching capabilities into the 21st century while also preserving the
cancer care and prevention.
classical Beaux-Arts style for future generations. Funds donated by Ralph Lauren Corporation will be
The Eco-Friendly Reusable Tote: Since 2011, Polo Factory Stores have produced an eco-friendly reusable tote
made from 100 percent organic cotton. Approximately $5 from the sale of each tote is donated to The Polo
Ralph Lauren Foundation in suppor t of its various philanthropic initiatives, including the Pink Pony Fund, to
help in the fight against cancer.
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House For Hunger Denim & Supply Ralph Lauren Playbutton: Denim & Supply Ralph Lauren and renowned
designated to restore the Amphithéâtre d'Honneur, the semi-circular lecture theatre at the heart of the school.
The theatre will be fully updated to include state-of-the-art audiovisual equipment and improved stadium
seating. The Company’s funding will also be used to modernize the school’s website with a series of digital
content providing global audiences with access to a multitude of conferences, workshops, symposiums, and
new online classes, placing the institution at the forefront of the contemporary art world.
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East Hampton Historical Society: Through a partnership with the East Hampton Historical Society, the
Jeffery Fashion Cares
Museum of Modern Art
still-standing structures in the nation. The donation allowed the East Hampton Historical Society to revamp
The John F. Kennedy Center
for the Performing Arts
New Canaan Library, Inc.
Company made a four-year commitment to the preservation of the Mulford Farm homestead, one of the oldest
and complete their goal of restoring the farm to its Revolutionary War-era glory. In addition, the Company
benefitted the restoration of the barns and landscape at Mulford Farm. Over a period of five years (2014 -
Juvenile Diabetes Research
Foundation
2018), the Company will fulfill a second commitment to the East Hampton Historical Society. This donation
Legal Momentum
will fund the transpor t and restoration of the Hedges Barn, a historic barn that will soon reside on the Mulford
Ligue Genevoise Contre
le Cancer
designed a limited-edition East Hampton Historical Society product as a part of this partnership, which
Farm proper ty. As a par t of this partnership, Ralph Lauren Corporation will again design limited-edition East
Hampton Historical Society product.
Nantucket Historical Association: In the fall of 2007, Ralph Lauren Corporation partnered with the Nantucket
Historical Association (NHA) to restore the Compass Rose Mural at Gardiner’s Corner, a beloved Nantucket
landmark, which adorns the side of Ralph Lauren’s Nantucket store. In honor of Ralph Lauren Corporation’s
partnership with the Nantucket Historical Association, the Company designed Compass Rose t-shirts and hats
Lincoln Center for
the Performing Arts
Lung Cancer
Research Foundation
New School
New Yorkers for Children, Inc.
NY Philharmonic
NY Public Library
NY Women in Communication
Orchestra of St. Lukes
Phoenix House
Pratt Institute
Royal Marsden Cancer Charity
Tory Burch Foundation
Turtle Conservancy
UJA Federation
Whitney Museum of
American Art
World of Children
YMA
DISASTER RELIEF
PHILANTHROPY CONTRIBUTIONS
Ralph Lauren Corporation has a tradition of responding when disaster strikes, contributing to relief efforts
In aggregate, the Company's philanthropic and community-building activities have had a significant impact.
following major tragedies worldwide. Collectively, the Company has helped victims of major hurricanes,
Over the past few fiscal years (Fiscal 2011 - Fiscal 2014), the Company's philanthropic contributions in cash
earthquakes and other natural disasters.
and products have totaled $25 million. These contributions have been made to a variety of causes, including
those in line with our philanthropic mission of supporting cancer care and prevention, underserved communities,
and education.
In October of 2012, the East Coast was left devastated by Hurricane Sandy. Ralph Lauren Corporation supported
relief efforts by working with the American Red Cross Disaster Relief Fund. The Company made a donation
and The Polo Ralph Lauren Foundation matched Company employee contributions to the American Red Cross.
Other Select Organizations Ralph Lauren Corporation Has Historically Supported:
Company employees also dedicated their time to help rebuild areas of destruction. Additionally, The Polo Ralph
Lauren Foundation donated a total of $1 million to organizations aiding in disaster relief, including the Robin
A Better Chance
CFDA
Frick Collection
American Friends of
Jamaica, Inc.
Children’s Defense Fund
Fund in the Sun
Dress for Success
Fundacion Sandra Ibarra
East Side House Settlement
Gordon Parks Foundation
Empire State Pride Agenda
Harlem YMCA
Fashion Delivers
HBC Foundation
Fashion Group Inc.
Hetrick-Martin Institute
Fashion Institute of Technology
Houseware Charities
Father’s Day Mother’s
Day Council
Inner City School
of these tragedies, the Company partnered with the American Red Cross and local relief organizations to provide
much needed resources and support.
Figure Skating in Harlem
International Yacht
Restoration School Gala
Food Allergy Initiative, Inc.
Japan Cancer Society
Mr. Lauren designed a shirt for Fashion For Relief. All proceeds from the shirt were donated to AmeriCares, a
American Heart Association
American Jewish Committee
amfAR
Asociacion Infantil Oncologica
Autism Speaks
Baby2Baby
Canadian Breast
Cancer Foundation
Cancer Research UK
CancerCare
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Ronald McDonald House
YWCA NYC
for men, women, and children with 100 percent of the purchase price benefiting the NHA. This product is
exclusively available at the Ralph Lauren Nantucket store.
Ralph Lauren Center for
Cancer Care and Prevention
Hood Relief Fund; the American Red Cross; the Hurricane Sandy NJ Relief Fund; United Way of Westchester,
Connecticut, and Long Island; and Newark Now.
In previous years, Ralph Lauren Corporation and United Way presented the Haiti Relief Polo Shirt and the Japan
Hope Polo Shirt, where 100 percent of proceeds were donated to the humanitarian effort in Haiti through the
United Way Worldwide Disaster Fund, and in Japan through the Central Community Chest of Japan, a part of the
United Way worldwide network. In addition, the Company made a donation and matched employee contributions
to the United Way Worldwide Disaster Fund and the Central Community Chest of Japan. It also donated clothing
and engaged employees in a global clothing drive in conjunction with Fashion Delivers.
Prior to the devastations in Haiti and Japan, the Company and its employees were quick to respond in the
aftermath of the Indian Ocean earthquake and tsunami in 2004 and the earthquake in China in 2008. In each
After Hurricane Katrina in 2005, in addition to Company and employee support to the American Red Cross,
disaster relief and humanitarian aid organization that continues to support the victims of the hurricane.
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THE POLO RALPH LAUREN FOUNDATION
Established in April 2001, The Polo Ralph Lauren Foundation (the Foundation) is a charitable organization
with a mission to suppor t programs for cancer care and prevention, education, and community building in
underserved areas.
EDUCATION
One way in which the Foundation is working to build stronger communities is through education. By providing
grants and volunteering with local schools, the Foundation provides opportunities that contribute to a positive
learning experience, critical to the success of students.
The Foundation’s efforts to support education are focused on students in challenging situations and schools in
SELECT BENEFICIARIES OF THE POLO RALPH LAUREN FOUNDATION:
underprivileged communities. The Foundation strives to enhance and enrich overall academic experiences and
student achievement.
AIDS Walk
Leukemia and Lymphoma Society
American Jewish Committee
Lincoln Center Theatre
American Red Cross
New Alternatives for Children
amfAR
P.S. Arts
Baby2Baby
Project Sunshine
Children’s Diabetes Foundation
Ralph Lauren Center for Cancer Care
and Prevention
The American Heroes Fund of the Foundation, which is described in greater detail on the next page, continues
Robin Hood Foundation
provide opportunities for these students, as they reach college age.
City Harvest
City Parks Foundation
East Harlem School
Elton John AIDS Foundation
Excellence Charter School of Bedford
Fashion Delivers
Free Arts for Abused Children
God ’s Love We Deliver
Room to Grow
St. Francis Food Pantry
Studio in a School
Hetrick-Martin Institute
The Nature Conservancy
United Way Worldwide
The Foundation has awarded grants to schools in nearby communities, providing funding for a variety of
programs, such as summer semesters, school uniforms, and HIV/AIDS prevention. Selected schools include:
The East Harlem School at Exodus House in New York City
Excellence Charter School of Bedford Stuyvesant in Brooklyn, New York
Hetrick-Martin Institute, Home of the Harvey Milk School in New York City
to grant scholarships to children of victims of the attacks of September 11, 2001. The program will continue to
American Heroes Fund
The Foundation established the American Heroes Fund in the days following the 9/11 attacks to allow Ralph
Lauren Corporation employees worldwide, as well as the Company’s customers and related business partners,
to participate in the relief effort. The Company matched employee contributions dollar-for-dollar and donated
10 percent of customer purchases at Ralph Lauren stores and on its Internet site during the month of
October 2001.
The American Heroes Fund is a 20-year commitment between the Foundation and Scholarship America that
provides annual scholarships for postsecondary study for the children of those killed or permanently disabled as
THE PINK PONY FUND OF THE POLO RALPH LAUREN FOUNDATION
The Pink Pony Fund aims to reduce disparities in cancer treatment and to increase access to screening,
education and quality care in medically underserved communities. Some of the beneficiaries of the Pink Pony
Fund include the Ralph Lauren Center for Cancer Care and Prevention, Breast Cancer Research Foundation,
Ovarian Cancer Research Fund, and Women’s Cancer Research Fund.
a result of the 9/11 attacks. Recipients must have financial need and may attend postsecondary institutions in
the U.S. or abroad. Awards are available for undergraduate study only.
Scholarships from the American Heroes Fund are awarded at the amount of $4,000 per year. Approximately 31
scholarships are awarded annually from the American Heroes Fund. The agreement between the Foundation and
Scholarship America indicates the fund will last for 20 years.
The American Heroes Fund is distributed through the Families of Freedom Scholarship Fund, which was
established to benefit the dependents of deceased and permanently disabled victims of the 9/11 attacks. The
Families of Freedom Scholarship has awarded more than $86.6 million to 2,186 students ($1.25 million of which
represents the contribution from the American Heroes Fund, distributed to 276 students).
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