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CITIZENSHIP report
2013
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.
RALPH LAUREN
CITIZENSHIP
report
ta b le o f c o n t en t s
about RALPH LAUREN CORPORATION
page 5
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.
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
Company Highlights
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.
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
RRLa line of
rugged, casual
menswear named
after the Lauren
family's ranch in
Coloradodebuts.
Sartorial style
returns to the
spotlight when
Purple Label
a collection of
hand-tailored
haberdashery
is launched.
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.
R alph L auren
Home
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.
Wholesale
Sales made principally to major depar tment
stores and specialty stores around the world.
Retail
Sales made directly to consumers in our
2%
47%
51%
Retail 51%
Wholesale 47%
Licensing 2%
Licensing
Royalty-based arrangements under which
12%
21%
67%
Europe 21%
Asia 12%
Our products, which include apparel, accessories, and fragrance collections for men and women, as well as
childrenswear and home furnishings, comprise one of the worlds most widely recognized families of consumer
Apparel
Home
childrens clothing
Accessories
Broad range of products include footwear, eyewear,
Fragrance
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
Accessories
Golf
Pink Pony
Fragrance
Chaps
RRL
Club Monaco
11
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
Roger N. Farah
Hubert Joly
Jackwyn L. Nemerov
David Lauren
John R. Alchin
Judith McHale
Arnold H. Aronson
Steven P. Murphy
Robert C. Wright
*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
15
ENVIRO N MEN T
RALPH LAUREN
environment
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
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
business partners, and our customers to join us in supporting a more sustainable world.
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
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
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
80
70
Customer Collaboration
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.
tons co 2e (thousands)
We work closely with our wholesale customers to leverage our mutual supply chain capabilities. Collaborative
Shipment Consolidation
60
60
50
40
30
20
10
0
2012
2013
2014
fiscal YEAR
The char t above represents our North America and Europe carbon
emissions from Fiscal 2012 (partial), 2013 and 2014.
emissions by facility
North America (U.S. & Canada)
emissions by facility
Europe
fiscal 2014
fiscal 2014
8%
2010
269
2011
563
2012
838
2013
778
2014
800
6,500 homes'
31%
Fiscal YEAR
CONTAINER moves AVOIDED
63%
6%
92%
a port).
Retail 63%
Offices 6%
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 have incorporated a variety of energy-efficient practices and measures to help improve our overall
energy performance.
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,
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.
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
certification from the U.S. Green Building Council (USGBC). This store uses approximately one-third of the energy
efficient practices.
High-grade rooftop insulation and white reflective f inish to reduce heating and cooling losses.
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
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.
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%
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.
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
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 (mtco 2)
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
12,000
10,000
8,000
6,000
4,000
Earth Day e-mails and information for celebrating around the globe; events at various locations.
2,000
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
18,000
6,000
2010
2011
2012
2013
2014
Fiscal YEAR
Emissions avoided due to recycling materials, calculated according
to EPA greenhouse gas equivalencies.
27
EMPLOY EES
RALPH LAUREN
employees
I n t hi s s e c t i o n :
Employees overview
Diversity
Benefits
Wellness
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,
organizationone 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
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.
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%
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
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.
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.
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
33
EMPLOY EES
EMPLOY EES
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
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.
Eight thousand
employees
665,660 steps
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 journeywith 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.
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 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
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,
R ESPO NSIB LE SO U R C IN G
R ESPO NSIB LE SO U R C IN G
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,
and Asia.
ralph lauren
corporation
contracted
suppliers
products
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
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
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.
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Regional sourcing distribution represents percentage of manufacturing by region based on dollar volume in Fiscal 2014.
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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
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.
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
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 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.
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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.
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
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.
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.
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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.
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RALPH LAUREN
COMMUNITY
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
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
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. Laurens 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
demands that cancer and the course of its treatment make upon themand
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.
In 1994, Mr. Laurens 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
Foundations 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
Lauren Center for Cancer Care and Prevention (the Ralph Lauren Center), which is an outpatient facility serving
underserved populations in Harlem, New York City.
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country
beneficiary
country
beneficiary
United States
Japan
France
AVEC Foundation
United Kingdom
Australia
Cancer Australia
Germany
Komen Deutschland
New Zealand
Italy
Malaysia
Bahrain
Think Pink
Spain
UAE
FOCP
Sweden
Korea
Denmark
Singapore
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The Pink Pony Fund of The Polo Ralph Lauren Foundation has benefited from a
number of special partnerships, such as:
Macys: In 2013, for the first time ever, Pink Pony apparel and accessories were sold in dedicated Pink Pony
shops in select Macys stores. Additionally, Macys 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 Macys 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.
Chopt Creative Salad Company: For the second year in a row, Chopt Creative Salad Company (Chopt)
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, Chopt donated $2 from the sale of each
Pink Goddess Salad and Pink Goddess Salad Sandwich in all Chopt 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 Homes 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, Dillards, 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 Dillards
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:
Polo Factory Stores: Our Polo Factory stores continue to support the Pink Pony Fund. A reusable organic cotton
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
Factory stores.
Pink Pony Soft Ricky: The Pink Pony Soft Ricky Bag was created exclusively to support the Companys
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.
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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 Gods 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.
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Emmas
Fashion Delivers
Foundation Foyer-Handicap
Free Arts NYC
Fundacion Juan XXIII
God's Love We Deliver
Grace Institute
Greensboro Unity Ministry
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Project Sunshine
Room to Grow
Salvation Army
UNICEF
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 Macys 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
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.
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 celebritys
charity of choice. Beneficiaries included the Ellis Marsalis Center for Music (EMCM), Room to Grow and the
Show Me Campaign.
Save Americas Treasures: In 1998, Ralph Lauren Corporation pledged $13 million to Save Americas Treasures
for the Smithsonians 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 Companys 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 Americas Treasures, a public-private partnership that includes the
the Night (benefiting the Leukemia and Lymphoma Society), Race to Deliver (benefiting Gods Love We Deliver),
National Trust for Historic Preservation, the National Park Service, the Presidents 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,
Give in Style: Ralph Lauren Corporation, in conjunction with RalphLauren.com, launched a new concept in
cole Nationale Suprieure Des Beaux-Arts: In 2013, the Ralph Lauren Corporation made a commitment to
2009 called Give in Stylean invitation-only charitable sale designed to raise funds for a variety of causes.
restore the elite Lcole 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 institutions teaching capabilities into the 21st century while also preserving the
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 Amphithtre 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 Companys funding will also be used to modernize the schools 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
still-standing structures in the nation. The donation allowed the East Hampton Historical Society to revamp
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 -
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
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 Gardiners Corner, a beloved Nantucket
landmark, which adorns the side of Ralph Laurens Nantucket store. In honor of Ralph Lauren Corporations
partnership with the Nantucket Historical Association, the Company designed Compass Rose t-shirts and hats
New School
New Yorkers for Children, Inc.
NY Philharmonic
NY Public Library
NY Women in Communication
Orchestra of St. Lukes
Phoenix House
Pratt Institute
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
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.
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.
Harlem YMCA
Fashion Delivers
HBC Foundation
Hetrick-Martin Institute
Houseware Charities
of these tragedies, the Company partnered with the American Red Cross and local relief organizations to provide
much needed resources and support.
International Yacht
Restoration School Gala
Mr. Lauren designed a shirt for Fashion For Relief. All proceeds from the shirt were donated to AmeriCares, a
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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.
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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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 Foundations efforts to support education are focused on students in challenging situations and schools in
underprivileged communities. The Foundation strives to enhance and enrich overall academic experiences and
student achievement.
AIDS Walk
amfAR
P.S. Arts
Baby2Baby
Project Sunshine
The American Heroes Fund of the Foundation, which is described in greater detail on the next page, continues
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:
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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