Updated Mar 21, 2026 by PVH
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Report
Published by PVH
Corporate Responsibility Report 2 0 2 0 D R I V I N G F A S H I O N F O R W A R D 2 0 2 0 C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T 2 3 I N T R O D U C T I O N 3 A B O U T P V H 4 A B O U T T H I S R E P O R T 6 N O T E S F R O M O U R L E A D E R S H I P 8 O U R F O R W A R D F A S H I O N S T R AT E G Y 1 0 O U R B R A N D S Table of 1 1 C A LV I N K L...
Corporate Responsibility Report 2 0 2 0 DRIVINGFASHIONFORWARD FORGOOD
2 0 2 0 CORPOR AT ERESPONSIBILITYREPORT 2 3 INTRODUCTION 3 ABOUTPVH 4 ABOUTTHISREPORT 6 NOTESFROMOURLEADERSHIP 8 OURFORWARDFASHIONSTR AT EGY 1 0 OURBRANDS Table of 1 1 C A LV INKLEIN 1 3 TOMMYHILFIGER 1 5 HERI TA GEBRANDS CONTENTS 17 PRIORITIES & PROGRESS 1 8 ZERO 2 1 1 0 0 % 2 4 1 M + 2 7 OURSTORIES 2 8 RESPONSETOCOVID - 1 9 3 2 INCLUSION & DIVERSITY 3 6 CLIM AT EACTION 3 9 CIRCULARITY & PRODUCTINNOV AT ION 4 2 ADDRESSINGGLOBALSUPP LY CHAINIMPACTS 4 6 SUPPORTING & EMPOWERINGASSOCI AT E S 4 8 APPENDICES 4 8 PERFORMANCESUMMARY 6 7 SASB 6 8 TCFD 6 9 GRI 9 4 UNSDG 9 5 UNGP 9 7 UNGCPRINCIPLES 9 8 RESOURCEAPPENDIX
INTRODUCTION | OURBRANDS | PRIORITIES & PROGRESS | OURSTORIES | APPENDICES 2 0 2 0 CORPOR AT ERESPONSIBILITYREPORT 3 ABOUTPVH | ABOUTTHISREPORT | NOTESFROMOURLEADERSHIP | OURFORWARDFASHIONSTR AT EGY About PVH PVH Corp. is one of the world’s largest and most admired T H AT ’STHE fashion companies, connecting with consumers in over P OW EROFUS. 40 countries. Our global iconic brands include Calvin Klein, TOMMY HILFIGER and our Heritage Brands. Our 140-year history is built on the strength of our brands, our team and T H AT ’STHE our commitment to drive fashion forward for good. That’s the Power of Us. That’s the Power of PVH. P OW EROFPVH .
INTRODUCTION | OURBRANDS | PRIORITIES & PROGRESS | OURSTORIES | APPENDICES 2 0 2 0 CORPOR AT ERESPONSIBILITYREPORT 4 ABOUTPVH | ABOUTTHISREPORT | NOTESFROMOURLEADERSHIP | OURFORWARDFASHIONSTR AT EGY About This Our annual Corporate Responsibility (CR) Report provides information and performance data on our operations during REPORT our 2020 fiscal year (February 3, 2020 to January 31, 2021), unless otherwise indicated. Developed through cross-functional collaboration—and continually adapted in response to the evolving Environmental, Social and Governance (ESG) disclosure landscape—our report drives our ongoing data transparency and responds to the needs of stakeholders across our business, our industry and beyond.
INTRODUCTION | OURBRANDS | PRIORITIES & PROGRESS | OURSTORIES | APPENDICES 2 0 2 0 CORPOR AT ERESPONSIBILITYREPORT 5 ABOUTPVH | ABOUTTHISREPORT | NOTESFROMOURLEADERSHIP | OURFORWARDFASHIONSTR AT EGY How We REPORT This report acts as a resource for assessing our Corporate Responsibility progress, inclusive of Inclusion & Diversity. We report in alignment with the United Nations Guiding Principles, the Ten Principles of the United Nations Global Compact (UNGC), and the United Nations Sustainable Development Goals (UN SDGs). For the first time, we are proud to also publish our alignment to the Task Force on Climate-Related Financial Disclosures (TCFD) Standard. Our 2020 Performance Summary, found within this report, was prepared in guidance with the GRI framework and presents our progress from the year. A comprehensive list of key resources and public statements, as well as details surrounding governance and policies, can be found throughout this report, and at pvh.com/responsibility/resources. As we continue to evolve our data disclosure, we look Questions, comments or feedback regarding this report forward to further refining our reporting frameworks, or our Forward Fashion strategy are welcomed. Please expanding our data and performance platform to track direct them to [email protected]. progress against our Forward Fashion targets across all We have not obtained external assurance for this report. PVH brands and commercial regions, and learning from our peers and partners to remain aligned with advancing Signposts woven throughout our report guide you to relevant industry and non-financial reporting practices.
ashion targets across all We have not obtained external assurance for this report. PVH brands and commercial regions, and learning from our peers and partners to remain aligned with advancing Signposts woven throughout our report guide you to relevant industry and non-financial reporting practices. We continue resources and data to provide additional context to our to monitor issues most material to our industry and, given reported progress and efforts. emerging challenges, plan to revisit our assessment of AT E R<sup>IA<sub>LS</sub></sup> EXAMPLE material issues to accurately reflect priorities most relevant O SASB: Raw Materials M U to our business and key stakeholders. R Sourcing >> CG-AA-440a.1 W C I AGN R
Everplay maintains a zero-tolerance stance toward modern slavery and human trafficking across its global operations and supply chains. As a UK-centered video games developer and publisher, the organization identifies as having a relatively low inherent risk due to the nature of the digital entertainment industry. The operational scope covers the financial year ending December 31, 2025, and encompasses approximately 370 employees working across the United Kingdom, Ireland, Germany, the United States, and Canada. The primary supply chain expenditures involve milestone and royalty payments to third-party development partners, alongside work-for-hire contracts for game development, localization, and quality assurance testing. While the overall risk profile remains low, the organization identifies localization and quality assurance as areas carrying a slightly higher risk. To mitigate these concerns, all new and renewing contracts include mandatory compliance clauses regarding the Modern Slavery Act 2015, granting the company the right to terminate agreements in the event of a breach. Governance is managed through the Audit Committee, which reports to the Board of Directors at least twice annually. Due diligence efforts include a risk-based approach to supplier assessment and the implementation of internal policies such as whistleblowing, anti-bribery, and grievance procedures. Employees and third parties are provided with confidential reporting channels, including an external hotline. The effectiveness of these measures is tracked through an annual risk register assessment, which currently reports zero incidents of modern slavery. Training and awareness initiatives are provided to ensure that employees and stakeholders can identify and report potential risks effectively.
Take-Two Interactive Software establishes a comprehensive framework for maintaining ethical business practices and safeguarding human rights across its global operations as of October 2025. The primary objective is to eliminate modern slavery, forced labor, and human trafficking within the organization and its extensive supply chains. This commitment extends across all major publishing labels, including Rockstar Games, 2K, Private Division, and Zynga, covering the development and distribution of interactive entertainment for console, PC, and mobile platforms. The policy outlines rigorous hiring and employment standards, mandating that all employees be at least 16 years of age and that employment is strictly voluntary. Compensation and benefits are reviewed annually to ensure they meet or exceed legal minimums and market standards. Furthermore, the company enforces a strict non-discrimination policy, ensuring that recruitment and career advancement are based solely on ability and merit rather than protected characteristics. These internal standards are reinforced by a Global Code of Business Conduct and Ethics that applies to all directors, officers, employees, and contractors. To ensure compliance throughout the supply chain, which includes disc replicators, printers, and logistics providers in regions such as North America, Europe, and Japan, the company utilizes a dedicated Supplier Code. This requires third-party partners to represent that they do not utilize child, prison, or slave labor. Oversight is maintained through biennial training for employees and targeted training for consultants. Additionally, the company provides a confidential reporting hotline managed by an independent third party, protecting whistleblowers from retaliation. Key suppliers are also expected to conduct periodic internal or independent audits to verify adherence to labor, health, and safety standards.
The FY 2025 impact analysis presents Electronic Arts’ comprehensive ESG strategy, arguing that responsible stewardship of people, planet, and data is integral to sustainable growth in the interactive‑entertainment sector. By quantifying progress across talent, climate, privacy and security, the report demonstrates how the company translates corporate responsibility into measurable outcomes while maintaining its global market position. Across a workforce of more than 6,000 employees worldwide, 83 % now have access to internal AI tools, and 17 % of new hires are returning staff, contributing to an industry‑leading attrition rate of –0.1 %. Expanded benefits—including paid parental leave and bereavement support—paired with a balanced gender composition, underpin the talent‑focused results. Community engagement generated 18,000 volunteer hours and $5.9 million in investments, reinforcing the social dimension of the strategy. Environmental performance shows a clear downward trajectory: total operational emissions fell to 6.6 Mt CO₂e in FY25, down from 7.3 Mt in FY24 and 10.6 Mt in FY23, with Scope 1 emissions at 2.98 Mt and Scope 2 (market‑based) comprising the remainder, while energy consumption reached 380,859 GJ, fully sourced from office operations. The company’s carbon‑neutral status and renewable‑energy initiatives address identified climate risks such as acute physical events, volatile energy prices, rising carbon costs and emerging reporting regulations. Data‑privacy and security are governed by a privacy‑by‑design framework overseen by the Audit Committee, delivering explicit player notice, consent and control, data‑minimisation, and partner‑risk contracts. The security management system aligns with ISO, NIST and CIS standards, undergoes annual independent validation, operates a 24‑hour SOC and mandates annual training for all staff. An articulated AI governance model completes the governance pillar, ensuring responsible deployment of emerging technologies. Collectively, these initiatives illustrate a holistic, globally scoped commitment to ESG excellence throughout FY 2025.
This research examines the professional landscape of the global gaming industry, drawing on a survey of over 160 professionals conducted during Gamescom 2025. The sample represents a diverse geographic spread, with significant participation from Europe and North America, alongside emerging representation from Latin America, Asia-Pacific, and Africa. Demographically, the industry remains male-dominated (65%), though women (30%) and non-binary individuals (6%) constitute a notable portion of the workforce. The data highlights a mid-career-heavy industry, where nearly half of the respondents possess six to ten years of experience, while newcomers are increasingly rare due to slowed recruitment and a preference for senior talent. The central thesis identifies a stark paradox: while 76% of professionals report high job satisfaction driven by a deep passion for creative expression, trust in the industry as a sustainable career path has collapsed, evidenced by a Net Promoter Score (NPS) of -40. This disillusionment is most pronounced among veterans aged 45 and older. While the "spark of passion" remains the primary motivator for joining and staying in the field, it is increasingly undermined by systemic issues. Key deterrents include low compensation (54%), unstable employment (43%), and burnout (30%). The findings conclude that the industry is at a critical juncture. Professionals envision a future defined by player-centric design, cross-platform development, and increased diversity. However, they warn that the current model—characterized by "suits" maximizing short-term profits and frequent layoffs—is unsustainable. The research suggests that a "Golden Age" of gaming can only be achieved by shifting from profit-driven exploitation of passion toward structural stability, fair compensation, and genuine collaboration. Without these changes, the industry risks a continuous drain of the talent required to sustain its creative output.