Chloé_Mission_Report_2023

MISSION
REPORT 2023
2023 HIGHLIGHTS
WOMEN FORWARD.
GENDER EQUALITY FOR A FAIRER FUTURE. PEOPLE
95,000 THE LEGACY 71%

girls impacted
through our partnership
OF OUR FOUNDER, of management(1)
positions worldwide
with UNICEF
GABY AGHION, AND HER held by women(2)
FORWARD-LOOKING VISION
OF FEMININITY, CONTINUE
TO INSPIRE OUR LONG-TERM
PRODUCT
COMMITMENT TO SUPPORT SUPPLY CHAIN
63% WOMEN’S ADVANCEMENT.

AT CHLOÉ, OUR PEOPLE >20%
of Chloé Ready-To-Wear ARE AMBASSADORS of Ready-To-Wear offer
manufacturers covered manufactured by Fair Trade, social enterprises
by our Social Profit & Loss tool OF OUR VALUES. or social impact sourcing partners
(1)
Management positions are defined by the RJR (Richemont Job Ranking) methodology and tracked at both Maison and Group level
(2)
Women represent 80% of Chloé teams worldwide CHLOÉ MISSION REPORT 2023 2
TABLE OF CONTENTS
INTRODUCTION SUPPLY CHAIN CONCLUSION

About This Report.................................................. 4 Product Digital ID................................................ 27 Mission Committee Evaluation............................... 46
About Chloé......................................................... 6 Raw Material Traceability..................................... 28 Mission Committee Conclusion.............................. 47
CEO Letter........................................................... 7 Fair Trade And Social Impact Sourcing.................. 29
Our Approach To Sustainability............................... 8 Focus On Selected Partners.................................. 30
Ecosystem Partners................................................ 9 Social Profit And Loss Tool.................................... 31 ANNEX
Purpose-Driven Company Framework..................... 10 Supplier Transparency......................................... 32
Mission Committee.............................................. 11 Suppliers Compliance.......................................... 33 PWC’s OTI Report............................................... 49
Operational Objectives........................................ 12 Glossary And Abbreviations................................. 50
Materiality Assessment......................................... 53
GENDER EQUALITY Water Use Methodology...................................... 54
PEOPLE Carbon Assessment Methodology......................... 56
Women In Leadership Roles.................................. 35 Social Impact Sourcing Methodology..................... 58
Sustainability Objectives For Employees................. 15 Equal Pay........................................................... 36 Overview Of Chloé Value Chain 2023.................. 61
Sustainability Training.......................................... 16 Women Forward Partnerships............................... 37 Fair Trade And Social Sourcing Suppliers............... 62
Volunteering....................................................... 17 Donations To Gender Equality Initiatives................. 39 List Of In-Kind Donations...................................... 63
Focus On RÊV’ELLES............................................ 18 List Of Raw Materials Used................................... 64
ADDITIONAL OBJECTIVES
PRODUCTS
Packaging.......................................................... 42
Lower Impact Materials........................................ 20 Raw Material Leftovers......................................... 43
Carbon Emissions................................................ 21 Carbon Removal Strategy.................................... 44
Focus On Transportation...................................... 22
Focus On Scope 1&2.......................................... 23
Water Use.......................................................... 24
Circularity.......................................................... 25
CHLOÉ MISSION REPORT 2023 3

INTRODUCTION
ABOUT THIS REPORT
PEOPLE
OBJECTIVE
Reporting on our sustainability performance is part of 10 and 11. As such, this year’s report measures how
our larger strategy of accountability and transparency. Chloé is advancing against our Purpose or “raison d’être”
Transparency is crucial in nurturing the trust of our stake- to support women’s advancement for a fairer future while
PRODUCTS
holders: customers, employees, suppliers and shareholders. adopting responsible environmental and social practices
Chloé published two impact reports for 2021 and for throughout its operations. The report sheds light on the
2022 and is determined to continue sharing information company’s progress across 16 key performance indica-
about its sustainability initiatives and progress annually. tors (KPIs) split across Chloé’s 4 statutory objectives.
This third edition of our Impact Report evolves to adjust The evolution of Chloé’s Impact Report also addresses our
to Chloé’s new status as a “Société à Mission” (Purpose- 2023 objective to transition to a more structured reporting
Driven Company). Chloé decided to use the French approach. We see this Mission Report as a first step in
SUPPLY CHAIN
PACTE* law framework to ensure long-term commitment this direction. We aim to continuously improve our sustain-
and continuity in its social and environmental responsi- ability reporting and welcome feedback. Contact us at
bility strategy. You can find details on our Purpose-Driven [email protected].
Company framework and Mission Committee on pages
GENDER EQUALITY
* The PACTE law (Action Plan for Business Growth and Transformation) was passed in May 2019.

INTRODUCTION
ABOUT THIS REPORT
PEOPLE
SCOPE between April 1st, 2023, and March 31st, 2024 (financial The scope, methodologies, data, as well as a basis of
year 2024). To make it simpler for the reader, we refer to preparation document for each of the 16 KPIs were shared
Chloé is one of Richemont’s 28 Maisons and businesses. this timeframe as year 2023 throughout the report. Impor- with the OTI mandated to provide assurance on this report
This report does not cover Richemont operations or tantly, while most KPIs published in this report are provided prior to its review of the final report.
PRODUCTS
employees unless expressly stated otherwise. for financial year 2024, our carbon and water footprints
are measured over calendar year 2023.
This report covers all of Chloé’s direct operations, including INDEPENDENT THIRD-PARTY OPINION
retail stores, global and local warehouses, headquarters
and regional offices. It covers four product categories: METHODOLOGY In order to comply with the legal requirements that apply to
Ready-To-Wear, Leather Goods, Shoes and Fashion Acces- any company that has adopted the mission-driven company
sories. Unless the context suggests otherwise, ‘we’, ‘us’, In preparation of this report, we worked with teams status, the statutory objectives that Chloé has committed
and ‘our’ refers to Chloé. across Chloé to set relevant KPIs and implement a to pursuing, consistent with its corporate purpose and its
SUPPLY CHAIN
thorough data collection process throughout the year. activity, have been verified by PricewaterhouseCoopers
Products managed under licenses (Fragrance, Eyewear, Data collected over the reporting period was aggre- (PwC) in its capacity as an independent third party. This
Children’s wear and See by Chloé Shoes) produced by gated, analyzed, and collated in the Spring of 2024 to verification was carried out in accordance with the
our licensing partners are excluded from the environmental enable the publication of the report in July 2024, after professional standards of the French Institute of Statutory
impact of the report. a review by an Independent Third-Party Organization (OTI). Auditors (Compagnie nationale des commissaires aux
comptes – CNCC). A copy of PwC’s report is attached as
With regard to our workforce, this report adopts a consoli- A detailed carbon assessment methodology, in line with an appendix on page 49.
dated approach encompassing both Chloé SAS employees GHG Protocol, is provided in the annex on page 56.
(Legal French entity) and the proportion of Chloé employees Our water use assessment methodology is also provided
within Richemont regional offices. in the annex on page 54. Our products and suppliers-re-
GENDER EQUALITY
lated KPIs were internally developed and are specific to
In line with Richemont’s practices and financial year, our Chloé. You can find details in the annex on page 58.
Chloé Mission Report 2023 covers activities undertaken

INTRODUCTION
ABOUT CHLOÉ
PEOPLE
Chloé was founded in 1952 by Gaby Aghion, an Egyptian-born Parisian. Creating one of the first luxury ready-to-wear
houses, Gaby was a pioneer who helped liberate women from the conformist and restrictive fashion of the time. As a true “WHEN GABY AGHION
visionary, Gaby Aghion believed that women should dare to be themselves. Today, the Maison is a leading luxury French
fashion house, which continues to embrace its founder’s vision of free-spirited femininity and effortlessness under the creative FOUNDED CHLOÉ IN THE
direction of Chemena Kamali. EARLY FIFTIES AFTER THE WAR,
SHE WANTED TO LIBERATE
PRODUCTS
CHLOÉ ORGANIZATIONAL STRUCTURE WOMEN, ALLOW THEM TO
• Chloé operates across five geographical regions: North America, Europe, the Middle East and Africa, APAC (excluding BE FREE AND LIVE THEIR LIVES
Japan) and Japan.
THE WAY THEY WANT. IT IS
• Chloé is organized into five product divisions: Ready-To-Wear, Accessories, Fashion Accessories, Shoes and Licenses.
• Chloé is present in 16 countries for retail, 67 countries for wholesale and is available in 100 countries online. SOMETHING I EMPHASIZE
IN MY COLLECTIONS - THAT
SUPPLY CHAIN
31
87
WOMEN SHOULD BE FREE TO
140
FOLLOW THEIR INTUITION,
205
301 FOLLOW THEIR DREAMS, AND

Chloé Team
824 470 WEAR WHAT FEELS RIGHT IN
A WAY THAT ALLOWS THEM
TO BE THEMSELVES.”
GENDER EQUALITY
Female Male Europe APAC North
America
Chemena Kamali
Japan Middle East Creative Director
& Africa
BREAKDOWN
BY SELF IDENTIFIED GENDER BREAKDOWN BY REGION

INTRODUCTION
CEO LETTER
PEOPLE
This year Chloé became a “Société à Mission” (Purpose- Our ongoing partnership with UNICEF remains at the heart
Driven Company) marking a significant milestone that of our mission. We renewed our collaboration for another
reinforces our social and environmental commitments. 3 years to continue our shared commitment to equip girls
Our “Comité de Mission” (Mission Committee) ensures that and young women with the skills and confidence they
our actions consistently reflect Chloé’s purpose – support need in three countries.
women’s advancement for a fairer future while adopting
PRODUCTS
responsible environmental and social practices throughout While we are proud of our achievements, we acknowledge
its operations. With this purpose always in mind we have the work we still have ahead of us. Both B Corp™ and our
continued to actively address some of the most significant Purpose-Driven Company status offer us powerful frame-
challenges that face our industry. works.
Transparency and traceability across our supply chains is Leading Chloé, a brand with a deeply ingrained ethos
In 1952, Gaby Aghion founded Chloé with the visionary vital to achieving both our social and environmental goals. of social and environmental responsibility, is a source
intuition that fashion design could advance women’s This year we launched our Digital ID and deployed it on of immense pride. I would like to express my gratitude
SUPPLY CHAIN
emancipation. Her pioneering commitment to creating 100% of Ready-To-Wear starting from the Winter 23 collec- to our team and all our colleagues worldwide. Looking
a luxury house “By women, for women” has been and tion. We focused on sharing the provenance of our products ahead to 2024 and beyond, our commitment to our
continues to be our North star. Our mission – to champion and facilitating authentication and resale opportunities. foundational values remains unwavering and the spirit
gender equality and to build a fairer future – is more of Gaby Aghion’s vision will continue to guide us.
pertinent than ever in these uncertain times. We continue our commitment to measuring and improving
our social impact. We are doing this through the deploy-
A highlight of 2023 has been welcoming Chemena ment of our Social Profit and Loss tool, using the data to
Kamali as our new artistic director. Chemena, with her influence our internal operations and those of our suppliers. LAURENT MALECAZE, CEO
deep understanding and appreciation of the Chloé DNA,
is poised to steer our creative journey towards the original In terms of its carbon footprint, Chloé has also set a 25%
GENDER EQUALITY
roots of the house and build a Chloé that radiates with reduction target per product (vs. 2019, on Scopes 1,2,3)
warmth and positivity. This new artistic direction sees by 2025, a goal we achieved 2 years ahead of schedule.
dressing as a part of self-discovery and celebrates women Thus, Chloé established more ambitious carbon footprint
evolving in different stages of their lives, continuing to objectives, targeting a 30% reduction per product by
embrace who they are. 2025, reaching 28% this year.

INTRODUCTION
OUR APPROACH
TO SUSTAINABILITY
PEOPLE
FRAMEWORKS KEY FOCUS AREAS B CORP CERTIFICATION
Chloé operates as a “Société à Mission” (Purpose-Driven We prioritized two focus areas: Chloé achieved B Corp Certification in October 2021,
Company) as of April 2023. This involves a specific legal 1.
Inclusive Stakeholder Engagement: Our transforma- a certification that evaluates brands’ social and environ-
framework further detailed on page 10 of the report. tion journey includes engaging with all stakeholders, mental impact and governance. All certified B Corps are
This legal statutory change reflects Chloé’s commitment recognizing that meaningful change comes from required to go through a verification process within 3 years
PRODUCTS
to support women’s advancement for a fairer future while listening and collaborating. Initiatives engage stake- after initial certification.
adopting responsible environmental and social practices holders from NGOs, startups, and clients to integrate
throughout its operations. their perspectives into our decision-making processes. Guided by our B Corp Task Force, we have embarked
on a path of improvement. The team’s focus over the past
In addition to using the legal “Société à Mission” frame- Our second Materiality Assessment, conducted in 2023 year has been preparing for our next B Impact Assessment
work for guidance on reaching its long-term goals, Chloé with an external partner, focused on the double materi- that we submitted in April 24, a process that challenges
leverages its B Corp status as an additional framework ality principle and involved internal and external stake- us to look critically at every aspect of our operations.
to drive and measure transformation. holders. You can find its results in the annex on page 54. We await the results of this assessment and are prepared
SUPPLY CHAIN
to share our learnings and areas for growth. You can find
2. R
ethinking Our Business Model: This has led us to additional information on B Corp here.
ORGANIZATION advance our B Corp Impact Business Models (IBM) that
create a specific positive outcome for our stakeholders.
The Chloé sustainability team is organized to support all The IBMs we are currently working on are called
departments of the Maison in achieving their sustainability Supply Chain and Poverty Reduction (Fair Trade and
KPIs. The Chief Sustainability Officer is a member of the social impact sourcing), Resource Conservation (use of
executive committee. The Chloé and Richemont sustaina- recycled materials), and Toxin Reduction (use of mate-
bility teams work together closely with the shared purpose rials with a reduced impact such as organic fibers).
of adopting more responsible business practices.
GENDER EQUALITY
The Maison Chloé also collaborates with and contributes
“I WOULD LIKE TO THANK ALL THE TEAMS FOR THEIR EFFORT AND DEDICATION IN WORKING TOWARDS OUR B CORP
to different initiatives and institutions that you will find on
RECERTIFICATION. THIS SECOND ASSESSMENT DEMONSTRATES OUR COMMITMENT TO CONTINUOUS IMPROVEMENT.”
the next page.
Aude Vergne
Chief Sustainability Officer, Chloé

INTRODUCTION
ECOSYSTEM PARTNERS
PEOPLE
MAISON CHLOÉ IS HONORED TO COLLABORATE
AND CONTRIBUTE WITHIN A PURPOSE-DRIVEN ECOSYSTEM
PRODUCTS
INDUSTRY AWARDS
RECEIVED THIS YEAR:
FRAMEWORKS
• WWD - Corporate Citizenship Honor
• CNMI’s Sustainable Fashion Awards -
Human Capital & Social Impact
• Green Store & Building Challenge
LVMH x Paris Good Fashion Award
SUPPLY CHAIN
CERTIFICATIONS
AND FRAMEWORKS
INITIATIVES
AND INSTITUTIONS
GENDER EQUALITY
INTRODUCTION
PURPOSE-DRIVEN
COMPANY FRAMEWORK
PEOPLE
CHLOÉ’S PURPOSE IS TO SUPPORT WOMEN’S ADVANCEMENT
FOR A FAIRER FUTURE WHILE ADOPTING RESPONSIBLE ENVIRONMENTAL
AND SOCIAL PRACTICES THROUGHOUT ITS OPERATIONS.
PRODUCTS
STATUTORY STATUTORY STATUTORY STATUTORY
OBJECTIVE 1 OBJECTIVE 2 OBJECTIVE 3 OBJECTIVE 4
EMPOWER CREATING DESIRABLE DRIVE A TRANSPARENT, PROMOTE GENDER EQUALITY
SUPPLY CHAIN
OUR PEOPLE & LASTING PRODUCTS TRACEABLE AND FAIR WITHIN THE BUSINESS
TO BE AGENTS WITH LOWER SUPPLY CHAIN AND BEYOND, INCLUDING
OF CHANGE ENVIRONMENTAL IMPACT THROUGH EDUCATION AND
ECONOMIC INCLUSION
SECTION SECTION SECTION SECTION

PEOPLE PRODUCTS SUPPLY CHAIN GENDER EQUALITY
GENDER EQUALITY
INTRODUCTION
MISSION COMMITTEE
PEOPLE
Our new Mission Committee replaces Chloé’s advisory sustainability board presented in Our first Mission Committee meeting on October 19, 2023, focused on evaluating our
our previous reports. Comprising internal and external members, this committee convenes mid-year performance and discussing our long-term environmental strategy. Key topics
biannually to monitor the performance of the company towards its statutory purpose, to included the advancement of our lower impact raw materials strategy, an in-depth review
assess the compliance of the company’s actions against its statutory objectives. To fulfill its of our decarbonization plan, and the presentation of our first biodiversity assessment.
mandate, the Mission Committee is expected to:
• Evaluate and approve Chloé’s statutory model including its purpose and objectives Our second mission-driven committee meeting took place on March 25, 2024, and
PRODUCTS
• Oversee progress on main sustainability Key Performance Indicators and assess achieve- focused on evaluating our end-of-year KPIs, reviewing the mission report draft and its
ment of statutory objectives preliminary approval. Additional topics included updates on our B Corp recertification
• Oversee Annual Mission report and eco-design projects, as well as an overview of our Women Forward partnerships.
• Provide representation for a variety of stakeholders from internal teams to external clients.
The Mission Committee aims to support an environment to foster innovative sustainability

approaches.
SUPPLY CHAIN
EXTERNAL MEMBERS
Lubomila Jordanova Elisabeth Laville Claire Simier

CEO and Founder CEO and Founder Executive Coach and Founder
of Plan A of UTOPIES of Simier Partners
Committee Member Committee Member Client Representative
since March 2023 since March 2021 Committee Member since October 2023
INTERNAL MEMBERS
GENDER EQUALITY
Aude Vergne
Chief Sustainability
Chemena Kamali Laurent Malecaze Officer & Committee Yves Cauchon
Creative Director Chief Executive Officer Secretary Chief Operating Officer

INTRODUCTION
OPERATIONAL OBJECTIVES & KPIS
PEOPLE
OPERATIONAL OBJECTIVE CORRESPONDING KPI RESULTS 2023 TARGET 2023 TARGET 2024 TARGET 2025 COMMENTS 2023
1. EMPOWER OUR PEOPLE TO BE AGENTS OF CHANGE
Incentivize our employees 1. Share of employee performance plans including 96% 100% 100% 100% Year 3 of implementation
on sustainability a sustainability objective
Upskill our organization 2. Share of employees who have access to 100% 100% New KPI: 95% of New KPI: 95% of all 5% of total training hours done on
so our teams can lead the a Sustainability Training Path, with mandatory product and retail employees trained sustainability, or roughly 700 hours
PRODUCTS
change modules for Product Teams teams trained on on DEI
sustainability funda-
mentals
Provide an inspiring workplace 3. Working hours donated to volunteering programs 2,099 2,000 2,200 2,500 46% of employees participating
where teams can act in 5 countries
2. CREATING DESIRABLE & LASTING PRODUCTS WITH LOWER ENVIRONMENTAL IMPACT
Design our products to reduce 4. Share of products with lower impact main materials 65% of Ready-To-Wear 65% of Ready-To-Wear 85% on average 90% on average % in production volume higher than
our environmental footprint in offer >80% on average on all categories on all categories the share of the offer
on all categories
SUPPLY CHAIN
5. Reduction of global CO2e emissions per product 28% 27% 29% 30% Main decarbonization pillars: increased
(in % of 2019 baseline) use of lower impact materials, higher
share of sea transportation
6. Water reduction in our production including raw >21% 21% 23% 25% Material mix evolution: decrease
materials and manufacturing (in % vs 2019) of cotton and silk
Set up a repair, reuse, resell 7. Roll-out of our new circularity approach 1 project 1 project Prepare for circular New KPI: 5% of sales Partnership with Vestiaire Collective
strategy with more circular product and services dedicated to circular on Ready-To-Wear and bags
products and services KPI product and services launched in June 23
3. DRIVE A TRANSPARENT, TRACEABLE AND FAIR SUPPLY CHAIN
Increase products transparency 8. Share of our Tier 1, 2 and 3 suppliers based 80% 80% 85% 90% List of our main suppliers
and traceability on order value, with all categories published
GENDER EQUALITY
on our website for transparency
9. Share of Digital ID on: • 100% • 100% • 100% • 100% Industrial ramp-up longer than
• Ready-To-Wear • 18% • 25% • 25% • 30% expected on Shoes due to technology
• Leather Goods and Shoes (NFC)
10. Share of Ready-To-Wear and Leather Goods products 10% 5% 10% 15% Ready-To-Wear and Leather Goods
offered including fully traceable main raw material pilot projects implemented

INTRODUCTION
OPERATIONAL OBJECTIVES & KPIS
PEOPLE
OPERATIONAL OBJECTIVE CORRESPONDING KPI RESULTS 2023 TARGET 2023 TARGET 2024 TARGET 2025 COMMENTS 2023
Promote a fair supply-chain 11. Share of Fair Trade, social enterprises and social >20% 20% 22% 25% 2 new social sourcing contracts
beyond compliance sourcing on Chloé Ready-To-Wear offer
12. Share of manufacturing suppliers assessed with 64% of Ready-To-Wear All Ready-To-Wear 40% of all manufac- 50% of all manufac- We decided to test other categories
S P&L tool manufacturing suppliers manufacturing turing suppliers turing suppliers to have a broader portfolio of
in order value suppliers suppliers: 5 suppliers assessed for
38% of all manufactu- Leather Goods and Shoes
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ring suppliers in order
value
4. PROMOTE GENDER EQUALITY WITHIN THE BUSINESS AND BEYOND, INCLUDING THROUGH EDUCATION AND ECONOMIC INCLUSION
Continue to strengthen 13. Share of management roles held by women 71% 70% 70% 70% High share of women leadership
an exemplary working maintained
environment on gender
equality 14. Equal pay certification worldwide Certification Certification Certification Certification EQUAL-SALARY certification worldwide
France Parity Index at 99
SUPPLY CHAIN
Provide more opportunities 15. Number of girls and young women impacted 95,000 95,000 98,000 105,000 This year is a renewal of a previous
for education and economic by Chloé’s contribution to UNICEF Girls Forward 4-year partnership
inclusion for girls and women partnership
16. Share of retail sales donated to initiatives for gender 0.4% of retail sales 0.3% of retail sales 0.6% of retail sales 1% of retail sales Switch to global retail sales
equality for more accurate sales tracking
ADDITIONAL KPIS
1. Additional KPI Weight reduction of consumer and BtoB >15% 15% 20% 25% See page 42
packaging (in % vs 2021)
2. Additional KPI Share of suppliers having signed the Code of Conduct 95% for Tier 1 95% for Tier 1 >95% for Tier 1, 2, 3 >98% for Tier 1, 2, 3 See page 32
GENDER EQUALITY
3. Additional KPI Share of audited Tier 1 suppliers 78% / / >90% See page 33
The additional indicators are not covered by the verification report on the implementation of social and environmental objectives issued by the independent third-party organization.

INTRODUCTION
PEOPLE
PEOPLE
STATUTORY
OBJECTIVE 1
EMPOWER
PRODUCTS
OUR PEOPLE TO BE
AGENTS OF CHANGE
MISSION COMMITTEE REVIEW
SUPPLY CHAIN
“The success of a purpose-driven company is dependent on its people. Chloé has built an inclusive
culture where all employees are encouraged to be leaders of change. As the client representative
on the Mission Committee, I believe that management has transformed how the brand is perceived
and experienced. It is obvious in interactions between clients and employees that Chloé takes sus-
tainability and social impact seriously. This strong commitment stems from the company’s investment
in meaningful training, sustainability KPIs and volunteering opportunities. By equipping employees
with the tools to be active in sustainability, Chloé ensures that the ethos of the brand is not just
maintained but championed by everyone within it. Looking ahead, I expect engagement levels in
these initiatives to increase, guaranteeing that this transformative approach reaches every corner of
GENDER EQUALITY
the organization. It will create stronger bonds between the company’s employees – specifically the
sales associates – and the clients and strengthen brand loyalty.”
Claire Simier
Executive Coach and Founder of Simier Partners
Client Representative

INTRODUCTION
SUSTAINABILITY OBJECTIVES
FOR EMPLOYEES
STATUTORY OBJECTIVE 1
PARTIALLY
COMPLETED
PEOPLE
TARGET: 100% OF EMPLOYEE PERFORMANCE PLANS INCLUDE A SUSTAINABILITY OBJECTIVE
INTEGRATING SUSTAINABILITY INITIATIVES INCENTIVIZING EMPLOYEES

INTO EMPLOYEE PERFORMANCE ASSESSMENT THROUGH SUSTAINABILITY-DRIVEN BONUSES
“I SEE FIRST-HAND THE IMPACT
PRODUCTS
This year, 96% of all employee performance plans included Chloé incentivizes sustainable practices among our work- OF INTEGRATING SUSTAINABILITY
a sustainability objective, narrowly missing our targeted force by incorporating sustainability performance indica- INTO OUR PERFORMANCE
100%. tors into our bonus structures. From 5% and up to 30% ASSESSMENTS. EACH EMPLOYEE,
of an employee’s bonus can be tied to their sustainability
THROUGH PERSONALIZED
In the last three years, Chloé has made progress in embed- KPIs. This reinforces our commitment to integrating sustain-
ability into Chloé’s corporate culture, recognizing and
SUSTAINABILITY KPIS, IS DIRECTLY
ding sustainability within our operational ethos. A key
aspect of this journey has been the successful integration rewarding our employees’ contributions towards achieving CONTRIBUTING TO OUR SOCIAL
SUPPLY CHAIN
of Chloé’s sustainability objectives into personalized Key our sustainability objectives. OR ENVIRONMENTAL OBJECTIVES
Performance Indicators (KPIs) for every employee, spanning WHERE UP TO 30% OF BONUSES
all departments. This strategic initiative, spearheaded by ARE LINKED TO THESE KPIS.
our Human Resources team, continues to foster engagement EXAMPLES OF SUSTAINABILITY KPIS INCLUDE:
WE’RE MAKING SUSTAINABILITY
across teams. • Industrialization teams: increasing share of lower A MEASURABLE AND REWARDED
impact materials on category offers ASPECT OF OUR WORK CULTURE.
This initiative involves setting specific, annual sustainability
• Product teams: launching circularity and eco-design IT’S A PRACTICAL AND EFFECTIVE
objectives for each team member, carefully determined
pilot projects
by their managers. Managers not only assist in helping APPROACH, ENSURING THAT
Communication teams: runway show emissions
SUSTAINABILITY IS INGRAINED
•
set these objectives but play a key role in mentoring and
GENDER EQUALITY
reduction targets
assisting team members to achieve them. Similar to other IN EVERY ASPECT OF OUR
personal performance metrics, these sustainability KPIs are • E-commerce teams: deployment of Digital ID across
product categories
OPERATIONS.”
designed to be measurable and are bound by specific
timelines. • Retail teams: roll-out of sustainability training to Camille Pilliard
boutique staff Head of International HR Development, Chloé

INTRODUCTION
SUSTAINABILITY
TRAINING STATUTORY OBJECTIVE 1
ACHIEVED
PEOPLE
TARGET: 100% OF EMPLOYEES HAVE ACCESS TO A SUSTAINABILITY TRAINING PATH,
WITH COMPULSORY TRAINING FOR PRODUCT TEAMS ON LOWER IMPACT MATERIALS & CIRCULARITY
PRODUCTS
We see people as change agents with the power to FOCUS ON THE CLIMATE FRESK
accelerate our progress towards the sustainability
objectives engraved in our new purpose-driven business We have continued to offer specialized climate change
model. Committed to raising awareness on social and training to our headquarters and boutique staff. An
environmental issues globally, our objective is to train all integral part of this training has been the Climate
Chloé employees on sustainability, providing them with Fresk workshops, which are conducted regularly
technical knowledge and expertise in their respective areas by our dedicated team members.
of work, and the tools to actively partake in this transition.
SUPPLY CHAIN
In 2023, we held workshops that engaged 54 participants.
Chloé ensures that 100% of workers with permanent This effort builds upon our ongoing collaboration with
contracts worldwide, including those in our boutiques, have Climate Fresk, which has trained more than 313 Chloé
full access to our training programs. Sustainability is part of employees worldwide since its inception in 2021.
our onboarding program called “Devenez Chloé” and our
global training program includes quarterly sustainability-fo-
cused sessions on topics such as eco-design, responsible FOCUS ON ECO-DESIGN AND LOWER IMPACT MATERIALS
Chloé employees participating in the Climate Fresk
sourcing, gender equality and Diversity, Equity & Inclusion
(DE&I). This year 41 employees were trained on eco-design, lower
impact materials and circularity, bringing the total of trained
GENDER EQUALITY
Equipping our employees with the appropriate tools and employees to more than 123 people, representing around
skills our training programs offer enables them to make deci- 80% of our teams working directly with product creation.
sions in their day-to-day that are aligned with our mission
objectives.

INTRODUCTION
VOLUNTEERING STATUTORY OBJECTIVE 1
ACHIEVED
PEOPLE
TARGET: DONATE 2,000 WORKING HOURS TO VOLUNTEERING PROGRAMS
VOLUNTEERING WITH OUR EMPLOYEES VOLUNTEERING WITH OUR CLIENTS ACHIEVEMENTS AND ADJUSTMENTS
PRODUCTS
To inspire our teams to make a tangible difference and We currently offer volunteering opportunities to our very This year, we achieved our goal of 2,000 volunteer hours
bring the Maison’s purpose to life through their everyday important clients based in France. with 46% of employees participating in at least one volun-
actions, we offer all our employees’ access to 16 hours of teer mission. This accomplishment reflects the dedication
volunteering annually with NGOs aligned with our purpose: Our goal is that interacting with NGOs creates an opportu- and enthusiasm of our teams. Our objective is set to reach
Women Forward. For a Fairer Future. We work with more nity for clients to experience our commitment to the advance- 2,200 hours for next year, on track to meet our goal
than 15 NGOs globally that contribute to gender equality, ment of young women rather than simply reading or hearing of achieving 2,500 hours by 2025.
environmental sustainability, and social equality through about it. We believe this not only enhances the overall client
different services including mentoring, advocacy and field- experience with Chloé as it provides access to opportuni- To facilitate a streamlined process for volunteering, next
SUPPLY CHAIN
work. ties they might not be familiar with, but it is also our hope year we plan to organize a dedicated volunteer day at our
that by introducing clients to these NGOs, they become Paris headquarters. By closing the office for a few hours,
Volunteer work establishes a strong sense of community motivated to activate their own networks and continue our aim is that this initiative will ensure that employees feel
among the employees, clients, and organizations involved. to raise awareness for the NGO. like they have the opportunity to participate in our volun-
These activities reinforce our mission objectives and create teering efforts.
shared experiences around them. Building on these successful experiences, we plan to expand
our client volunteering programs beyond France in 2024,
offering even more opportunities for client engagement. Total Volunteer Hours
2021 2022 2023
GENDER EQUALITY
800h 1,455h 2,099h

INTRODUCTION
FOCUS ON RÊV’ELLES
PEOPLE
ABOUT RÊV’ELLES
One of our Women Forward partners since October 2022, Rêv’Elles is a French non-profit founded in 2013 with a mission to offer girls the confidence, tools, and opportunities they
need to overcome their difficulties and reveal their potential. Through the program, young girls and women from modest backgrounds are offered support to define and achieve their
personal and professional goals. The young girls pitch their project to a jury composed of women, who provide them with guidance, advice and feedback followed by a three months-
PRODUCTS
long mentorship scheme. More details on our contribution to this organization can be found on page 39.
EMPLOYEES CLIENTS
This year, three Chloé clients were invited to sit on the jury
“PARTICIPATING IN THE RÊV’ELLES MENTORSHIP PROGRAM of the “RVL ton Potentiel” (reveal your potential) program,
HAS BEEN AN INCREDIBLY FULFILLING EXPERIENCE FOR ME. one of the key initiatives run by Rêv’Elles with more than
250 young women participating over three sessions.
© Pauline Gouablin
SEEING THE DETERMINATION AND ASPIRATION IN THESE
SUPPLY CHAIN
© Pauline Gouablin
YOUNG GIRLS’ EYES AS THEY NAVIGATE THEIR DREAMS AND This initiative started as a pilot project in 2022 and has
CHALLENGES REMINDED ME OF THE POWER OF GUIDANCE since become a recurring event series for our Client Expe-
AND SUPPORT. THE EXPERIENCE WAS NOT JUST ABOUT rience team. These experiences not only enrich our clients’
IMPARTING KNOWLEDGE OR ADVICE; IT WAS A TWO-WAY One of our French clients speaking understanding of our Women Forward partnerships but
at a RVL ton Potentiel event
Naomi Soumahoro JOURNEY WHERE I REMEMBERED THE RESILIENCE, HOPE, also foster a deeper connection between Chloé’s values
Merchandising Management Assistant,
Chloé
AND THE POTENTIAL WITHIN GIRLS WHEN WE GIVE THEM and the non-profits with whom we collaborate. By directly
ACCESS TO OPPORTUNITIES. IT’S GRATIFYING TO KNOW THAT participating in these programs, our clients gain first-hand
OUR COMPANY COMMITMENT IS HELPING TO PAVE THE WAY insight into the tangible impact of these initiatives.
FOR A BRIGHTER FUTURE FOR THESE YOUNG WOMEN.”
GENDER EQUALITY
68% OF THE YOUNG GIRLS WHO WERE SUPPORTED BY RÊV’ELLES REPORT THAT THEIR RELATIONSHIP
WITH THEIR STUDIES HAS IMPROVED AND 92% REPORTED FEELING BETTER ABOUT THEMSELVES.

INTRODUCTION
PRODUCTS
PEOPLE
STATUTORY
OBJECTIVE 2
CREATING DESIRABLE
PRODUCTS
& LASTING PRODUCTS
WITH LOWER
ENVIRONMENTAL IMPACT
SUPPLY CHAIN
“After reviewing Chloé’s Product KPIs, it’s clear they are deepening their understanding
of emissions and advancing their sustainability objectives. Their initiatives in ecodesign and
transportation modelling have reduced their carbon footprint. Chloé’s prioritization of lower
impact materials and reduced water use from the start demonstrates a fundamental shift
in their production practices. This contributed to them achieving their 2025 carbon targets two
years early, supported by greater reliance on sea freight and optimized inventory processes.
GENDER EQUALITY
The introduction of circularity initiatives underscores their commitment to rethinking business
as usual. Chloé has now to define its 2030 carbon trajectory.”
Lubomila Jordanova
CEO and Founder of Plan A
Committee Member since March 2023

INTRODUCTION
LOWER IMPACT MATERIALS STATUTORY OBJECTIVE 2
ACHIEVED
PEOPLE
TARGET: ON AVERAGE, 65% OF CHLOÉ’S ANNUAL READY-TO-WEAR OFFER IS MADE OF LOWER IMPACT MATERIALS
Raw materials account for the larger part of our carbon footprint (54%
Ready- Leather
of our purchased goods and services, see further details on page 21) Category Shoes
PRODUCTS
To-Wear Goods
so we are transitioning to lower impact materials wherever possible.
© Linen mesh - Enrique Vilaluenga

% of lower impact
© Linen - Enrique Vilaluenga

products 65% 90% 93%
in the offer
LOWER IMPACT MATERIALS
% of lower impact
Compared with their conventional equivalent, lower impact materials products 65% 79% 93%
in production volume
take into account – based on facts, scientific studies and certifications
– a reduction of carbon footprint, water consumption, biodiversity loss, Scope: from April 2023 to March 2024 (seasons Spring 24, Summer
SUPPLY CHAIN
and/or improvement of animal welfare. For example: 24, Fall 24 and Winter 24)
• ourcing certified organically grown materials
S OTHER INITIATIVES
• Incorporating recycled materials to reduce the pressure on natural Full calculation methodology to be found in the annex
resources and agriculture We joined the Leather Working Group in 2017, a global multi-stake- on page 58.
• Leather produced by tanneries that are following the best environ- holder community in the leather supply chain, working to promote
mental practices environmental best practices within leather manufacturing and related
2021 2022 2023
industries.
The full list and guidelines of what Chloé considers to be lower impact
% lower impact
materials have been developed in cooperation with external experts We continue to work towards increasing the use of recycled synthetic products 61% 80% 86%
and determined by Life Cycle Assessments (LCA). The list is updated materials in Ready-To-Wear to reduce the use of petrochemical virgin in the offer
GENDER EQUALITY
annually and available on chloe.com. It also includes our policy on sources.
animal welfare. Scope: Categories Ready-To-Wear, Leather Goods and Shoes
Next year we aim for 86% of Chloé products to be made primarily

from lower impact materials.

INTRODUCTION
CARBON EMISSIONS
ACHIEVED
TARGET: 27% OF REDUCTION OF GLOBAL CO2e EMISSIONS PER PRODUCT VERSUS 2019
As a Richemont Maison, Chloé adheres to the Group’s carbon reduction plan for 2025 and 2030(1) Graph 1: Reduction of CO2e emissions per product
PEOPLE
and contributes to the Group’s Scope 3 economic intensity emissions, which decreased by 18%
in 2023 compared to the 2019 baseline. 2021 2022 2023
In 2023 our overall carbon footprint was 63,395 tons of CO2e, over 99% of these emissions were -19% CO2e -25% CO2e -28% CO2e
generated by Scope 3 categories and less than 1% by Scope 1 & 2. Please see our Methodology
on page 56.
PRODUCTS
Graph 2: 2023 Global Carbon Emissions
Our aim was to reduce our CO2e emissions by 27% per product in 2023 and aim for a further 30%
reduction by 2025. We achieved our objective and reached a 28% reduction of CO2e per product 63,395 tCO2e
in 2023. This reduction can be largely attributed to three actions: Base 100
• Increasing the percentage of lower impact materials used in our collections allowed us to decrease 8%
purchases of conventional fabrics. This year, an average of 65% of lower impact materials were
used in Chloé’s Ready-To-Wear collections (see page 20) 9%
• iscontinuing See By Chloé product line, reducing the impact of sourcing more globally
D
5%
• ptimizing our sell-through across better inventory and purchasing processes
O
SUPPLY CHAIN
13%
Base 100
In particular, we have achieved a reduction in the weight of our Shoes, which has decreased 32%
the impact across our entire value chain, particularly in terms of transportation emissions.
For instance, our high-volume Nama sneaker is 32% lighter than our previous Sonnie sneaker 3%
model. 11%
65%
54%
(1)
6% reduction of carbon emissions for Scope 1&2 in absolute terms, 55% reduction per dollar value added of carbon emissions
4
GENDER EQUALITY
in intensity terms for Scope 3 from purchased goods, services and business travels, 100% of renewable electricity for 2025 and
20% of Richemont suppliers by emissions covering purchased Goods and Services and Upstream transportation and distribution <1%
will have SBTs for 2025.
(2)
Relating to the category 3.11, "use of sold products", the data considers the localization where the products are sold, the number
of days worn and different usage such as washing, caring and ironing. Several scenarios have been defined based on instructions
Other Use of sold Business Transpor- Purchased Scope 1&2 Other Branded Manufac- Raw Materials
in the label care. We will conduct a survey of our clients to finetune the measurement. (leather
categories products travel and tation and Goods and Packaging turing
and end of life Employee distribution Services and textile)
treatment(2) commuting

INTRODUCTION
CARBON EMISSIONS -
FOCUS TRANSPORTATION STATUTORY OBJECTIVE 2
ACHIEVED
PEOPLE
TARGET: 27% OF REDUCTION OF GLOBAL CO2e EMISSIONS PER PRODUCT VERSUS 2019
Product transport and distribution is the second main contributor to our global carbon emissions, accounting for 13% of emissions.(1)
In 2023, these emissions were reduced by 34% versus 2019. This decrease can be attributed to the same key actions explained in the previous
page as well as new measures put in place within our supply chain such as: “THE SUPPLY CHAIN
• Optimizing the fill rates of boxes transporting our products by 15%. This has mainly been achieved by reducing empty space on Leather
TEAM IS COMMITTED
PRODUCTS
Goods and Shoes product categories in secondary and tertiary packaging.
• Prioritizing sea freight for 40% of our carry-over products as sea transportation emits less CO2e than air freight transportation.(2) TO HELPING REDUCE
For 2024, we have set the following new objectives: CHLOÉ’S CARBON
Increasing the share of sea freight versus air to 60% for carry over products
EMISSIONS,
•
• Increasing direct transportation flow from suppliers to regions reducing our tons per kilometer
• Further reducing the empty space in boxes by 5% by optimizing fill rate during transportation for Leather Goods and Shoes categories IN PARTICULAR BY
Launching a sailing boat pilot project for carry-over products and return of products
OPTIMIZING PRODUCT
•
SUPPLY CHAIN
Graph 1: Percentage of delivery quantities per shipment option(3) Graph 2: Share of our tCO2e emissions within our supply chain(3) PACKAGING,
REDUCING THE TONS
<1%
PER KILOMETER AND
Downstream
41% 59%
freight
Upstream
30% 66% 4%
35%
BY REPLACING AIR
freight
65%
FREIGHT WITH SEA
Reverse 73% 27%
FREIGHT WHENEVER
GENDER EQUALITY
POSSIBLE.”
Air Road Sea Downstream Upstream Reverse Sébastien Vinet
freight freight
Supply Chain Director, Chloé
(1)
T his includes all transportation and distribution operations (inbound, outbound and reverse), which are organized and paid by Richemont and Chloé (as Chloé belongs to Richemont),
also considering shipments to customers (e-commerce delivery).
(2)
Source: Base Empreinte Ademe
(3)
This includes transportation and distribution operations (inbound, outbound and reverse) without shipments to customers and from Headquarters.
INTRODUCTION
CARBON EMISSIONS -
FOCUS SCOPE 1 & 2 ACHIEVED
PEOPLE
TARGET: 25% REDUCTION OF CARBON EMISSIONS ON SCOPE 1 AND 2
Scope 1 and 2 emissions represent less than 1% of our We also need to reduce the energy consumption of our Graph 1: Scope 1&2 tCO2e emissions by year
total emissions. buildings in absolute terms.
-81%
2,471(3)
PRODUCTS
In 2023, our Scope 1 and 2 emissions were equal to 459 Since 2022, Chloé has initiated the process of improving SBT 1
.5°C
Trajec
to
tCO2e compared to 2,471 tCO2e in 2019. This represents its building certifications. 4 new stores have been certified ry
a reduction of 81% (see Graph 1). LEED Gold, reaching 7 stores certified GOLD, 2 ware- 1,852(3)
houses certified LEED and BREEAM. Chloé set the goal of
Originally, our aim was to reduce absolute Scope 1 & 2 having 100% of our flagship stores and boutiques LEED
carbon emissions by 25% by 2025 from the base year of certified by 2030 where applicable.(1)
2019. This is equivalent to an absolute reduction of 4.2%
each year, which is in line with the trajectory of 1.5°C set The energy consumption for all our buildings for 2023
SUPPLY CHAIN
by the Paris Agreement, and in line with the Group’s carbon was 5.68 GWh, a decrease of 20% compared to 2019, 459
reduction plan. and an increase of 18% compared to 2022, due to more 302 347
accurate and exhaustive data collection (see Graph 2). 188(3)
This goal has been exceeded, with a decrease of 81% For our boutiques, we are continuing to ensure that LED
2019 2020 2021 2022 2023 2024 2025
largely due to the increase in the share of renewable elec- lighting is provided within our retail network and working on
Scope 1&2 market-based
tricity purchased: 25% in 2019 to 92% in 2023. equipping the shops with energy monitoring. For our Paris
headquarters, in the context of the Tertiary sector degree,(2) Graph 2: Total energy consumption by year (Scope 1 & 2)
Purchasing renewable electricity through Energy Attributes we put in place standard energy-saving practices such
Certificates (EACs) or local actions to switch to renew- as switching lighting on via a timer and adjusting heating GWh 2019 2021 2022 2023
able electricity options provided by local suppliers, is temperature according to presence on site, enabling us to Direct energy
GENDER EQUALITY
0.52 0.93 0.94 0.40
only a partial solution to mitigating our carbon footprint. achieve a 15% reduction on average. consumption
Indirect energy
6.55 4.48 3.86 5.28
consumption
Total energy
7.07 5.41 4.8 5.68
consumption
(1)
Where applicable means when Chloé is the principal stakeholder for the entire point of sale, the hull and the interior. Wholesales are excluded.
(2)
The tertiary sector degree or DEET requires companies in France to reduce the energy consumption of buildings used for tertiary activities by 60% by 2050.
Please see Ademe website.
(3)
Restated figures CHLOÉ MISSION REPORT 2023 23
INTRODUCTION
WATER USE STATUTORY OBJECTIVE 2
ACHIEVED
PEOPLE
TARGET: 21% REDUCTION IN WATER USE INCLUDING RAW MATERIALS AND MANUFACTURING VERSUS 2019
Between 2019 and 2023, after measuring the scope of our raw material,(1) Graph 1: Distribution of water use per product categories in raw materials and manufacturing in 2023
manufacturing and building outputs, our water use decreased by 62%.
In 2023, our overall water use in 2023 was 1,225,397 cubic meters.
PRODUCTS
Graph 1 shows the distribution of water use across different product catego-
ries.(2) In comparison with 2019, the water use for Ready-To-Wear products 39%
(raw materials and manufacturing) decreased from 66% to 52% due to using 52%
less water-intense materials:
• Cotton: 67% reduction in volume purchased in 2023 compared to 2019,
9%
and 25% increase in purchase of lower impact cotton for production
• Cashmere: 51% of recycled cashmere used in production in 2023, a double
consumption compared to 2019
SUPPLY CHAIN
• Silk: 54% reduction in volume purchased in 2023 compared to 2019,
and 20% lower impact silk used in production in 2023 Ready- Shoes Leather
To-Wear Goods
We are conscious that water use is only one part of measuring water-related Graph 2: Distribution in % of volume used in production and meters cubed consumed per raw material in 2023
impact. Water scarcity is becoming critical and directly affects the availa-
bility of freshwater, posing significant threats to the communities in which we
% tons % m3
operate. This is why we have launched a new project aligned with the SBTN
methodology to take into account water quantity and water quality across Animal Fibers 5.0% 56.4%
our value chain.
Vegetal Fibers 21.6% 34.1%
Leather 41.2% 5.4%
GENDER EQUALITY
Manmade Cellulosic Fibers 0.27% <1%
Synthetic Fibers 9.5% 2.4%
Others 22.5% 1.8%

(1)
ee methodology in the annex section
S
(2)
We measure water use for our 4 products categories, Ready-To-Wear, Leather Goods, Shoes, and
Fashion Accessories. As the impact of Fashion Accessories is very small (-1%), we decided to not
integrate it in our graphs.
INTRODUCTION
CIRCULARITY STATUTORY OBJECTIVE 2
ACHIEVED
PEOPLE
TARGET: START DEPLOYING OUR NEW CIRCULARITY APPROACH
PARTNERSHIP WITH VESTIAIRE COLLECTIVE LAUNCHED IN JUNE 2023 SET UP A REPAIR, REUSE, RESELL STRATEGY WITH MORE CIRCULAR PRODUCTS AND SERVICES
In June 2023 Chloé launched a partnership with Vestiaire Collective, the certified B Corp® At Chloé, products are meant to last, to be cherished and to be passed from one woman
PRODUCTS
and global platform for pre-loved luxury fashion, allowing an “instant resale” function that to another. This is why part of our circularity strategy is to improve our after-sales offer
extends the life of products and reflects the Maison’s commitment to the second-hand market. with new services designed to extend the life of our products. However, we are aware that
The service was a first in the industry. Customers can return and sell their pre-owned Chloé there is still room for improvement to enable our customers to extend the life of their Chloé
items via a co-branded platform, powered by Vestiaire Collective. All products with Digital products. This year, for example, we tested a pampering service for our bags in France,
IDs enjoy a streamlined customer selling experience. After landing on a dedicated Chloé with the aim of launching it soon in key markets around the world.
x Vestiaire Collective pre-filled listing form, customers are able to confirm the condition
of the item, upload product imagery, and receive an immediate price offer from Vestiaire
GOING FURTHER:
Collective.
SUPPLY CHAIN
5% share of our sales
Once the price of an item has been agreed upon, the product authenticated and controlled made from circular product
by the resale platform, customers will receive payment without having to wait for a sale or circular offer* by 2025
to be finalized.
Customers can choose from three exchange options:

•
A voucher that can be redeemded on the Chloé website.
•
A Vestiaire Collective voucher – a first for the platform – demonstrating Chloé’s support
* See glossary for definitions
of the second-hand market.
•
Alternatively – reflecting Chloé’s commitment to improving social impact – a charitable
GENDER EQUALITY
donation to UNICEF’s gender equality initiatives can be made.
Bags from all collections are also accepted in the partnership. The service is available
in the USA, Europe and the UK. More information here.

INTRODUCTION
SUPPLY CHAIN
PEOPLE
STATUTORY
OBJECTIVE 3
DRIVE A TRANSPARENT,
PRODUCTS
TRACEABLE AND FAIR
SUPPLY CHAIN
SUPPLY CHAIN
“After reviewing Chloé’s Sourcing KPIs, it is evident that their strategic efforts are translating into measurable
improvements within their supply chain. The key to a fashion house’s progress on its social and environmental
impacts is a detailed understanding of its value chain. For Chloé, this year has been about structuring and
realizing several initiatives:
1. The successful testing of the Digital ID system, which already covers 100% of the RTW, with the very
interesting idea of pairing this information with an authenticity certificate to facilitate potential resale and the
second life of products. Driven by the AGEC law in France, the progress related to the Digital ID within their
supply chain is complex to implement but is a testament to the robustness of their commitment.
GENDER EQUALITY
2. T he finalization and signing of the first ‘Social Sourcing Contracts’ – an approach that concretely advances
traditional suppliers on issues of living wage, environmental performance, and ethics. This mechanism opens
up necessary and courageous discussions.”
Elisabeth Laville
CEO and Founder of UTOPIES

INTRODUCTION
PRODUCT DIGITAL ID
PARTIALLY COMPLETED
TARGET: 100% DIGITAL ID ON ALL READY-TO-WEAR AND 25% ON SHOES AND LEATHER GOODS
Tracing materials from their origin in the field to the finished piece TRACEABILITY INFORMATION
enhances our ability to select lower impact materials. By sharing this
PEOPLE
traceability information with our customers, we empower them to make Traceability is central to improving our environmental and social impact.
more informed purchasing decisions. With the Digital ID platform, our customers are given visibility into the % of products equipped
steps that went into making a product. with Digital ID in the assortment
Aligned with this goal, we introduced the Digital ID. This feature has been
active since April 7th, 2023, starting with the launch of the Chloé Vertical Ready-To-Wear Leather Goods & Shoes
collection. The Digital ID also helps us comply with the French act of AUTHENTICITY
law against waste and for a circular economy (AGEC), which mandates
100% 18%
PRODUCTS
traceability information for shoes and ready-to-wear categories. The Digital ID also provides a Certificate of Authenticity. This service
reassures the client in their purchase and facilitates after-sales services
Scope: from April 2023 to March 2024 (seasons Spring 24, Summer
such as care, repair and resale.
24, Fall 24 and Winter 24)
HOW IT WORKS
By scanning the unique Digital ID embedded in each product (QR codes CUSTOMER ENGAGEMENT
or microchips), customers are directed to a web application providing
details on the entire manufacturing process, care and repair instructions, Since the project’s launch, one of our challenges has been encouraging SCAN IT TO SEE
as well as a Certificate of Authenticity through which customers have customers to actively engage with and scan the Digital ID embedded THE CUSTOMER EXPERIENCE
SUPPLY CHAIN
direct access to resale options for their item. in our products. For the coming year, we plan to enhance adoption by
increasing communication efforts, training boutique staff more effectively,
The technology can be used by our boutique staff to enhance the client and introducing new services for customers.
experience, communicate Chloé’s commitments and explain products’
sustainability attributes.
OBJECTIVES
This year, our aim was to reach 100% of Chloé products equipped with
“We are delighted to have supported Chloé with the success
Digital ID on Ready-To-Wear and 25% on Leather Goods and Shoes.
of the Digital ID project by bringing our woven and connected
labels with unique QR codes. Trust and collaboration were essential
GENDER EQUALITY
in integrating the various technologies and know-how required for We achieved 100% on Ready-To-Wear and 18% on Leather Goods
the project. The spirit of partnership fostered by Chloé’s sustainability and Shoes. The lower completion rate for Leather Goods and Shoes
and operations teams demonstrated a concrete commitment to was due to the complexity of embedding microchips in leather and the
sustainability, customer experience and brand awareness.” soles of shoes, which arises from the various materials used.
Benoit Neyret For 2025, we would like to continue the ramp up on more categories of
CEO and President, Neyret
product and reach 30% of Leather Goods and Shoes collections while
keeping 100% on Ready-To-Wear.
INTRODUCTION
RAW MATERIAL TRACEABILITY STATUTORY OBJECTIVE 3
ACHIEVED
PEOPLE
TARGET: 5% OF READY-TO-WEAR AND LEATHER GOODS OFFER WITH MAIN RAW MATERIALS FULLY TRACEABLE
Traceability is the ability to track materials and products through and conducted interviews and on-site visits. We also demand all our
Leather Ready-
the supply chain. Acquiring full traceability from field to finished tanneries and manufacturing partners sign a Letter of Engagement, Goods To-Wear
product is an ongoing and challenging process. committing to follow the Chloé sourcing rule that stipulates using
PRODUCTS
bovine leather only sourced from animals that have been born, % of fully traceable products
11% 7%
We track our materials as their main impact on climate change raised and slaughtered in Europe. in the offer
and biodiversity can be traced back to the very start of the supply
chain: agricultural practices in the field.* With these guidelines, we reached 11% of our Leather Goods
% of fully traceable products
product offer considered as being fully traceable, from the farm 6% 7%
in production volume
regions to the manufacturers. Additionally, we gathered data to
DEFINITION trace each step from region of origin to finished goods. Scope: from April 2023 to March 2024 (seasons Spring 24, Summer 24, Fall 24
and Winter 24)
At Chloé, a fully traceable raw material has a known supply chain
SUPPLY CHAIN
that is auditable, verifiable and constant during the production of READY-TO-WEAR Full calculation methodology to be found in annexes page 58
an article.
To pursue our efforts towards more traceability in Chloé Ready-
A Ready-To-Wear or Leather Goods product is considered fully To-Wear, in January 2024 we started a project to collect infor- “TRANSPARENCY IN RAW
© Linen spinning - Enrique Vilaluenga

traceable if its main material is fully traceable. For each step of the mation related to all article components (fabrics, metallic pieces, MATERIAL SOURCING IS CRUCIAL;
supply chain, we require the names, addresses and precise regions IT NOT ONLY ENSURES MORE
trims…) from farms to manufacturers, starting from the Summer
SUSTAINABLE PRACTICES BUT ALSO
(province, county, country) of the suppliers involved, including those 24 collection.
STRENGTHENS SUPPLY CHAIN
of subcontractors.
RESILIENCE. OUR COMMITMENT
With that knowledge, we were able to ensure that 7%
TO THIS TRANSPARENCY FOSTERS
of the Ready-To-Wear product offer is fully traceable. TRUST WITH OUR SUPPLIERS AND
GENDER EQUALITY
LEATHER GOODS EMBEDS LONG-TERM THINKING
IN OUR OPERATIONS.”
To improve knowledge of our leather supply chain, we consulted
Yves Cauchon
our main Chloé tanneries (representing 80% of our leather volume), Chief Operating Officer, Chloé
* Source: the Science Based Target guidance / Apparel and footwear sector (sciencebasedtargets.org)
INTRODUCTION
FAIR TRADE AND
SOCIAL IMPACT SOURCING STATUTORY OBJECTIVE 3
ACHIEVED
PEOPLE
TARGET: 20% SOCIAL IMPACT SOURCING ON CHLOÉ READY-TO-WEAR OFFER
Chloé reached 28% of social impact sourcing on Ready-To-Wear offer.

Building upon our existing partnership with the World Fair Trade Organization Category Leather Goods Ready-To-Wear
PRODUCTS
(WFTO), we have developed, with the support of external experts, a new
% of products made with social impact
social sourcing framework specific to Chloé, inspired by several existing 4% 28%
requirements in the offer
standards such as French regulations for Fair Trade commerce and the
French Law definition of a social enterprise. It includes the relevant due 15% 26%
requirements in production volume
diligence to verify the entity’s statement, more information on this is available
in the methodology section page 60. Scope: from April 2023 to March 2024 (seasons Spring 24, Summer 24, Fall 24 and Winter 24)
This new framework applies priority to suppliers based on two main criteria. The percentage is calculated as following:
SUPPLY CHAIN
First, if the supplier has an existing working relationship with Chloé and
second, if the supplier can demonstrate a positive social impact, measured 1. Quantities of styles made by WFTO-verified companies
through social audits, Social P&L approach score and an evaluation of 2. Quantities of styles made by suppliers who have signed the Social Sourcing Framework addendums
fair wages within the organization, verified by an independent third party. 3. Quantities of styles made by social entities according to the definition in French law and our internal
This led to the signature of two new supplier contracts with Marie Hélène due diligence of the business model
Couture and Chizé Confection, two French long-standing Ready-To-Wear
manufacturers of Chloé. We compile the product quantities that meet these criteria and compare them to the total quantity of
styles produced during the financial year that are presented as part of the offer.
When we started in 2020, our ambition was to extend our fair trade and
social sourcing approach to all categories. For Leather Goods and Shoes,
GENDER EQUALITY
2021 2022 2023
we are advancing more slowly due to technical and quality constraints.
13% 12% 28%
requirements in the Ready-To-Wear offer

INTRODUCTION
FOCUS ON
SELECTED PARTNERS STATUTORY OBJECTIVE 3
ACHIEVED
PEOPLE
MARIE HÉLÈNE COUTURE MIFUKO
Marie Hélène Couture, a partner of Chloé of 38 years, excels in the specialized technique Our collaboration with Mifuko began in 2020 with our Fall 21 collection and our partnership
of couture ‘flou’, based in Morlaas, in the South West of France. Its expertise aligns with has grown stronger in every season since. In 2023, over 35,000 baskets were woven for
the rigorous standards set by the ‘métiers de la mode, vêtement flou’ certification, ensuring Chloé by more than 1,300 women artisans bringing the total number of baskets produced
PRODUCTS
a high level of professional aptitudes in this delicate and skilled art form. It also promotes to 108,000 since 2020. Mifuko means ‘pocket’ in Swahili and for the artisans it means fair
the preservation of a rare savoir-faire. Based on this relationship, we have signed the pay, empowerment, and less dependence on unpredictable farming as a source of income.
social sourcing framework addendums with pre-requisites, duties and commitments to add Their handcraft skills come through in a range of Chloé basket bags – each a unique piece.
impact to this organization through actions such as providing a donation equal to 1% With sustainability at the forefront of design and production, the baskets are long-lasting while
of order value for capacity-building programs. making a positive social impact. Mifuko is a Finnish-Kenyan social enterprise and guaranteed
member of the World Fair Trade Organization (WFTO).
SUPPLY CHAIN
“AFTER A 38-YEAR “WE ARE VERY PROUD TO PARTNER
PARTNERSHIP, WE ARE VERY WITH CHLOÉ, A COLLABORATION
PROUD TO CONTINUE THAT RESONATES DEEPLY WITH OUR
OUR COMMITMENT WITH CORE VALUES OF SUSTAINABILITY
CHLOÉ BY USING THIS AND COMMUNITY EMPOWERMENT.
INNOVATIVE SOCIAL IMPACT THIS PARTNERSHIP NOT ONLY
SOURCING FRAMEWORK AS CELEBRATES THE RICHNESS OF
IT RECOGNIZES OUR LONG- KENYAN CRAFTSMANSHIP, BUT
STANDING COMMITMENT ALSO HIGHLIGHTS OUR SHARED
GENDER EQUALITY
Photo of a Mifuko artisan weaving a basket
TO IMPROVING COMMITMENT TO ETHICAL PRACTICES in Kenya
OUR SOCIAL PRACTICES.” IN THE FASHION INDUSTRY.”

Michel Bertin Minna Impio
CEO, Marie Hélène Couture CEO, Mifuko

INTRODUCTION
OUR SOCIAL P&L APPROACH PARTIALLY
COMPLETED
TARGET: 100% READY-TO-WEAR MANUFACTURING SUPPLIERS PARTICIPATING IN OUR SOCIAL P&L APPROACH
After 3 years of academic research in partnership with The Institut Français de la Mode (IFM) and the
PEOPLE
Conservatoire National des Arts et Métiers (CNAM), we published our open-source S P&L approach Chloé is co-leading a workshop on social impact within the Fédération de la Haute Couture et de la Mode (FHCM).
On top of the S P&L use cases and improvements conversation, several topics are currently addressed such as gender pay
and implemented it with our suppliers to further improve our compliance process. The tool aims to gap and living wages assessment in the luxury supply chain.
enhance Chloé’s social impact by better monitoring the company’s actions and activities and their
resulting effects on stakeholders, and to facilitate our long-term commitment to uplifting women, erad-
icating gender-based inequalities and promoting inclusivity. 2023
The S P&L approach is designed to ensure that working conditions adhere to positive social practices Average S P&L Score (excl Chloé) 3.4
PRODUCTS
throughout the value chain and product life cycles. It evaluates 7 impact categories: gender equality,
Gender Equality Average Score 3.2
living wage, diversity, equity and inclusion, well-being, job quality, training and local engagement.
Further information on the S P&L approach is available at chloe.com. Living Wage Average Score 4.2
Social data such as age, gender, wages, absenteeism rate, turnover, trainings are collected through The final S P&L score assesses a supplier’s positive social impact, with 1 being the lowest score and
an online questionnaire sent to suppliers. To ensure the data accuracy, a verification is carried out 5 the highest. With an average S P&L score of 3.4, the positive social impact measured for those 15
independently by an external audit company with each supplier. The data is used to calculate different suppliers is higher than the minimum score we set to measure significant positive social impact (3) and
metrics rated from 1 to 5 related to the 7 impact categories. correlates with the social audit results.
SUPPLY CHAIN
2023 Ready-To-Wear The S P&L approach enables us to highlight positive social practices implemented by our partners,
to assess our suppliers during sourcing committees and to implement social sourcing contracts with
some selected partners. However, we still need to develop the tool further, in particular by taking into
Number of manufacturing suppliers participating to the S P&L approach 10
account the size of the workforce and the geographical area of the sites evaluated.
% of manufacturing suppliers participating to the S P&L approach

64%
in order value
“THE DATA COLLECTED IN 2023 ENABLED US TO IDENTIFY SEVERAL
We underestimated the level of support needed by suppliers to fill in the questionnaire and received SOCIAL PRACTICES ALREADY IMPLEMENTED BY OUR SUPPLIERS.
an increased number of suppliers during the year with the change in Chloé creative direction, which
I AM VERY PROUD TO PILOT A TOOL THAT WILL HELP US MEASURE
is what we attribute to our partial completion of our goal for Ready-To-Wear manufacturing suppliers.
GENDER EQUALITY
Additionally, it was important for us to test the approach on other categories and we evaluated AND HIGHLIGHT INITIATIVES TO PRESERVE THE WELL-BEING
5 randomly selected manufacturers of Shoes and Leather Goods and as well as Chloé Headquarters. OF EMPLOYEES ACROSS OUR SUPPLY CHAIN.”
Fabienne Sagory
Supplier Social Compliance Manager, Chloé

INTRODUCTION
IMPROVE TRANSPARENCY THROUGHOUT
THE VALUE CHAIN AND PROMOTE
FAIR PRACTICES WITH OUR SUPPLIERS ACHIEVED
PEOPLE
TARGET: 80% OF OUR TIER 1, 2 AND 3 SUPPLIERS BASED ON ORDER VALUE,
WITH ALL CATEGORIES PUBLISHED ON OUR WEBSITE FOR TRANSPARENCY
PRODUCTS
80% of our Tier 1,2 and 3 suppliers on all categories are published on our website for transparency. They are prioritized based on the size of order value.
TRANSPARENCY GUIDELINES FOR OUR SUPPLIERS
In line with our commitment to greater supply chain transparency, we published a list In January 2024 we shared the third iteration of our Sustainability Strategy - Guidelines
of main suppliers for finished goods, materials and trims with an order value in 2023 for Supply Chain Partners with all our main finished goods suppliers.
SUPPLY CHAIN
higher than 100,000 Euros. Our Guidelines for Supply Chain partners are updated every year and are sent to 100%
of the active Tier 1 suppliers across all product categories. We also organized two webinars
We believe that collaboration with our suppliers is key to ensure we reduce our environ- and five dedicated workshops with some of our strategic suppliers and with new suppliers
mental impact while increasing our positive impact on communities. We currently require of finished goods.
suppliers to comply with the Richemont Supplier Code of Conduct, updated in 2022.
95% of Tier 1 suppliers signed the Code of Conduct. We took this opportunity to share best practices such as how to encourage gender equality,
avoid discrimination, promote underrepresented minority workers’ communities, and support
The principal areas covered by the Richemont Supplier Code of Conduct are: local communities. We also focused on subjects such as raw material sourcing and devel-
• Promotion of responsible practices along all supply chains and sourcing activities opment, traceability and transparency, getting feedback from our suppliers on opportunities
• Creation of a transparency and traceability framework from raw material to finished product and ways to improve.
GENDER EQUALITY
• Focus on environmental stewardship and positive social impact.
Our decision-making process for selecting vendors considers the environmental and social
The Richemont Supplier Code of Conduct integrates various requirements, including performance of each supplier and is evaluated by internal Sourcing Committee and led
the International Labor Organization standards and the Declaration of Human Rights. by the Chief Operating Officer.

INTRODUCTION
REINFORCE OUR SOCIAL AND
ENVIRONMENTAL AUDIT POLICY
PEOPLE
Chloé allocates important resources to perform Follow-up and corrective action plans are worked
social and environmental audits, following SMETA on with each supplier in a timely manner.
2P and 4P referential, with the support of inde-
pendent third-party auditors. We also conduct This regulatory performance score is also used to
PRODUCTS
on-site visits to our suppliers’ factories. evaluate the global performance of our suppliers,
and can lead to termination of our business rela-
The SMETA referential includes regulations covering tionship.
health and safety, business ethics, entitlement to a
safe work environment, and is widely recognized Social audits are also used to validate all potential
for its robustness. new suppliers.
Image © Thomas Duval

After each audit, we rank the social audit perfor-
SUPPLY CHAIN
mance of our suppliers from A to D, based on
criteria of non-conformities and their recurrence.
78% of Chloé finished goods manufacturers are

audited(1)
95% of Chloé finished goods audited manufacturers

(1)
Audits are renewed every 2 years have been ranked A or B or certified(2)
Rank explanation:
(2)
GENDER EQUALITY
Scoring A:
• No non-compliance with fundamental human rights or Richemont Code of Conduct
• Minimal non-compliance regarding legislative compliance
Scoring B:
•Minor non-compliances regarding Labor topics
•Non-compliance regarding legislative compliance with an action plan

INTRODUCTION
GENDER EQUALITY
PEOPLE
STATUTORY
OBJECTIVE 4
PROMOTE GENDER EQUALITY
PRODUCTS
WITHIN THE BUSINESS
AND BEYOND, INCLUDING
THROUGH EDUCATION
AND ECONOMIC INCLUSION
SUPPLY CHAIN
“This year’s KPIs showcase a commitment to gender equality, with 71% of management
roles held by women – a reflection not just of numbers but of an organizational culture
committed to enabling women’s career growth. As Chloé continues to refine and improve
GENDER EQUALITY
its policies, it is important to strive to ensure that dedication to supporting talent of all
genders is both strategic and effective.”
Aude Vergne
Chief Sustainability Officer, Chloé

INTRODUCTION
WOMEN
IN LEADERSHIP ROLES STATUTORY OBJECTIVE 4
ACHIEVED
PEOPLE
TARGET: MAINTAIN OVER 70% REPRESENTATION
OF WOMEN IN MANAGEMENT ROLES
AT CHLOÉ advancement, particularly for women of color in middle
PRODUCTS
management. The report challenges misconceptions around
This year, we have 71% of management roles held by women’s career aspirations and identifies the initial mana-
women according to the RJR (Richemont Job Ranking) gerial promotion as a significant hurdle, often referred to as
methodology and tracked at both Maison and Group level. the ‘broken rung’. It also highlights the critical role of flex-
“AS A CREATIVE DIRECTOR,
We believe our high level of female representation in manage- ible working arrangements in supporting women’s career
ment is a result of our organizational culture, closely aligned progression and well-being in the workplace.
I AM DEEPLY CONVINCED
with HR policies that specifically support women’s career OF THE CRUCIAL ROLE FEMALE
growth. Connecting these cultural elements with targeted HR KEY INITIATIVES LEADERSHIP PLAYS IN SHAPING
SUPPLY CHAIN
strategies is crucial to support women within our organization. THE FUTURE OF OUR INDUSTRY.
This practical, policy-driven approach forms the cornerstone To address these challenges, Chloé has implemented
THE FEMININE POINT OF VIEW
of our efforts to maintain an environment where women several key initiatives:
can thrive professionally. We are committed to developing • Flexible Working Culture: Understanding that each parent’s AND ENERGY IS INFUSED INTO OUR
better policies and offering more significant mentorship situation is unique, we offer flexible working hours. COLLECTIONS, FROM THE PEOPLE
opportunities, yet we acknowledge that finding the right • Remote Day: Chloé provides the option of a remote working
WHO CREATE, DESIGN, MAKE
balance and most effective methods is an ongoing process. day.
AND WEAR OUR PRODUCTS.
Gender Equality is one for the four focuses of our Diversity, I AM COMMITTED TO SUPPORTING
THE INDUSTRY
Equity & Inclusion policy, which you can find here. A CULTURE WHERE TALENT THRIVES
GENDER EQUALITY
The McKinsey “Women in the Workplace 2023” report AND IS CELEBRATED.”
underscores the increasing ambition among women,
boosted by workplace flexibility, but notes a disparity in Chemena Kamali
Creative Director, Chloé
* Source: "Women in the Workplace 2023", McKinsey & Co, 2023

INTRODUCTION
EQUAL PAY STATUTORY OBJECTIVE 4
ACHIEVED
PEOPLE
TARGET: 100% GENDER PAY GAP PUBLISHED IN ALL COUNTRIES
EQUAL PAY PLAN audit criteria set out by PwC and the EQUAL-SALARY Foundation,
Richemont and thereby its Maisons were awarded the certifica-
PRODUCTS
As Chloé is part of Richemont, the Maison participated in the group’s tion. This certification is valid for three years, during which we will
evaluation of its gender pay equity. The group implemented this undergo two monitoring audits to ensure the continuation of fair
evaluation and has received the EQUAL-SALARY Certification world- and non-discriminatory pay practices.
wide. The equal pay evaluation methodology involved assessing
and comparing the wages of women and men for equal work,
identifying any unexplained salary discrepancies. This achievement WHAT IS THE GENDER PAY GAP?
“THE COMMITMENT
is a result of a detailed and rigorous process audited by Pricewater-
houseCoopers (PwC), encompassing statistical analysis of compen- The gender pay gap is defined as the difference between male TO TRANSPARENCY
SUPPLY CHAIN
sation data, on-site audits, online surveys, and in-person interviews. and female median wages divided by the male median wages. IN COMPENSATION,
The OECD reports that the gender pay gap continues to be
a significant issue, originating from deep-rooted structural imbal-
IRRESPECTIVE OF GENDER,
The certification process itself is based on a methodology devel-
ances. These include an unequal distribution of paid and unpaid IS A COMMITMENT
oped with the University of Geneva, Switzerland, ensuring
labor and women, despite having similar skills, often holding TO FAIRNESS AND EQUITY
a robust and credible framework for analysis and implementation.
different jobs and responsibilities within companies compared
The EQUAL-SALARY Certification, a process that allows verifica- to men. In France, the gender pay gap for full-time workers stands
AND A CORE VALUE OF
tion and communication of gender equitable pay, was attained at around 15%, which is higher than the OECD average. RICHEMONT AND CHLOÉ.”
through several phases. These included a detailed statistical analysis
ensuring that wage differences between men and women were Souraya Nato
Head of Social Compliance
within 5% or less, and an on-site review assessing how pay equity Source: Joining Forces For Gender Equality, OECD 2023. and Renumeration, Chloé
GENDER EQUALITY
strategies are integrated into our HR processes. Upon meeting the

INTRODUCTION
FOCUS ON UNICEF STATUTORY OBJECTIVE 4
ACHIEVED
PEOPLE
TARGET: 95,000 GIRLS AND YOUNG WOMEN IMPACTED BY CHLOÉ’S CONTRIBUTION
TO UNICEF GIRLS FORWARD PARTNERSHIP
OUR PARTNERSHIP
PRODUCTS
According to UNICEF, globally, the number of young
“WORKING WITH CHLOÉ HAS BEEN
people who are not in school is twice as high for girls as
A REMARKABLE JOURNEY IN ADVANCING
Image © UNICEF Nadia Bseiso

it is for boys. This means that in large parts of the world,
girls are not given the chance to contribute fully to positive OUR MISSION FOR GIRLS’ EDUCATION.
development of their own lives, and the development of THE VISIBILITY AND COMMITMENT
their communities and societies at large. CHLOÉ BRINGS TO THIS CAUSE ARE
INVALUABLE. WHEN A BRAND LIKE
Since 2019, Chloé has been a proud partner of Skills-
CHLOÉ STEPS FORWARD, IT DOESN’T JUST
SUPPLY CHAIN
4Girls, a UNICEF program that develops girls’ skills in areas
such as digital technologies and social entrepreneurship UNICEF EVENTS CONTRIBUTE RESOURCES; IT SETS AN
as well as life skills such as problem-solving, negotiation, EXAMPLE FOR OTHERS IN THE INDUSTRY.
confidence and communication. To date, this partnership On March 25, 2024 Chloé hosted a company-wide THIS PARTNERSHIP DEMONSTRATES THE
has enabled the training of more than 95,000 girls and fireside chat with Associate Director of Gender Equality, POWER OF COLLABORATION BETWEEN
Chloé has raised more than €2.3 million and will continue to Lauren Rumble. The event focused on the vital importance THE PRIVATE SECTOR AND HUMANITARIAN
collect funds to support UNICEF gender equality programs. of investing in girls and the broader implications of gender
ORGANIZATIONS. IT MOTIVATES OTHER
equality. It began with a discussion on why supporting
COMPANIES TO PARTICIPATE AND AMPLIFIES
This year, Chloé renewed a three-year agreement with girls is crucial, encouraging the audience to reflect on
UNICEF to bolster gender equality efforts in Morocco, their own adolescence and its transformational nature. The OUR MESSAGE, SHOWING THE WORLD
GENDER EQUALITY
Jordan, and Senegal. There is not an increase in the number talk offered surprising insights into gender equality and THE SIGNIFICANT IMPACT WE CAN ACHIEVE
of girls impacted from last year’s number in our Impact its universal impact. The involvement of luxury companies TOGETHER FOR GIRLS’ EDUCATION.”
Report. This is because the UNICEF reporting system is like ours was highlighted, stressing the significant impact
Lauren Rumble
based on a calendar year and as they received our finan- we can have through partnerships with organizations like
Associate Director of Gender Equality, UNICEF
cial contribution in November, there was not sufficient time UNICEF, which leverage not just funding, but also increased
to implement programming. visibility and spreading awareness.

INTRODUCTION
FOCUS ON STEM FROM DANCE
PEOPLE
SPOTLIGHT ON THE FOUNDER OF OUR UNITED STATES WOMEN FORWARD PARTNER
Founded by Yamilée Toussaint, STEM From Dance uniquely Yamilée’s journey, from a student at MIT to a high school
combines dance with the technical world of STEM to inspire algebra teacher, marked by her experiences as a woman
PRODUCTS
confidence and a sense of belonging in girls of color, of color in STEM, led to the creation of a program that
a group traditionally underrepresented in these fields. goes beyond education. It is a space where young women
can discover their potential in STEM through the expressive
STEM From Dance operates on the principle that engage- power of dance, building confidence for future generations
ment in STEM should not only be accessible but also fun. in these essential fields.
The program, through clubs, pop-up events and summer “THIS COLLABORATION IS
camps, offers girls aged 8 to 18 a hands-on approach We are honored to collaborate with Yamilée and STEM From A POWERFUL ALIGNMENT
to learning hardware and coding. They create light-up Dance as we believe in supporting and investing in women OF OUR SHARED MISSION
SUPPLY CHAIN
costumes and animated light shows for dance perfor- who are determined to remove obstacles that hinder oppor- TO UPLIFT GIRLS. CHLOÉ’S SUPPORT
mances, choreographed to popular music and receive tunities for girls and champion the next generation of women.
IS INSTRUMENTAL IN HELPING US
the opportunity to learn from inspiring women working
EXPAND OUR REACH AND DEEPEN
in STEM who serve as mentors throughout the program. Chloé partnered with STEM From Dance for an initial three-
This approach not only teaches technical skills but also year period from 2023-2025 where we will cover general OUR PROGRAM’S IMPACT,
exposes girls to careers and role models in the STEM world. programming support. You can find more details on our ENABLING THESE YOUNG WOMEN
NGO contributions on page 39. TO ENVISION AND BUILD
A FUTURE FILLED
WHAT IS STEM?
WITH ENDLESS POSSIBILITIES.”
GENDER EQUALITY
STEM is the curriculum centred on education in the disciplines of science, technology, engineering, and mathematics (STEM). Yamilée Toussaint
Founder & CEO, STEM From Dance
The STEM acronym was introduced in 2001 by scientific administrators at the U.S. National Science Foundation (NSF).
Source: Hallinen, Judith. “STEM”. Encyclopedia Britannica, 2024

INTRODUCTION
DONATIONS TO
GENDER EQUALITY INITIATIVES STATUTORY OBJECTIVE 4
ACHIEVED
PEOPLE
TARGET: 0.4% RETAIL SALES DONATED TO INITIATIVES CONTRIBUTING TO GENDER EQUALITY
OUR GOAL
This year, we changed our KPI from global sales to retail sales. The reason for this change is that retail sales are easier to accu-
Percent of Sales
rately forecast and track. A full list of our gender equality donations is displayed below, ordered by highest funding amount,
PRODUCTS
and decreasing respectively. 2021 2022 2023
(global sales) (global sales) (retail sales)
We have set progressive yearly targets to philanthropically support gender equality. This year, our objective was reached, with
0.23 0.23 0.40
a donation percentage of 0.4% of retail sales. We remain strong in our commitment to gender equality and are taking this expe-
rience as an opportunity to learn and adapt our strategies to meet our philanthropic goals in the coming years.
SUPPLY CHAIN
PARTNERSHIP
NGO DESCRIPTION DONATIONS VOLUNTEERING MISSIONS
CATEGORY
Social inclusion, UNICEF works in the world’s toughest places to reach the most disadvan- Chloé supported Skills4Girls, a UNICEF program that
education, taged children and adolescents – and to protect the rights of every child, develops girls’ skills in areas such as STEM, digital tech-
UNICEF gender equality everywhere. Across more than 190 countries and territories, it does whatev- nologies, and social entrepreneurship as well as life skills
er it takes to help children survive, thrive and fulfill their potential, from early such as problem-solving, negotiation, self-esteem and
childhood to adolescence. communication.
Social inclusion, The French NGO inspires and supports young women from low-income As part of Chloé’s partnership with Rêv’Elles, Chloé 127 hours of volunteering were completed by
education, neighborhood. Through self-confidence workshops, mentoring programs supported the launch of the eloquence program (RVL Ta Chloé HQ teams with Rêv’Elles including partici-
RÊV’ELLES gender equality and dedicated events, Rêv’Elles aims to broaden these young women’s Parole), the creation of the Maison Rêv’Elles and the op- pating in the triannual Rêv’Elles programming and
horizons both personally and professionally. erating cost of the organization. 1-1 mentorships between Rêv’Elles participants
and Chloé employees.
GENDER EQUALITY
Social inclusion, STEM From Dance is transforming the field of Science, Technology, Engineer- Chloé supported STEM From Dance with essential pro- 2 hours of volunteering were completed by Chloé
education, ing and Mathematics (STEM) by empowering girls of color with the know- gramming needs. FR team with STEM from Dance in capacity-buil-
STEM FROM DANCE
gender equality how, experience, and confidence to dream big in STEM – all through the ding.
power of dance.
JAPAN PROGRAMMING Social inclusion, Founded under the Patronage of Nelson Mandela, Laureus Sport for Good Chloé supported Laureus Sport for Good as our partner
IN COLLABORATION education, uses sport as a powerful and cost-effective tool to help children and young to launch our pilot program supporting gender equality
WITH LAUREUS SPORT gender equality people overcome violence, discrimination and disadvantage in their lives. in Japan.
FOR GOOD

INTRODUCTION
PARTNERSHIP
NGO DESCRIPTION DONATIONS VOLUNTEERING MISSIONS
CATEGORY
Women economic Mifuko Trust works to tackle poverty and empower families and commu- Chloé supported Mifuko Trust’s Wash and Grow! project 2 hours of volunteering were completed by Chloé
inclusion nities through projects that improve their well-being in the rural region of which aims to promote ecological sanitation in partner- FR teams in capacity-building.
Machakos in Kenya. Mifuko Trust is an organization affiliated to Mifuko, ship with the local health administration and trained sani-
MIFUKO TRUST
a social enterprise that we are proud to collaborate with as one of our tation ambassadors. It also creates new opportunities for
supply chain partners. entrepreneurship since the new project will expand its
activities to promoting regenerative agriculture.
Gender equality, Humanity Diaspo provides support to vulnerable people with the main ob- Chloé supported Humanity Diaspo by financing hygiene 341,5 hours of volunteering were completed by
women health jective of promoting their empowerment. This association is also committed and food products for several distributions to students Chloé FR teams with Humanity Diaspo including
HUMANITY DIASPO
PEOPLE
and safety to the fight against hygienic and menstrual insecurity, gender violence and and women in very precarious situations. goods collection and distribution.
student precarity.
Women health Agir Pour La Santé des Femmes aims to improve support and health con- Chloé supported Agir pour la Santé des Femmes by fi- 43 hours of volunteering were completed by
AGIR POUR LA SANTÉ and safety ditions for women in situations of extreme exclusion by organizing actions nancing hygiene products for women victims of violence Chloé FR teams with ADSF. Collaborators helped
DES FEMMES that promote their access to healthcare adapted to their gender and their in France. the organization to prepare hygienic kits for wo-
personal situation. men in precarious situations.
Women and babies’ MaMaMa is a French organization that distributes packages of essential Chloé supported MaMaMa by financing food, hygiene 151.5 hours of volunteering were completed by
health and safety, items to at-risk mothers and babies in Ile-de-France. and well-being packages to at-risk mothers in precarious Chloé FR teams with MaMaMa. Collaborators
gender equality situations. helped the organization to prepare hygienic kits
PRODUCTS
MAMAMA
for families. Additionally, the Chloé Digital team
spent an afternoon helping MaMaMa develop their
website and donor communication strategy.
Social inclusion The Bowery Mission aims to promote the flourishing of New Yorkers Chloé supported the Bowery Mission in its activities. 42 hours of volunteering were completed by
THE BOWERY overcoming homelessness and marginalization by providing emergency Chloé US teams with The Bowery Mission. Colla-
MISSION shelter, meals, medical and mental health support, job training, education borators helped the organization to serve meals
programs and transitional housing. for the beneficiaries.
Social inclusion, Travail et Vie is the parent organization of a laundromat where the lin- Chloé supported Travail et Vie by contributing to a new
gender equality ens of Parisian hotel and catering professionals and social and solidarity electric delivery bicycle for their teams to deliver laundry.
organizations is processed. It is staffed exclusively by women from dis-
TRAVAIL ET VIE advantaged backgrounds, to create a space in which employees who
SUPPLY CHAIN
have been victims of violence in their country of origin or on the street
can feel safe in the workplace. A place where they feel free to work in
a spirit of sisterhood.
Women economic Manos del Uruguay is a not-for-profit organization. Since 1968, Manos Chloé supported Manos del Uruguay in its organizational
inclusion supports the work of hundreds of artisan dyers, knitters and weavers. capacity-building.
Honoring the legacy of Uruguayan craft, Manos creates products with the
MANOS
highest quality and respect for our environment. Manos’ vision is that giving
DEL URUGUAY
Uruguay’s rural women jobs is much more than providing them with an income,
it also empowers them to personally develop and gain independence, keeping
their roots and traditions close to their community and families.
Social inclusion Marie Hélène Couture, a long-standing partner of Chloé, excels in the spe- Chloé supported Marie Hélène Couture in its organizational
cialized technique of couture ‘flou’, based in Morlas, France. Its expertise capacity-building.
MARIE HÉLÈNE
aligns with the rigorous standards set by the ‘métiers de la mode, vêtement
COUTURE
flou’ certification, ensuring a high level of professional aptitude in this deli-
cate and skilled art form.
GENDER EQUALITY
Social inclusion Chizé Confection, a long-standing partner of Chloé, operates as a Société Chloé supported Chizé Confection in its organizational
Coopérative de Production (SCOP). This cooperative model stands out for capacity-building.
its democratic governance, mandating that employee partners collectively
CHIZÉ CONFECTION
hold a majority stake. This guarantees that no single associate can own
more than half of the capital, thus promoting a collaborative and democratic
work environment.

ADDITIONAL
OBJECTIVES
THE FOLLOWING SECTION

HIGHLIGHTS
ADDITIONAL OBJECTIVES
THAT ARE CONNECTED
TO OUR STATUTORY
OBJECTIVES AS A
MISSION-DRIVEN COMPANY

PACKAGING ACHIEVED
TARGET: 15% REDUCTION OF PACKAGING WEIGHT
Chloé launched our packaging strategy in January 2022 with the objective to: Overview of packaging materials in 2023
•
Eliminate gradually BtoC plastic packaging
The gross weight of our packaging represents 287.5 tons of raw materials.
•
Reduce the weight of other types of packaging
•
Select the best lower impact solutions Gross weight Gross weight
Lower impact
Raw material by raw materials by attribute
attribute(4)
(in %) (in %)
Our aim is to reach a 25% reduction in packaging(1) weight by 2025, versus 2021,
a goal that we have achieved two years ahead of schedule. So, we decided to increase Bio-Based plastic content(2)
1.4% Conventional 100%
the target for 2025 to 30%. (Example: Polybag)
Recycled 99%
This decrease is linked to two key factors: Paper
22.3%
•
Avoiding extra packaging production (e.g. care leaflets) (Example: Shopping bag)
Conventional 1%
•
Opting for lighter cardboard solutions, for example our new small and medium shoe
boxes weigh 25% less than historical boxes Recycled 56%
Cardboard
56.6% Other certified 37%
Additionally, we plan to switch our dustbag from organic to recycled materials in order (Example: Shoe box)
to reduce the pressure on natural resources. We initiated these changes in 2023 and we Conventional 7%
expect to see our progress continue in 2024.
Organic 90%
Cotton
19%
For 2024, we will follow the 7 Rs of sustainability framework applied to Packaging prin- (Example: Dustbag)
Conventional 10%
ciples (Rethink, Refuse, Reduce, Repurpose, Reuse, Recycle, Rot) that you can discover in
Iron(3)
our Guidelines for Sourcing 2024 on chloe.com. 0.5% Conventional 100%
(Example: Hangers)
Branded packaging (BtoC and BtoB) and Industrial Packaging (BtoB and BtoC) as compared to 2021. Please see our glossary for further details.
(1)
The bio-based plastic content is used for BtoB packaging (i.e. polybag) to protect consumer goods during transportation.
(2)
(3)
The iron used is the hook from our transport hangers.
(4)
Lower impact attributes: please see our Guidelines for Sourcing

RAW MATERIAL LEFTOVERS ACHIEVED
TARGET: 25% REDUCTION OF TEXTILE LEFTOVERS VALUE COMPARED TO MARCH 23
In 2023, we established new objectives to manage our by another Maison, AZ Factory for example, also part
textile and leather leftovers more effectively. Specifically, of Richemont.
our goals were to: • Leather leftovers
• Reduce the volume of textile leftovers by 25% from the – 16,000 square meters have been reused in our current
March 2023 baseline. manufacturing facilities and 245 square meters were used
• Develop effective disposal channels for our leather leftovers. for an upcycled couch used in Chloé’s showroom deco-
ration as pictured.
We successfully exceeded these targets, achieving a 26%
reduction from the previous year’s baseline. To accom- DONATION
plish these objectives, we formed a quarterly task force • 3,851 meters of fabric have been donated to three
2
committee comprising members from Operations, Merchan- schools and to the NGO Ara Lumiere. Please see page
dising, Finance, and Sustainability. This committee is tasked 60 for further details. “AFTER A SUCCESSFUL PILOT
with developing guidelines and monitoring the achievement LAUNCHED IN 2023 BETWEEN
RESALE
of these KPIs. NONA SOURCE AND CHLOÉ, OUR
• 0,649 meters of textiles sold to Nona Source, following
1 COLLABORATIVE EFFORTS CONTINUE
We took the following actions: our successful pilot project led in 2023. TO PROMOTE CIRCULARITY,
INTERNAL REUSE RECYCLING BY REPURPOSING A SECOND STOCK
OF EXCEPTIONAL LEFTOVER MATERIALS
We have a sample book available for all design teams to Only for branded materials (e.g. prints) we partnered with
promote the reuse of materials. different waste suppliers to recycle materials following both OF THE MAISON CHLOÉ.”
• Fabric leftovers open and closed loops: Marie Falguera
– 9,215 meters have been reused for products in last year’s • 13,935 meters were ground down and used in other Co-Founder Nona Source
collections industries, to produce insulation for instance (open-loop

– 11,457 meters have been reused for different projects, recycling). Launched in 2021, Nona Source is the platform for overstock fabrics
for example, 1,955 meters used by our Boutiques to • 3,705 meters were shredded and are being used in trials
and leathers from the most exclusive Maisons de Couture.
realize Furoshiki Christmas wrapping or internal reusing to produce new fabrics (closed-loop recycling).

CARBON
REMOVAL STRATEGY ACHIEVED
TARGET: IMPLEMENT THREE PROJECTS OFFERING BIODIVERSITY BENEFITS THAT ALIGN WITH OUR CARBON REMOVAL STRATEGY
Reducing our carbon footprint throughout our supply chain is our top priority. However, despite their known
limitations, carbon removal programs remain necessary to balance our remaining carbon footprint. In order Carbon removal is the process of capturing carbon dioxide from the
to go beyond offsetting, we have revised our climate strategy to include a more comprehensive carbon atmosphere and harmlessly sequestering it in carbon sinks, including
removal program. geological, terrestrial or ocean reservoirs.
Carbon insetting is the process of investing directly in the decarboniza-

We finance 2 categories of carbon projects:
tion of a value chain. Chloé focuses primarily within its supply chain,
•
Carbon Dioxide Removal (CDR), natural (reforestation) or innovative technological pilot (DAC+S)
to help suppliers reducing their CO2e emissions. An example of this
•
Insetting projects with value chain mitigation
could be helping them transition to renewable energy. These initiatives
improve our suppliers’ carbon footprint and benefit the industry as a
Below, you can discover our projects within our 2023 portfolio. We currently support seven projects offering whole.
biodiversity co-benefits, with short-, medium- and long-term carbon contribution solutions.
Carbon Dioxide Removal (CDR) - natural Carbon Dioxide Removal (CDR) - innovative
PROJECT: PROJECT: PROJECT:

Carbon removal and avoidance with Reforestation with biodiversity Direct air capture
biodiversity co-benefits co-benefits and storage (DAC+S)
LOCATION: LOCATION: LOCATION:

France France Iceland
PARTNER: PARTNER: PARTNER:

Agoterra CNPF Climeworks
SCOPE: SCOPE: SCOPE:

5 farms where Chloé is helping to 2 forest area which represent 9.18 210 tCO2e within 9 years
finance more sustainable farming hectares and with 9 species of trees A 9-year agreement
practices planted per forest.
1,993 tCO2e avoided within 5 years 2,019 tCO2e sequestered within CERTIFICATION:
A 5-year agreement. 30 years Puro.earth
An 8-year agreement
CERTIFICATION:
Label bas carbone CERTIFICATION:
Label bas carbone CHLOÉ MISSION REPORT 2023 44
CONCLUSION
THIS SECTION HIGHLIGHTS

THE COMMENTS
AND SUGGESTIONS
OF THE MISSION COMMITTEE
AFTER THEIR REVIEW
OF THE REPORT

MISSION COMMITTEE
EVALUATION
STATUTORY OBJECTIVES MISSION COMMITTEE EVALUATION
Chloé’s effort to create an inclusive culture that empowers employees as change leaders is
1. Empower our collaborators to be agents of change fundamental to reach the other objectives, improve client interactions and strengthen the brand’s
core identity. Over the next two years, we aim to strengthen our operational training objectives.
Chloé’s commitment to meeting key KPIs for lower-impact products and the value chain is evident
2. Creating desirable & lasting products
in their significant carbon footprint reductions and major changes in production practices.
with lower environmental impact
Now, Chloé must define its goals for 2030.
Chloé’s advancements in supply chain transparency and equity, particularly through the Digital
3. Drive a transparent, traceable and fair supply chain ID and Social Sourcing Contracts, mark significant progress in addressing complex social and
environmental challenges.
Chloé fulfilled its commitment by allocating 0.4% of sales to gender equality programs and
4. Promote gender equality within the business and beyond, renewing its partnership with UNICEF. The focus now should be on actively involving employees
including through education and economic inclusion in these efforts to enhance their integration and awareness of gender equality issues within the
company culture.
“BEING A MISSION-DRIVEN COMPANY MEANS RETHINKING HOW WE OPERATE TO BECOME MORE EFFICIENT
AND RESOURCEFUL, REDUCING OUR ENVIRONMENTAL IMPACTS NOT JUST BECAUSE IT’S THE RIGHT THING TO DO,
BUT BECAUSE IT’S STRATEGIC AND VITAL TO OUR LONG-TERM BUSINESS SUCCESS.”
Yves Cauchon
Chief Operating Officer, Chloé

MISSION COMMITTEE
CONCLUSION
In this year’s review of the Mission Committee’s report, we evaluated Chloé’s statutory While Chloé has achieved or overachieved most of its 2023 objectives, we noted inno-
objectives in its first year as a mission-driven company. Our review spanned the compa- vative areas needing enhanced focus, such as the deployment of the Digital ID across
ny’s establishment of necessary processes to define and oversee its social and environ- Leather Goods & Shoes and an increase of participation in the S P&L program. These are
mental goals, reflecting a strong commitment to its foundational mission. critical to fulfilling the company’s stated mission objectives completely by 2025.
For Objective 1, we commend Chloé’s initiative in fostering an inclusive culture where In conclusion, we commend Chloé’s achievements over the past year and the goals set for
employees are empowered as leaders of change. This transformation is evident across all the next two years. We acknowledge the team’s dedication to the new B Corp assessment
client interactions, underpinned by investments in training and volunteering opportunities. in recent months and look forward to the conclusion of this process to review Chloé’s
Moving forward, we anticipate these initiatives to expand further, enhancing employee progress.
engagement and strengthening client relationships, thereby bolstering brand loyalty.
We are delighted to welcome a new member in June 2024: Niki Schilling, Chief Impact
For Objective 2, noteworthy efforts in raw materials and transportation modeling have Officer at Rituals. Niki’s extensive experience in transformation will be essential to help
reduced the carbon footprint, with Chloé reaching its carbon reduction targets two years Chloé set ambitious targets for 2030. We look forward to pursuing this journey of
ahead of schedule. The brand’s initiative in adopting circularity principles exemplifies its continuous improvement with her.
dedication to redefining its standard business practices.
For Objective 3, the assessment of Chloé’s KPIs illustrates measurable improvements in THE MISSION COMMITTEE
its supply chain, underscored by the successful deployment of the Digital ID and the
introduction of Social Sourcing Contracts.
For Objective 4, Chloé’s commitment to gender equality is supported by the data indi-
cating that 71% of management roles are held by women. This achievement sets a signif-
icant precedent for leadership representation in the luxury industry. We look forward
to seeing how Chloé’s partnerships focused on gender equality evolve, furthering their
impact within and beyond the organization.

ANNEX
THE ANNEX PROVIDES

ADDITIONAL INFORMATION
ON SPECIFIC SECTIONS
REFERENCED IN THE REPORT

PWC OTI REPORT
Chloé
5/7 avenue Percier
75008 Paris, France
This is a free translation into English of the Statutory Auditor’s report issued in French and is provided
solely for the convenience of English speaking readers. This report should be read in conjunction with,
and construed in accordance with, French law and professional standards applicable in France.
To the Shareholders,
CHLOÉ In our capacity as Statutory Auditor of Chloé, appointed as an independent third party (the “third
party”), certified by Cofrac under number 3-1862 whose scope is available at www.cofrac.fr), we
Report by the Statutory Auditor, appointed as an independent third party, conducted our work in order to provide a report expressing a limited assurance conclusion on the
on the implementation of social and environmental objectives historical information relating to the implementation of the social and environmental objectives that your
entity has set for the scope resulting from its status as a mission-driven company (société à mission), as
For the period from 1 April 2023 to 31 March 2024 presented in the Mission Committee’s report and relating to the period from 1 April 2023 to 31 March
2024, attached to the management report pursuant to the provisions of Article L. 210-10 of the French
Commercial Code (Code de commerce).
Conclusion
For the statutory objective: “To give everyone the opportunity and tools to be agents of change”, Chloé
has incorporated sustainability indicators into its employee performance plans. These criteria have yet
not been rolled out to all employees.
For the statutory objective “Drive a transparent, traceable and fair supply chain”, Chloé has set the
objective of rolling out a digital passport for all its Ready-to-Wear products and for some of its bags,
shoes and small leather goods. For technical reasons, the objective relating to bags, shoes and small
leather goods could not be met.
As a result of the above, we were not able to gather sufficient and adequate information to reach a
conclusion on the entity’s compliance with the social and environmental objectives, “To give everyone
the opportunity and tools to be agents of change” and “To drive a transparent, traceable and fair
supply chain”, adopted pursuant to paragraph 2 of Article L. 210-10 of the French Commercial Code
and set out in its Articles of Association, which Chloé has committed to pursuing, in keeping with its
corporate purpose (raison d’être) and its business activity.
In addition, based on the procedures we have performed, as described in the “Nature and scope of
our work” section, and the information we have obtained, for each of the other social and environ-
mental objectives within the scope of the entity’s status as a mission-driven company and at the end of
the period covered by our work, nothing has come to our attention that calls into question:
- the fact that the entity has achieved the operational objectives set and that underlie the aforemen-
tioned social and environmental objectives;
- the fact that the entity has mobilised adequate and consistent means as regards its resources and the
action plan defined by management; and that
- consequently, Chloé complies with each of the other social and environmental objectives it has
committed to pursuing, in line with its corporate purpose and its business activity with regard to these
social and environmental issues.
Preparation of the information relating to the implementation of social and environmental objectives
The absence of a generally accepted and commonly used reference framework or established practice
on which to base the evaluation and measurement of the implementation of the social and environ-
mental objectives permits the use of different, but acceptable, measurement techniques that may affect
comparability between entities and through time.
Consequently, the information relating to the implementation of social and environmental objectives
needs to be read and understood with reference to the entity’s procedures (hereinafter the “Guide-
lines”), the key points of which are presented in the Mission Committee’s report.

PWC OTI REPORT
Limitations inherent in preparing information relating to the implementation of social and environ- Nature and scope of our work
mental objectives We planned and performed our work taking into consideration the risk of material misstatement of
the information relating to the implementation of the social and environmental objectives the entity has
The information may be subject to uncertainty inherent in the state of scientific or economic knowledge committed to pursuing within the scope of its status as a mission-driven company.
and the quality of external data used. Some of the information presented is sensitive to methodological We consider that the procedures we performed, based on our professional judgement, allowed us to
choices, assumptions and/or estimates made in its preparation. provide a limited assurance conclusion.
We obtained an understanding of the entity’s business activities within the scope of its status as a
The entity’s responsibility mission-driven company, the formulation of its corporate purpose and its social and environmental
Management is responsible for: challenges.
- setting up a Mission Committee responsible for drawing up an annual report in accordance with the
provisions of Article L. 210-10 of the French Commercial Code; Our work focused on:
- selecting or setting suitable criteria and procedures in order to prepare the entity’s Guidelines; - the overall consistency of the entity’s corporate purpose and the social and environmental objectives
- developing, implementing and overseeing internal control procedures regarding the preparation of adopted pursuant to paragraph 2 of Article L. 210-10 of the French Commercial Code and set out in
the Mission Committee’s report, and implementing the internal control procedures it deems necessary its Articles of Association, on the one hand; and
for the preparation of information relating to the implementation of social and environmental objec- - the implementation of these objectives on the other hand.
tives that is free from material misstatement, whether due to fraud or error;
- preparing information relating to the implementation of social and environmental objectives in accord- With regard to the overall consistency of the entity’s corporate purpose and social and environmental
ance with the Guidelines, and making this information available to the Mission Committee. objectives, we assessed this in light of its business activities and the operational objectives it has set:
It is the responsibility of the Mission Committee to draw up its report on the basis of the information
provided by the entity on the implementation of its social and environmental objectives, and to carry - Consistency of the corporate purpose and social and environmental objectives with the entity’s
out any verifications it deems appropriate. business activities
• We conducted interviews to assess the commitment of Management and members of the enti-
This report is attached to the Chairman’s management report. ty’s governance with regard to the expectations of the main internal and external stakeholders
concerned by the entity’s business activities.
Responsibility of the Statutory Auditor, appointed as an independent third party • We assessed the processes set up in order to structure and document this approach, based on:
Pursuant to the provisions of Article R. 210-21 of the French Commercial Code, it is our responsibility, o the information available within the entity (e.g., materiality analysis);
on the basis of our work, to provide a report expressing a limited assurance conclusion on the entity’s o the mission-driven company roadmap and the most recent Mission Committee report, drawn
compliance with the social and environmental objectives it has set within the scope of its status as a up since the latest audit;
mission-driven company. o where applicable, its publications (e.g., impact report, website).
As we are engaged to form an independent conclusion on the information related to the implementa- • We assessed whether the social and environmental objectives are consistent with the entity’s corporate
tion of social and environmental objectives, we are not permitted to be involved in the preparation of purpose, if they can be considered as drivers for achieving it, or commitments on how to achieve it.
the information, as doing so may compromise our independence. • We assessed whether the entity’s corporate purpose and its social and environmental objectives:
o are explicitly stated, enabling a reader unfamiliar with the company to identify its business
Regulatory provisions and applicable French professional standards activities;
The work described below was performed in accordance with the provisions of Article R. 210-21 of the o help us to understand the company’s contribution to society and whether it is able to manage
French Commercial Code, with the professional guidance of the French Institute of Statutory Auditors and act upon its social and environmental challenges;
(Compagnie nationale des commissaires aux comptes – CNCC) applicable to such engagements, in o are specific to the company, compared with those of other mission-driven companies in the
particular, the CNCC technical opinion – Statutory Auditor engagement – Independent third party same industry;
engagement – Mission-driven companies, serving as the verification programme. o are aligned with the entity’s business model; in particular, we verified that the entity’s revenue is
not separated from its corporate purpose and the social and environmental objectives adopted,
Independence and quality control and that changes in revenue are not potentially unrelated, or even partially contradictory, to its
Our independence is defined by the provisions of Article L. 822-28 of the French Commercial Code corporate purpose and the social and environmental objectives adopted;
and the French Code of Ethics (Code de déontologie) of our profession. In addition, we have imple- o are expressed using precise terminology consistent with the company’s business activities and
mented a system of quality control including documented policies and procedures to ensure compli- not just generic terms such as “sustainable” or “responsible”.
ance with applicable legal and regulatory requirements, the ethical requirements, and the French
professional standards for Statutory Auditors applicable to such engagements. - Consistency and formulation of the company’s corporate purpose and social and environmental
objectives with regard to its operational objectives
Means and resources
Our work was carried out by a team of five people between April and June, and took a total of eight
weeks.
We were assisted in our work by our specialists in sustainable development and corporate social
responsibility. In particular, we conducted 27 interviews with the people responsible for preparing the
historical information related to the implementation of social and environmental objectives, representing
in particular the Human Resources and Responsible Sourcing Departments.

PWC OTI REPORT
We assessed whether: oa ssessed the overall consistency of the Mission Committee’s report(s) based on our knowl-
• the operational objectives contribute to and are essential to compliance with the social or environ- edge of the entity and the scope resulting from its status as a mission-driven company.
mental objective and/or the corresponding commitment; - Assessment of any failure to comply with one or more of the social and environmental objectives.
• the achievement of the operational objectives will provide evidence of compliance with the social
or environmental objective and/or the corresponding commitment; We examined the reasons why one or more of the social and environmental objectives were not met,
• the operational objectives are verifiable and the measures adopted are consistent with them. as set out in the Mission Committee’s report. Taking into account the context of the entity, we assessed
whether these reasons are linked to exceptional circumstances that are external to the entity, which
Taking into account the entity’s business activities, we therefore assessed the consistency between: could not be anticipated at the time the operational objectives were defined.
- the information collected;
- the corporate purpose; and The procedures performed for a limited assurance engagement are less extensive than those required
- the social and environmental objectives set out in the Articles of Association. for a reasonable assurance engagement carried out in accordance with professional standards appli-
cable in France; a higher level of assurance would have required us to carry out more extensive
With regard to the implementation of social and environmental objectives, we verified the existence of procedures.
operational objectives and key indicators for monitoring and measuring their achievement by the entity
at the end of the period covered by the audit; we assessed whether the entity has mobilised adequate
and consistent means as regards its resources and the defined action plan; and whether the operational
objectives are in line with the expected results of the pathways defined by the entity within the scope of Neuilly-sur-Seine, 28 June 2024
its status as a mission-driven company, as described in the Mission Committee’s report, and whether they
have been achieved.
To this end, we performed the following procedures: One of the Statutory Auditors
- Collection of information PricewaterhouseCoopers Audit
• we examined the documentation prepared by the entity to report on the performance of its
mission, in particular the provisions specifying the operational objectives and the related moni-
toring procedures, as well as the Mission Committee’s report; Amélie Wattel Anne Parenty
• we held discussions with the Mission Committee concerning its assessment of the implementation Partner Sustainable Development Partner
of the social and environmental objectives and, where appropriate, with the stakeholders for
the objectives relevant to them. Additionally, we reviewed the analysis presented in the Mission
Committee’s report, the results achieved upon completion of the operational objectives in relation
to their defined pathways, in order to assess compliance with the social and environmental objec-
tives. We also noted the way in which the Mission Committee reported on these results;
- Analysis of means and resources used
• we interviewed the entity’s governing body to assess the financial and non-financial resources
deployed to ensure compliance with the social and environmental objectives,
• in light of business trends over the period, we assessed the adequacy of the means and resources used
and those specifically aimed at achieving the operational objectives in relation to their pathways;
- Assessment of the fairness of the performance indicators
• we verified that the Mission Committee’s report includes performance indicators that are consistent
with the operational objectives set out, where applicable, and that enable the achievement of the
operational objectives and progress towards the achievement of the defined pathways;
• we assessed the fairness of all these indicators and, in particular, we:
o assessed the appropriateness of the entity’s Guidelines with respect to their relevance,
completeness, reliability, objectivity and understandability,
o verified that the indicators cover the entire scope resulting from the entity’s status as a mission-
driven company,
o familiarised ourselves with the internal control procedures put in place by the entity and
assessed the data collection process to ensure the fairness of these indicators,
o implemented controls and analytical procedures to verify the proper consolidation of the data
collected and the consistency of any changes in those data,
o implemented tests of details, using sampling techniques or other methods of selection, in order
to verify the proper application of the definitions and procedures and reconcile the data with
the supporting documents. Where necessary, this work was carried out by verifying data at
the entity’s head office and covered between 20% and 100% of the data used to calculate
the indicators,

GLOSSARY AND ABBREVIATIONS
DEFINITION
Active supplier Supplier producing for Chloé during financial year 2024.
Branded Packaging All packaging branded with the Chloé logo, primary packaging e.g. shoe boxes, and secondary packaging e.g shopping bags.
Circular economy An economic system whereby the value of products, materials and other resources in the economy is maintained for as long as possible, enhancing their efficient use in
production and consumption, thereby reducing the environmental impact of their use, minimizing waste and the release of hazardous substances at all stages of their life
cycle, including through the application of the waste hierarchy. (source: ESRS E5 Resource use and circular economy)
Circular Products Products made of a minimum of 50% of recycled or recovered materials (ex. fabric or leather scraps)
Circularity Services Services aimed at extending the life of a product or its usage, such as repair, rental, resale or remake.
Community impact Sustained community impact in primary markets and sourcing backyards; NGO donations efforts; employee involvement and volunteering in communities.
Digital ID A digital passport for individual products that includes information on its origins, supply chain history, sustainability of its production, authenticity, services and brand, all
made available to customers through scanning a QR code or NFC chip inside the product.
Ecosystem services Ecosystem services define the benefits that functioning ecosystems and natural resources provide to human development and well-being. These services can be categorized
as either provisioning, supporting, regulating or cultural services.
Fully traceable A fully traceable raw material has a full known supply chain that is auditable, verifiable, and constant during the production of an article. For each step of the supply chain,
we require the names, addresses and precise regions (province, county, country) of the suppliers involved, including those of subcontractors.
Industrial Packaging All our primary packaging, branded or not, to protect, store and sell the product (hangers, polybags, tissue paper).
Leather Working Group A global multi-stakeholder community committed to building a sustainable future with responsible leather. They are a not-for-profit that drives best practices and positive
social and environmental change for responsible leather production.
Life Cycle Assessment Act of measuring the environmental impact of a product or service throughout its life cycle, from the resources used to create the product or service, across its use by the
user, to its final end-of-life destination. In the case of Chloé Vertical, life cycle analyses have been made from field to thread for wool, linen and silk, and from breeding to
tanning for leather.
Lower Impact Material Lower Impact materials are materials that have reduced impact on carbon footprint, water consumption, biodiversity loss and/or animal welfare (based on scientific studies)
compared with their conventional equivalent. The full list and guidelines of what Chloé considers to be lower impact materials have been developed in cooperation with
external experts and supported by Life Cycle Assessments (LCA). The list is updated and available on chloe.com
Organic Material Organic Material is defined as material sourced from agricultural processes that adhere to organic standards. It must be certified by standards such as GOTS or OCS100,
both of which are recognized by Chloé.
Point of Sales Materials (POSM) Point of Sales Materials include gifts, visual merchandising tools and uniforms for our retail teams

DEFINITION
Purpose-Driven Company / A 'société à mission' (purpose-driven company) is a French legal framework (PACTE Law) for companies that want to address the social and environmental challenges of
Société à Mission the 21st century into their business models. The PACTE law (Action Plan for Business Growth and Transformation) was passed in May 2019.
Rank Rank obtained by a supplier after independent social audit (SMETA 2P, 4P or Richemont referential) and Non-conformity remediation or action plan review, from A to D,
A being the best.
Recycled Material Recycled Material refers to material that contains at least 50% of material that has been recovered or diverted from non-hazardous waste. The material must be certified
under a standard such as GRS or RCS 100, both of which are acknowledged by Chloé.
Reference / REF The generic code of an article, without the size and the color. Ex: CHC24A04E08
Science-Based Targets (SBT) Science-Based Targets (SBT) provide a clearly-defined pathway for companies to reduce greenhouse gas (GHG) emissions, helping prevent the worst impacts of climate
change and future-proof business growth. Launched in 2015, the Science-Based Targets Initiative (SBTi) is a partnership between CDP, the United Nations Global Compact,
World Resources Institute (WRI) and the World Wide Fund for Nature (WWF).
Science-Based Targets The Science Based Targets for Nature (SBTN) network is a collaboration of leading global non-profits and mission-driven organizations working together to equip com-
for Nature (SBTN) panies as well as cities with the guidance to set science-based targets for all of Earth’s systems. They help them define a clear pathway to ensure they are doing enough
across their value chain to address their impacts and dependencies on nature.
Scope 1 Scope 1 covers all the emissions that were directly induced by the company, such as company-owned car emissions.
Scope 2 Scope 2 covers indirect emissions related to energy purchases. The GHG protocol enables businesses to quantify their purchases of renewable energies according to
a location-based method (based on the country’s energy mix) or a market-based one (based on the renewable energies’ origin).
Scope 3 Scope 3 involves both upstream activities such as raw materials purchases, product manufacturing, business travel and downstream activities such as downstream transport.
SKUS The unique code given to an article Ex: CHC24A04E0810136W

Note: the last 3 digits (36W) correspond to the size, and the 3 before that correspond to the color (101)
Statutory objectives Long-term social and environmental goals included in a 'société à mission' by Laws and which contribute to the company's statutory Purpose.
Tier 1 Finished good supplier/manufacturer
Tier 2 Semi-finished good supplier/manufacturer (embroiderers for example) excluding Tier 1 subcontractors
Tier 3 Material processing suppliers (Textile, Leather, Metal parts)
Tier 4 Raw material supplier (fibers, skins, metal) and spinners (yarns)

ABBREVIATION
CO2e Carbon dioxide equivalents

tCO2e Tons of carbon dioxide equivalents
LCA Life Cycle Assessment
SBT Science-Based Targets
SBTN Science-Based Targets for Nature
T Metric Ton which equals to 1,000 Kg
M3 Cubic meter which equals to 1,000 L
CY Calendar Year
FY Fiscal Year
LG Leather Goods
RTW Ready-To-Wear
S P&L Social Profit & Loss approach developed by Chloé
KPI Key Performance Indicator
PLM Product Life Management
WFTO World Fair Trade Organization
SMETA Sedex Members Ethical Trade Audit
PRSL Product Restricted Substance List
SCCC Supplier Chemical Compliance Commitment
COC Code of Conduct
IRF Information Request Form
24W Winter 24 collection
24S Spring 24 collection
24U Summer 24 collection
24F Fall 24 collection

MATERIALITY ASSESSMENT
Conducting a materiality assessment is
High
Animal welfare
Circular economy Human rights
& protected species a way to proactively engage with internal
Climate, emissions Social impact and external stakeholders and gather
Biodiversity
& energy (& community support)
insights to determine priority areas for
Water stewardship
Customer expectations Transparency future actions. In the spirit of continuous
(on sustainability) & traceability
improvement, our second Materiality
DEI
Waste management
(with focus on gender) Assessment was conducted in 2023.
IMPACT ON ENVIRONMENT OR PEOPLE
It aimed to strengthen the methodology

around the double materiality principle and
Governance Stakeholder Data privacy
& compliance engagement & cybersecurity
to involve internal and external stakeholders.
Hazardous Product innovation

Talent & people
chemicals & quality This assessment is an essential tool as
Health, safety we refine our ESG reporting framework
& well-being
and evolve towards a focused perfor-
Pollution mance-driven ESG strategy structured
around material priorities. We will continue
to monitor sustainability reporting require-
ments, to advance our future materiality
assessments. More details on our materi-
Non-material topics
ality assessment can be found here.
- Conflict minerals
- Sustainable finance
Our most relevant materials topics have
been addressed through our statutory
objectives and KPIs. However some mate-
rials topics are reflected in other KPI part
Low
of our extensive sustainability strategy.

Low IMPACT ON BUSINESS High
Significant increase in impact on people or environment expected Bubble size: Relevance to external/internal stakeholders
Significant increase in impact on business expected
Significant increase in impact on people or environment and on business expected
Horizontal topics People Supply Chain Impact on the planet Communities CHLOÉ MISSION REPORT 2023 53
METHODOLOGY
FOR WATER USE
REPORTING PERIOD, FREQUENCY WATER ASSESSMENT
The reporting cycle is annual, following the calendar year. Chloé’s water use disclosed For water-impact related indicators, Chloé follows the EP&L framework.
in the Report covers the period from January 2023 to December 2023.
Water use is a sum of all volumes of water collected according to the type of withdrawal,
Our Maison has been measuring its water use since 2019. expressed in m3, over the year.
OBJECTIVES FOR 2025 AND BASELINE SCOPE
All the targets in this report have been set using 2019 as a reference year, which Chloé Chloé’s operations cover four product categories – Ready-To-Wear, Leather Goods, Shoes
continues to use as a baseline. and Fashion Accessories – operated by two brands, Chloé and See by Chloé.
2023 data is provided along with historical data from 2019 onwards, for comparison. 1.2 Vertical scope
Some water use data reported in prior years may be restated to reflect 2023 data, Chloé measures its water use across its operations (Regional offices, Headquarters,
as explained further below in the Restatement section. Boutiques and Warehouses) and throughout the extraction of raw materials and the manu-
facture of its products.
To summarize, Chloé compares its 2023 water use impact to 2019 as a baseline year,
as well as to our 2021 and 2022 restated water use impact. 1.3 Exclusion
Products managed under licenses (Fragrance, Eyewear, Children’s wear and See by Chloé
Objective: Shoes – produced by our licensing partners), are not produced by Chloé supply chain and
•
Reduction of 25% of our overall water use in production (raw materials and manufac- as such are not included in Chloé’s water assessment.
turing), versus 2019.

METHODOLOGY
FOR WATER USE
CALCULATION METHOD RESTATEMENT
2.1 General principles Changes in methodology or improved data accuracy: Historical data may differ from
Water use (m3) = Activity Data (unit) x impact Factor (m3/unit) previous reports due to the availability of more accurate data, improvements in data
reporting or changes in methodology. Restatements of historical data, including base year
2.2 Methodology adjustments, might be required in order to obtain meaningful comparisons and evaluate
The calculation we have in place to determine the water use is broken down into three target achievements. All these variations will be evaluated on an individual basis. As a
aspects: reference, when these changes induce variations larger than 5%, data will be restated for
•
Infrastructures: using primary data from our own sites. all previous years up to the 2019 base year. Restatement of data during data collection
•
Raw materials: using water impact factors per raw material produced. phase: Historical data may also need to be restated due to certain reporting inaccuracies
•
Manufacturing: using an average water use per unit for each product line. (human error, data unavailability, system development, etc.). Restated data is clearly
identified in the Mission Report.
2.3 Impact factors
The impact factors are sourced form EP&L databases and cover the two aspects listed in
section 2.2. Chloé uses the database 2018.

METHODOLOGY
FOR CARBON FOOTPRINT ASSESSMENT
REPORTING PERIOD, FREQUENCY CARBON FOOTPRINT ASSESSMENT
The reporting cycle is annual, following the calendar year. Chloé’s carbon footprint For carbon emission-related indicators, Chloé follows the Greenhouse Gas Protocol (GHG
disclosed in the Report covers the period from January 2023 to December 2023. Protocol) Corporate Standard, in compliance with the ISO 14069 standards. A carbon
footprint is an evaluation of the quantity of greenhouse gases (carbon dioxide, i.e. CO2,
Our Maison has been measuring its carbon footprint since 2019. methane, i.e. CH4, nitrous oxide, i.e. N2O, hydrofluorocarbons, i.e. HFCs, Sulphur hexaflu-
oride, i.e. SF6, Nitrogen trifluoride, i.e. NF3), emitted (expressed in CO2 equivalent, i.e.
CO2e) over the year by a company’s activities.
OBJECTIVES FOR 2025 AND BASELINE SCOPE

1.1 Horizontal scope
All the targets in this report have been set using 2019 as a reference year, which Chloé Chloé’s operations cover four product categories – Ready-To-Wear, Leather Goods, Shoes
continues to use as a baseline. and Fashion Accessories – operated by two brands, Chloé and See by Chloé.
2023 data is provided along with historical data from 2019 onwards, for comparison. 1.2 Vertical scope
Some carbon emissions data reported on prior years may be restated to reflect 2023 data, Chloé measures the carbon footprint of its operations (horizontal scope) throughout the
as explained further below in the Restatement section. entire value chain.
To summarize, Chloé compares its 2023 carbon footprint to 2019 as a baseline year, 1.3 Scopes
as well as to our 2021 and 2022 restated carbon footprints. These emissions are split into 3 Scopes and 18 categories. At Chloé, we measure and
publish our impact on all Scopes.
Objectives:
• Reduction of 25% of our carbon emissions on Scopes 1 & 2, in absolute terms, versus 1.4 Exclusion
2019 (in line with Richemont SBTi trajectory). Products managed under licenses (Fragrance, Eyewear, Children’s wear and See by Chloé
• Reduction of 30% of our global carbon emissions across all Scopes, per product, versus Shoes – produced by our licensing partners) are not produced by Chloé supply chain and
2019. as such are not included in Chloé’s carbon assessment.

METHODOLOGY
FOR CARBON FOOTPRINT ASSESSMENT
CALCULATION METHOD RESTATEMENT

2.1 General principles
Carbon footprint (tCO2e)= Activity Data (unit) x Emissions Factor (tCO2e/unit) (Source: Link) Changes in methodology or improved data accuracy: Historical data may differ from
previous reports due to the availability of more accurate data, improvements in data
2.2 Emission factors reporting or changes in methodology. Restatements of historical data, including base year
Chloé applies emission factors taken from several databases: ADEME’s, Ecoinvent’s and adjustments, might be required in order to obtain meaningful comparisons and evaluate
other internationally recognized databases. target achievements. All these variations will be evaluated on an individual basis. As a
reference, when these changes induce variations larger than 5%, data will be restated for
all previous years up to the 2019 base year. For example, since 2022, we have extended
the scope of our carbon footprint assessment to include the Fashion Accessories product
category, e-commerce freight, use of sold product (category 11 of the GHG Protocol) and
end-of-life treatment of sold products (category 12 of the GHG Protocol). As a result, we
restated the 2019 baseline disclosures with these new categories.
Restatement of data during data collection phase: Historical data may also need to be
restated due to certain reporting inaccuracies (human error, data unavailability, system
development, etc.). Restated data is clearly identified in the Mission Report.

METHODOLOGY
FOR RESPONSIBLE SOURCING KPIS
SET UP THE KPIS SET UP THE RULES
Responsible Sourcing KPIs are set on an annual basis. For example, 65% of products with The Sustainability team sets guidelines, rules and policies to determine for each raw material
lower impact main materials in Chloé Ready-to-wear offer in 2023. and product (across all categories) whether they meet the requirements to be considered
as Lower Impact, Fully Traceable or Social Sourcing.
Title Version Published Link Guidelines and rules are discussed and set in collaboration with external experts, Richemont
teams and the Mission Committee.
KPIs online in Impact Report 2021 2021 Mid 2022 Here
100% of collaborators have access to a Sustainability Training Path, with compulsory
trainings for Product Teams on Responsible Sourcing and eco-design from which 90% of
KPIs online in Impact Report 2022 2022 Mid 2023 Here full time employees have participated in the training session.
The KPIs are approved by the Mission Committee annually and are published on chloe.com. Related documentation:
Title Versions Published Link
Sustainability Strategy -
3.0 April 23 Here
Guidelines for sourcing

METHODOLOGY
RESPONSIBLE SOURCING RULES
LOWER IMPACT MATERIALS AND PRODUCTS FULLY TRACEABLE MATERIALS AND PRODUCTS
Lower Impact Materials are materials that have reduced impact on carbon footprint, water A fully traceable raw material has a full known supply chain which is auditable, verifiable,
use, biodiversity loss and/or animal welfare (based on scientific studies) compared with and constant during the manufacturing of a product. For each step of the supply chain,
their conventional equivalent. The full list and guidelines of what Chloé considers to be we require the names, addresses and precise regions (province, county, country) of the
lower impact materials have been developed in cooperation with external experts and suppliers involved, including those of their direct subcontractors.
supported by Life Cycle Assessments (LCA). The list, currently in its third version, is updated
annually and available at chloe.com A Ready-To-Wear or Leather Goods product is considered fully traceable if its main material
is made from a fully traceable raw material.
• Ready-To-Wear or Leather Good product is considered as lower impact if its main
A
material (above 80% of the product weight) is lower impact.
•
Shoes are composed of two parts: A = upper/lining & B = sole, which can both be
considered lower impact. A shoe is considered lower impact if A or B is lower impact
and if its weight is more than 50% of total shoe weight.

METHODOLOGY
FAIR TRADE & SOCIAL SOURCING PRODUCTS Please note that these pre-requisites are cumulative.
Fair Trade & Social Sourcing products are manufactured by a T1 supplier falling into one Social entities: social entities designate a set of structures organized in the form of compa-
of the 3 following categories: nies, cooperatives, mutual, associations or foundations that place people at the center of
their activity and whose social impact is a prerogative in their mission. They can reinvest
Fair Trade: entities that have been audited and verified by the World Fair Trade Organi- part of their profit for the benefit of social projects but can also be nonprofit organizations
zation, guaranteeing fair social practices and low environmental footprint. and their governance must be democratic and participatory.
•A
least 90% of the product (weight) should be manufactured by a WFTO-verified supplier
to be qualified as Fair Trade. 1- Criteria to qualify:

a. Support to marginalized communities (mini 30% in the context of a manufacturing unit)
Social Sourcing Framework signatories are suppliers that are identified in our existing panel b. Positive social impact for the community they focus on and for society
as having social practices above the requirements and matching certain pre-requisites, c. Reinvestment of the results to social projects and/or environmental projects internally
allowing them to enter Chloé’s Social Sourcing Framework, which is further detailed below. and/or externally or having a development fund/trust
Social Sourcing Framework Pre-requisites are: d. Democratic and participatory governance
•
A or B result in Social SMETA audits e. The social entity has the same commitments in terms of quality as other suppliers of Chloé
•
Assessment on S P&L Tool with global scoring over 3/5 – a and b should be cumulative.
•The assessment of their remuneration levels by a third party (Fair Wage Network) with
positive result
•Existing business relationship with Chloé over 2 years

R AW M AT E R I A L S L E AT H E R ANIMAL/PLANT FIBERS S Y N T H E T I C FIBERS OTHER
EXTRACTION Animal rearing Farming Polymerization Raw material

production (1)
Spinning Extrusion
PROCESSING
Tanning, Dyeing, weaving,

dyeing, finishing knitting
M A N U FA C T U R I N G
SEMI-FINISHED CUTTING
Embroidery, Metal Packaging
PRODUCTS LEFTOVER
cutting parts materials
PRODUCTION
OVERVIEW A S S E M B LY
Finishing
& assembly
OF CHLOÉ VALUE STORAGE &

DISTRIBUTION
CHAIN 2023
Central warehouse
Regional warehouse
E-commerce Wholesale partners Boutiques (2) Reverse logistics
PRODUCT LIFE
Resale, Customer
End-of-life
Donation use
OTHER
Fashion Business travel, Media Headquarters

shows Employee commuting Offices (2)
(1)
Raw material production includes packaging and trims.
(2)
Chloé’s own operations. CHLOÉ MISSION REPORT 2023 61
FAIR TRADE
& SOCIAL IMPACT SUPPLIERS
LIST OF CHLOÉ’S SUPPLIERS – FAIR TRADE & SOCIAL ENTREPRISES
AKANJO LA FABRIQUE NOMADE

Akanjo is a manufacturer located in Madagascar that puts equal pay, employees’ health Founded in 2016, La Fabrique Nomade is a non-profit dedicated to the professional
and well-being at the core of its priorities. A long-standing partner of Chloé for 15 years, integration of migrants and refugee artisans in France. It advocates for a new model
Akanjo is also committed to training and promoting craftsmanship. of integration, which considers the individuals’ goals and identifies their skillsets to help
advance their professional aspirations.
MADE FOR A WOMAN
Founded in 2019, Made For A Woman is a Madagascar-based social enterprise whose MARIE HÉLÈNE COUTURE
aim is to give a better life to women artisans through the traditional art of weaving. Over Marie Hélène Couture, a long-standing partner of Chloé, excels in the specialized technique
350 women are employed, most of whom come from vulnerable backgrounds. They are of couture ‘flou’, based in Morlas, France. Its expertise aligns with the rigorous standards
provided with a fair and equitable living wage, as well as opportunities to grow and set by the ‘métiers de la mode, vêtement flou’ certification, ensuring a high level of profes-
empower themselves through a wide range of social responsibility projects. sional aptitude in this delicate and skilled art form.
MANOS DEL URUGUAY CHIZÉ

Manos del Uruguay is a not-for-profit organization. Since 1968, Manos supports the work Chizé Confection, a long-standing partner of Chloé, operates as a Société Coopérative
of hundreds of artisan dyers, knitters and weavers. Honoring the legacy of Uruguayan craft, de Production (SCOP). This cooperative model stands out for its democratic governance,
Manos creates products with the highest quality and respect for our environment. Manos’ mandating that employee partners collectively hold a majority stake. This guarantees that
vision is that giving Uruguay’s rural women jobs is much more than providing them with an no single associate can own more than half of the capital, thus promoting a collaborative
income, it also empowers them to personally develop and gain independence, keeping and democratic work environment.
their roots and traditions close to their community and families.
MIFUKO
In Swahili “mifuko” means pocket. With fair pay and less dependence on unpredictable
farming as a source of income, Mifuko empowers its artisans in Kenya and ensures no
one is left with empty pockets.

LIST OF IN-KIND DONATIONS
NGO / SOCIAL ENTERPRISE / SCHOOL PARTNERSHIP CATEGORY DESCRIPTION IN-KIND DONATIONS
Social inclusion Humanity Diaspo provides support to vulnerable people with the main ob- Chloé donated gently used store uniforms.
jective of promoting their empowerment. This association is also committed
HUMANITY DIASPO
to the fight against hygienic and menstrual insecurity, gender violence and
student precarity.
Social inclusion MaMaMa is a French organization that distributes packages of essential Chloé donated 160 bags, 300 pairs of shoes, 2,000 pieces
MAMAMA items to at-risk mothers and babies in Ile-de-France. of RTW.
Education The Lycée de la Mode is a public institution with the label "Lycée des métiers de la Chloé donated 1,678 linear meters of leftovers fabrics.
mode" focusing on innovation and sustainable development. It is recognized
as a center of excellence for students to gain professional knowledge and
LYCÉE DE LA MODE (CHOLET)
enter careers in fashion design, pattern or model making, manufacturing,
sales and distribution, in the fields of Ready-To-Wear, Shoes and Leather
Goods.
Education Institut Français de la Mode is a higher education institution, a training center for Chloé donated 15,400 linear meters of leftover fabric.
apprentices, a provider of executive education, as well as a center of expertise
INSTITUT FRANCAIS for the textiles, fashion and luxury industries. Located in Paris, it provides, edu-
DE LA MODE (IFM)
cational programs from vocational training to doctoral level, by cross-fertilizing
design, management and know-how.
Education ESMOD Rennes is a private higher education institution located in Rennes, Chloé donated 6,189 linear meters of leftover fabric.
France. It focuses on delivering specialized education in Fashion Design
ESMOD (RENNES) and Fashion Business. It places strong emphasis on professional practice
and employability by providing its students the necessary skills to adapt
and innovate.
Women economic inclusion, Ara Lumière is a project initiated to empower acid attack and burn survivors, Chloé donated 584 linear meters of leftovers cotton fabrics.
women health and safety weaving their stories of resilience and transformation into the fabric of high
ARA LUMIÈRE couture. The project empowers women and actively contributes to survivors'
journey to self-sufficiency and healing.

LIST OF RAW MATERIALS
SUMMARY OF THE RAW MATERIALS USED IN OUR PRODUCTS IN 2023
Raw material extraction and processing is the main contributor to our carbon emissions, representing 54% of Purchased goods and services emission category (i.e. upstream emissions from production).
This explains our decisions to prioritize sourcing lower impact materials. You can see on the Graph 1, the share of lower impact materials per raw materials.
GROSS WEIGHT LOWER IMPACT GROSS WEIGHT

GROUP GROSS WEIGHT RAW MATERIALS
(IN TONS AND % OF THE TOTAL WEIGHT) BY RAW MATERIALS ATTRIBUTE(1) BY ATTRIBUTE
(IN %) (IN %)
Leather 353.2 (41.2%) Bovine 87% LWG 94%
Conventional 6%
Goat 2% LWG 77%
Conventional 23%
Lamb 11% LWG 97%
Conventional 3%
Animal fibers 42.5 (5%) Wool 67% Lower Impact 36%
Conventional 64%
Cashmere 5% Recycled 28%
Conventional 72%
Mohair 0.1% Conventional 100%
Silk 28% Organic 20%
Conventional 80%
Vegetal fibers 185.3 (21.6%) Cotton 31% Recycled 25%
Organic 4%
Conventional 71%
Linen 59% Lower Impact 100%
Jute 3% Lower Impact 100%
Hemp 1% Lower Impact 100%
Others (Ramie..) 7% Conventional 100%
(1)
Lower impact materials: see our Guidelines for Sourcing - V4 CHLOÉ MISSION REPORT 2023 64
LIST OF RAW MATERIALS
SUMMARY OF THE RAW MATERIALS USED IN OUR PRODUCTS IN 2023
GROSS WEIGHT LOWER IMPACT GROSS WEIGHT

GROUP GROSS WEIGHT RAW MATERIALS
(IN TONS AND % OF THE TOTAL WEIGHT) BY RAW MATERIALS ATTRIBUTE BY ATTRIBUTE
(IN %) (IN %)
Synthetic fibers 81.9 (9.5%) Polyester 69% Conventional 100%
Polyamide 31% Recycled 5%
Conventional 95%
Others 0.3% Conventional 100%
Manmade cellulosic fibers 2.3 (0.27%) Viscose 99% Conventional 100%
Acetate <1% Conventional 100%
Others 192.7 (22.5%) Rubber 12% Conventional 100%
Others (EVA, PU...) 79% Conventional 100%
Metal, Cork... 9% Conventional 100%
Total weight raw materials for garments in tons 857.90
Packaging(1) 287.5 (100%) Bio-based plastic content 1.4% Other certified 100%
Paper 22.3% Recycled 99%
Conventional 1%
Cardboard 56.6% Recycled 56%
Other certified 37%
Conventional 7%
Organic 90%
Cotton 19%
Conventional 10%
Iron 0.5% Conventional 100%
Total weight raw materials for packaging in tons 287.50
TOTAL GROSS WEIGHT (IN TONS) 1,145.40
(1)
Branded packaging: the scope includes both primary and secondary branded packaging CHLOÉ MISSION REPORT 2023 65

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MISSION

95,000 THE LEGACY 71%

63% WOMEN’S ADVANCEMENT.

INTRODUCTION SUPPLY CHAIN CONCLUSION

CHLOÉ MISSION REPORT 2023 3

CHLOÉ MISSION REPORT 2023 4

CHLOÉ MISSION REPORT 2023 5

301 FOLLOW THEIR DREAMS, AND

CHLOÉ MISSION REPORT 2023 6

CHLOÉ MISSION REPORT 2023 7

CHLOÉ MISSION REPORT 2023 8

LVMH x Paris Good Fashion Award

OBJECTIVE 1 OBJECTIVE 2 OBJECTIVE 3 OBJECTIVE 4

EMPOWER CREATING DESIRABLE DRIVE A TRANSPARENT, PROMOTE GENDER EQUALITY

SECTION SECTION SECTION SECTION

The Mission Committee aims to support an environment to foster innovative sustainability

Lubomila Jordanova Elisabeth Laville Claire Simier

CHLOÉ MISSION REPORT 2023 11

1. EMPOWER OUR PEOPLE TO BE AGENTS OF CHANGE

2. CREATING DESIRABLE & LASTING PRODUCTS WITH LOWER ENVIRONMENTAL IMPACT

3. DRIVE A TRANSPARENT, TRACEABLE AND FAIR SUPPLY CHAIN

CHLOÉ MISSION REPORT 2023 12

CHLOÉ MISSION REPORT 2023 13

CHLOÉ MISSION REPORT 2023 14

INTEGRATING SUSTAINABILITY INITIATIVES INCENTIVIZING EMPLOYEES

CHLOÉ MISSION REPORT 2023 15

CHLOÉ MISSION REPORT 2023 16

2021 2022 2023

CHLOÉ MISSION REPORT 2023 17

CHLOÉ MISSION REPORT 2023 18

CHLOÉ MISSION REPORT 2023 19

© Linen mesh - Enrique Vilaluenga

© Linen - Enrique Vilaluenga

Next year we aim for 86% of Chloé products to be made primarily

CHLOÉ MISSION REPORT 2023 20

CHLOÉ MISSION REPORT 2023 21

accurate and exhaustive data collection (see Graph 2). 188(3)

Leather 41.2% 5.4%

Synthetic Fibers 9.5% 2.4%

Others 22.5% 1.8%

Customers can choose from three exchange options:

CHLOÉ MISSION REPORT 2023 25

CHLOÉ MISSION REPORT 2023 26

© Linen spinning - Enrique Vilaluenga

Chloé reached 28% of social impact sourcing on Ready-To-Wear offer.

CHLOÉ MISSION REPORT 2023 29

OUR SOCIAL PRACTICES.” IN THE FASHION INDUSTRY.”

CHLOÉ MISSION REPORT 2023 30

% of manufacturing suppliers participating to the S P&L approach

CHLOÉ MISSION REPORT 2023 31

TRANSPARENCY GUIDELINES FOR OUR SUPPLIERS

CHLOÉ MISSION REPORT 2023 32

Image © Thomas Duval

78% of Chloé finished goods manufacturers are

95% of Chloé finished goods audited manufacturers

• Minimal non-compliance regarding legislative compliance

CHLOÉ MISSION REPORT 2023 33

PROMOTE GENDER EQUALITY

CHLOÉ MISSION REPORT 2023 34

AT CHLOÉ advancement, particularly for women of color in middle

• Minimal non-compliance regarding legislative compliance