2022

Sustainability
Goals & Progress
Update
September 2023

2022 Sustainability Goals & Progress Update 1

Q&A

Contents

2022 Sustainability Goals & Progress Update

From Our Leadership....................................................................................................................3

Our Sustainability Strategy.......................................................................................................6

Our Sustainability Goals for 2025 and Beyond................................................... 7

Progress Toward Our Goals.....................................................................................................8

Climate...............................................................................................................................................9

Consumption................................................................................................................................ 14

Community.................................................................................................................................... 19

Sustainability Reporting Frameworks..............................................................................24

About Our Reporting....................................................................................................................24

2022 Sustainability Goals & Progress Update 2

From
Q&A Our Leadership

Letter From Our CEO

When Levi Strauss and Jacob also license to grow, we have

Davis first added rivets to pants to meet their expectations.
to make them more durable, That means continuing to push
150 years ago, they were forward on our sustainability
responding to the needs of the programming, with our values
day. There were commercial as our guide, and operating in
needs, to be sure – they a way that serves our planet
had to produce garments and our communities, as well
people wanted to grow the as our business.
business – and there was a about overproduction and
With that in mind, I’m
consumer need for clothing that pleased to share this update overconsumption. These are
withstood the rigors of mining on our sustainability goals signposts of a broader effort
in the California hills. So they and progress from 2022. In to be better stewards of the
innovated to meet the moment, its most literal sense, this resources we use and to look
creating what came to be report documents where after our communities.
known as the Levi’s® 501® jean. we are across our three key
sustainability pillars of climate, We know we have a ways
Today, Levi Strauss & Co. to go, but I’m confident
(LS&Co.) is a global leader in consumption and community.
But it also serves as a that we’re moving in the
jeanswear and a cultural icon, right direction. And we will
known the world over. Yet we testament to the work we’ve
done and a commitment to keep pursuing impactful
too must respond to the time innovation, upholding our
we are living in. Yes, we have push further, to be bolder,
to maintain the same sense global standards of conduct,
tools Strauss and Davis could working with established
only have dreamed of, and we of urgency that’s fueled our
progress to date and to drive partners and seeking out new
use them to deliver products collaborations to help us meet
consumers continue to make greater impact in our business
and in our industry. our sustainability ambitions.
part of their everyday lives. Simply put: this is the right
But we have challenges I’m As you’ll see, we’ve made way to do business, the right
guessing they couldn’t have some very real progress. For way to move forward and
imagined – first and foremost: example, since we published the right way to meet this
the existential threat of climate our initial climate goals in 2018, moment, just as Strauss and
change and the impacts we’ve reached 90% renewable Davis did all those years ago.
already visible the world electricity in company-
over. In addition, consumers operated facilities, reduced Yours,
are, with good reason, more Scope 1 and 2 GHG emissions
interested than ever in how by 71% and Scope 3 GHG
their garments are made. To supply chain emissions by 23%
earn their trust and secure (from a 2016 base year) and Chip Bergh
not just license to operate but continued talking to consumers President and CEO, Levi Strauss & Co.

2022 Sustainability Goals & Progress Update 3

Q&A

Q&A With Harmit Singh

and Jeffrey Hogue

Harmit Singh, Executive Vice President

and Chief Financial and Growth Officer,
and Jeffrey Hogue, Chief Sustainability
Officer, share their thoughts
on this year’s report.

Jeff, this is a shorter report than we’ve seen over the past two
years. Why is that?
Harmit Singh
The past two years, we produced lengthier reports because they were EVP and Chief Financial
and Growth Officer
the first two we had published. We wanted to explain as much as we
could about our approach and how we identified and defined our goals.
With those foundational elements established, we turned our focus to
our operations and to delivering against our goals with the highest level
of integrity possible. So, the report still has the key information that our
stakeholders are asking us for, delivered more concisely and grounded
in the same commitment to the work as a whole.

Harmit, you recently added “Chief Growth Officer” to your title.

How do you factor sustainability into growth strategies
for the company?
We want to grow the company, but we want to do it the right way. That
Jeffrey Hogue
means integrating sustainability into our strategies from the outset. In
Chief Sustainability Officer
fact, sustainability is a key facet of our plans because making progress
against our goals is not only the right thing to do, it will also make us a
more resilient, efficient business, today and into the future. It will mitigate
supply chain risks and bring us closer to the communities in which we
operate. It will lead to a more diverse organization that is ready and
willing to stand up for its people and communities. And we’ve seen over
the years how it drives innovation and allows for sustainable growth
over time. We’ve said for years, in fact, that operating this way is how
we secure not just license to operate, but license to grow.
Continued on next page

2022 Sustainability Goals & Progress Update 4

Q&A

Continued from previous page

In terms of our products, our approach remains grounded in an

unwavering commitment to making durable, quality and timeless
products that can be worn for decades and then passed on. And in terms
of our broader operations, we believe that we will only truly succeed
if we leave the world better than we found it. So, we will stay close
to our supply chain partners, to other brands and to other stakeholder
organizations in order to find ways to deliver greater impact at scale
through collaboration. It’s another indication that our values and our value
are closely linked. Sustainability is not only the right way to do business, it
is good business.

Jeff, are there particular highlights you want to call out?

I think we’ve made progress on a number of fronts, including how

we are executing on our more established goals, around climate, for
instance, and defining some of our newer ones, like our goal around
biodiversity, which we finalized in 2023. I’m also encouraged by some
of the partnerships that we’ve forged with groups like Fashion for Good
or with Walmart’s Project Gigaton™, on a Virtual Power Purchasing
Agreement, which are important both for what they are and what they
suggest might be possible in the future. We’ve said it before but it bears
repeating: collaboration, in both conventional and unconventional forms,
is critical and will only become more so. To make real progress on the
most important issues the industry is facing, we’ll need new types of
leadership, partnership and commitment that do not focus on being first
or differentiating our approaches from our competitors, but instead move
us forward in ways that benefit all our stakeholders. That is how we make
real impact and progress and fulfill the pledges we’ve made.

Harmit, are there aspects of this work that people might not see that
you want to call out?

All the work that goes into it. That includes gathering the data, of course,
and the construction of the different programs. But it also includes
substantiation efforts involving numerous departments to ensure that
we can stand behind everything that we’re reporting. Deep partnership
between our finance and sustainability teams ensures that we measure
the value created for all stakeholders. This is all happening in an
environment where corporate sustainability performance is receiving far
more scrutiny than it has in years past. We want to be ready for all of it,
but we also want to demonstrate how seriously we take these efforts
and how intently we are working to meet the expectations and demands
companies are facing today.

2022 Sustainability Goals & Progress Update 5

Our Sustainability Strategy

Our holistic sustainability strategy, which includes 16 goals,

demonstrates our commitment to both a comprehensive definition
of sustainability and to progress across our key sustainability pillars
of climate, consumption and community. Our intent is to be a leader
in transparency and impact, to accelerate the circular economy
ecosystem and to increase collaboration in the apparel industry by
inspiring employees, communities and value chain partners to join
our journey toward an inclusive and regenerative industry in which all
people are treated with dignity and respect.

Our strategy provides a framework for us to continue embedding

our sustainability ambitions within our broader business strategies to
create more resilience and address the most pressing challenges of
our time.

Sustainability performance and

business performance are intertwined
as we strive to accelerate progress
on our goals.

Key
Sustainability
Climate Consumption Community
Pillars

2022 Sustainability Goals & Progress Update 6

Our Sustainability Strategy

Climate Consumption Community

Net-zero emissions of greenhouse By 2026, develop a Continually improve apparel

gases by no later than 2050 comprehensive plan to make the worker health, satisfaction and
company circular ready* engagement
40% absolute reduction in supply
chain greenhouse gas (GHG) Key markets to introduce or Ensure competitiveness and
emissions by 2025* increase resale and upcycling equity in total rewards
initiatives to extend the life of our
90% absolute reduction in GHG products by 2025 Ensure that LS&Co. remains a
emissions** and 100% renewable dynamic and inclusive career
electricity in all company- Zero waste to landfill from destination
operated facilities by 2025 company-operated facilities
and 50% waste diversion across Leverage the leadership of the
Reduce freshwater use in strategic suppliers by 2030** Levi Strauss Foundation and invest
manufacturing b y 50% in areas in our communities to advance
of high water stress by 2025*** Eliminate single-use plastics in pioneering social change
consumer-facing packaging
Prevent and reduce our impact by shifting to 100% reusable, Drive societal impact in
on biodiversity within our supply recyclable or home compostable communities where LS&Co.
chain; support ecosystem plastics by 2030 operates through advocacy,
protection and restoration grantmaking, employee giving
programs beyond our supply Strategic garment wet finishing and volunteerism
shed**** manufacturing and fabric mills
use 100% certified Screened
Chemistry by 2026***
Our Sustainability
*Against a 2016 base year. Supply chain GHG emissions
refer to Scope 3, Category 1 (Purchased Goods and
Services). This Scope 3 target is expected to be revised in
Use only third-party preferred
Goalsfor 2025
fiscal year 2023 to align with the SBTi Net-Zero Standard.
LS&Co. will publish a revised science-based target and any
change in timeline for achievement in 2024. or certified more sustainable

and Beyond
**Against a 2016 base year. This goal refers to Scope 1 and
2 emissions and is consistent with limiting temperature rise primary materials by 2030****
to 1.5°C compared to pre-industrial levels.
***Against a 2018 base year. The scope of this target is
all key supplier, wet finishing, manufacturing facilities and
fabric mills in areas of high water stress. Key suppliers *Circular products and services will be considered
16 people- and planet-first
refer to suppliers covering more than 80% of our global
product units.
“circular ready” when they align to established circularity
frameworks, including but not limited to the Ellen goals that illustrate our
****In fiscal year 2022, we completed our assessment to
identify material impacts and dependencies on nature
MacArthur Foundation’s Make Fashion Circular Framework.
In fiscal year 2023, we updated the language for our commitment to bettering
circularity goal to increase clarity around our intended
across the value chain, which allowed us to develop our new
biodiversity goal in fiscal year 2023. We have reflected the efforts. The adjustment to our goal language did not the world we all share
new goal in this report, as we have met our prior goal to change the overall intent of our goal. To see our former
develop a comprehensive biodiversity strategy. language, visit our 2021 sustainability report.
**In alignment with the Zero Waste International Alliance
and TRUE Zero Waste certification, facilities that reach the
90% threshold will be designated as zero waste. We are
committed to sharing our waste diversion progress.
***Strategic garment wet finishing manufacturing and
fabric mills covering approximately 80% of global product
units. Certain suppliers do not meet the size threshold
to be considered a key and/or strategic garment wet
finishing manufacturing and fabric supplier, including
Beyond Yoga® suppliers.
****In this context, “preferred” is based on the Textile
Exchange, which defines a preferred fiber or material as
“one which results in improved environment and/or social
sustainability outcomes and impacts in comparison to
conventional production.” We define “more sustainable”
materials as those that have achieved third-party
verification or certification.

2022 Sustainability Goals & Progress Update 7

From Our Leadership

Progress Toward Our Goals

We introduced our updated slate of people- and planet-first goals

in our fiscal year 2021 Sustainability Report, which was published
in September 2022. The goals include targets tied to various areas
across our sustainability strategy and collectively reflect our guiding
philosophy of profits through principles. This is our first year reporting
on the status of all 16 goals. Some of them – including a handful of
goals under climate – have been in place for a few years and we’ve
already been tracking progress. For our newer goals, we are still in
the process of establishing the comprehensive baselines and key
performance indicators necessary to track our progress and impact.
Where we do not yet have data to report, we continue to work
closely with internal and external stakeholders to pinpoint our biggest
opportunities to deliver impact on each goal.

We also recognize that progress isn’t always linear, particularly on

our climate goals, given our growing footprint and the continued
volatility in the macroeconomic environment.

We remain committed to action and

will continue reporting on our goals
annually going forward.

2022 Sustainability Goals & Progress Update 8

Climate

Key Sustainability Pillar

Climate

To learn more, visit our

Goal Net-zero emissions of greenhouse CDP Climate Response.
gases by no later than 2050

Progress As a first step, we began the net-zero goal setting

process with the Science Based Targets initiative
(SBTi), including a climate scenario analysis
and identifying decarbonization pathways.
Our estimated timeline for submission to SBTi
for approval is in 2023.

Goal 40% absolute reduction in supply chain greenhouse gas (GHG)

emissions by 2025 (against a 2016 base year)1

Progress We reduced supply chain GHG emissions by 23% from the base year through
our ongoing partnership with our suppliers.

To achieve our goal, we must continue collaborating with our suppliers. We are
working with our key suppliers to make sure their emission reduction targets
are at least 40% of the base year.2 These efforts will require changes to both
equipment as well as investment in renewable energy of multiple forms.

2,725,861 -14%
2,344,071 -23%
40%
Metric tons CO2e

2,108,469
2,129,301
-22%
1,635,517
absolute reduction
in supply chain
GHG emissions1

2016 2020 2021 2022 2025

1. Supply chain GHG emissions refer to Scope 3, Category 1 (Purchased Goods and Services). This Scope 3 target is expected to be
revised in fiscal year 2023 to align with the SBTi Net-Zero Standard. LS&Co. will publish a revised science-based target and any change
in timeline for achievement in 2024.
2. Key suppliers cover more than 80% of our global product units.

2022 Sustainability Goals & Progress Update 9

Climate

To learn more, visit our

CDP Climate Response.
Goal 90% absolute reduction in GHG emissions
(against a 2016 base year)3 and 100%
renewable electricity in all company-
operated facilities by 2025

Progress We reduced GHG emissions associated with

all company-operated facilities by 71% from
the base year.

We have made progress through initiatives across

our business. In our distribution centers, we made
upgrades to equipment and infrastructure that
reduce our energy consumption or drive energy
efficiency. We established sustainability leads in our
retail business to measure, monitor and manage
our energy and emissions. Examples of efforts
include regular reviews of our energy portfolios
and identifying opportunities to engage with retail
staff on initiatives that drive reductions in energy
consumption.

We also continue to purchase renewable energy

certificates (RECs) and energy attribute certificates
(EACs), and are participating in a Virtual Power
Purchase Agreement (VPPA) that will help us meet
our targets. Please see page 11 for more details.

+11%
55,281

90% 49,947
Metric tons CO2e

-51%
24,454
26,667
-66%
16,956
absolute reduction -47% 21,338
in GHG emissions -57%
14,674
associated with -71% 4,9954
all company-
operated facilities3 2016 2017 2018 2019 2020 2021 2022 2025

3. This goal refers to Scope 1 and 2 emissions and is consistent with limiting temperature rise to 1.5°C compared to pre-industrial levels.
4. The 90% 2025 target emissions (4,995 metric tons CO2e) have been corrected from what we reported in our 2021 and 2020
sustainability reports (5,605 metric tons CO2e). In fiscal year 2020, we updated our emissions calculation methodology and recalculated
the respective baselines. For consistency, we’ve revised the 2025 target emissions to reflect a 90% reduction from our 2016 baseline. This
change does not impact our current goals or progress.

Continued on next page

2022 Sustainability Goals & Progress Update 10

Climate

Continued from previous page To learn more, visit our

CDP Climate Response.
Our renewable electricity consumption in
company-operated facilities was 84,718 megawatt
hours (MWh), or 90% of the total electricity used
in those facilities.5

Our renewable electricity sources include energy

from LS&Co.’s on-site projects, RECs and EACs from
LS&Co. locations, and electricity that we receive
from renewable energy generation serving the
electric grids where select LS&Co. offices, factories
or retail stores are located.

We also continue to evaluate options for our

portfolio, including VPPAs. As of 2022, we are
participating in a joint VPPA in partnership with
Walmart for the construction of a new wind farm
in Marion County, Kansas, through a long-term,
fixed-rate offtake agreement. The partnership will
commission renewable energy to power LS&Co.’s
U.S. energy load.

100%
90%
85%
71% 76%
Renewable electricity

68%
100%
renewable electricity
in all company- 24% 25%
operated facilities

2016 2017 2018 2019 2020 2021 2022 2025

5. While it has become common to use “renewable energy” and “renewable electricity” interchangeably, they are different. Electricity
refers to purchased-from-the-grid electricity, as opposed to other forms of energy, such as natural gas, diesel and other fuels.

2022 Sustainability Goals & Progress Update 11

Climate

To learn more, visit our

CDP Water Response.
Goal Reduce freshwater use in manufacturing
by 50% in areas of high water stress
by 2025 (against a 2018 base year)6

Progress For water, we report on the prior calendar year due to

the timing of estimating our usage utilizing data from
our suppliers.7,8

For the calendar year 2021, the estimate of total

freshwater used for the manufacturing of our products
in areas of high water stress was 15,030 million liters, a
14% reduction from our 2018 base year.
Reduction in freshwater usage

-14%

50% -22%
-50%

reduction in
freshwater used
in manufacturing
in areas of high
water stress 2018 2020 2021 2025

Our total freshwater usage in 2021 was higher than

2020 due to increased levels of production volume
following COVID-19-related supply chain disruption.
To meet our goal, we plan to redouble our efforts to
encourage more water recycling and other water-
efficient processes with our supply chain partners.
6. The scope of this target is all key supplier, wet finishing, manufacturing facilities and fabric mills in areas of high water stress. Key
suppliers refer to suppliers covering more than 80% of our global product units.
7. Our supplier-level data includes verified Higg water use data. LS&Co. engages with our suppliers to review the quality and
reasonableness of the data received. Many suppliers do not submit their data on time or at all, which affects our ability to report on our
water footprint. Therefore, we also rely on estimates. In addition, the timeline for receiving verified Higg data and ensuring its accuracy
can be 10 months to one year, which affects our ability to report in a timely manner.
8. We report progress on a calendar year consistent with the Higg source data.

2022 Sustainability Goals & Progress Update 12

Climate

Goal Prevent and reduce our impact on

biodiversity within our supply chain;
support ecosystem protection and
restoration programs beyond our
supply shed9

Progress In fiscal year 2022, we worked with a third party to conduct

a baseline assessment of our material value chain impacts
and dependencies on biodiversity.10 As part of the assessment,
we used a variety of industry-leading tools and guidance to
gain insight, including the Integrated Biodiversity Assessment
Tool (IBAT) and Species Threat Abatement and Restoration
(STAR) metric tools to quantify the impact of raw material
production on biodiversity across terrestrial and freshwater
realms. We also utilized the Cambridge Institute for
Sustainability Leadership’s (CISL) Biodiversity Impact Metric,
Global Biodiversity Score (GBS) and the Taskforce on Nature-
related Financial Disclosures (TNFD), among others. The
completed assessment helped to facilitate our comprehensive
biodiversity strategy, and in fiscal year 2023, we developed
a new biodiversity goal, as reflected above, and the
corresponding targets:

y By the end of fiscal year 2030, invest in at least three

projects in high water-stressed basins that support
the reduction of freshwater withdrawal pressures and
nutrient load pressures in our raw material supply chain.11

y Reach zero deforestation across high-risk materials by

the end of fiscal year 2025.12

y Protect and restore 30% of our raw material footprint in

high biodiversity significant regions by the end of fiscal
year 2030.13

9. In fiscal year 2022, we completed our assessment to identify material impacts and dependencies on nature across
the value chain, which allowed us to develop our new biodiversity goal in fiscal year 2023. We have reflected the new
goal in this report, as we have met our prior goal to develop a comprehensive biodiversity strategy.
10. Beyond Yoga® data was not included in this assessment.
11. Locations will be selected by water/drought risk locations and our LS&Co. baseline biodiversity assessment. The
exact proximity requirements are yet to be determined.
12. High-risk raw materials are defined as natural rubber, bovine leather and manmade cellulosic fibers as defined by
EU Deforestation Regulation requirements.
13. Thirty percent of our fiscal year 2022 baseline is approximately 50,000 hectares.

2022 Sustainability Goals & Progress Update 13

Climate

Key Sustainability Pillar

Consumption

By 2026, develop a comprehensive plan We are committed to

Goal furthering the apparel
to make the company circular ready14,15
industry’s journey
toward a circular future.
Progress From our work with the Ellen MacArthur We have made strides
Foundation’s (EMF) Make Fashion Circular in numerous areas, such
Framework, we have the overarching parameters as designing our Levi’s®
in place for our plan – centered on products Circular 501® jeans –
that can be used more, are made to be made first launched in 2021
again, and are made from safe and recycled or – which are made with
renewable inputs. We are now taking a systems- advanced recycled
based approach to identify what we need to do materials.
in our operations and production systems and To progress our efforts
how we can help address the wider barriers to across the company,
a circular fashion economy. Examples of these we are developing a
barriers include a lack of regulation in some comprehensive and
jurisdictions, underdeveloped collection, sorting strategic plan for how
and recycling technologies, and in some cases, we are becoming
inconsistencies around what “circular” means. To circular ready.
address those challenges, our comprehensive plan
will include the actions needed to accelerate in
the following four areas:

1. Continuing to design clothing that can be loved

for generations and maintaining our heritage
of high quality and durability.

2. Ensuring that we provide more options for

consumers to extend the life of our products
through in-store takeback of previously loved
clothing, recommerce efforts like our Levi’s®
SecondHand platform, repair and refresh
options through Levi’s® Tailor Shops and other
new business models under investigation.

Continued on next page

2022 Sustainability Goals & Progress Update 14

Consumption

Continued from previous page

3. Continuing to focus on eliminating hazardous chemicals in products and

ensuring that we can increase our use of renewable fibers in our products.

4. Partnering for scale with other brands through our partnership with Fashion
for Good.

Making progress on the initiatives outlined in many of our other goals within our
sustainability strategy will help us toward becoming circular ready.
14. Circular products and services will be considered “circular ready” when they align to established circularity frameworks, including but not limited to the
Ellen MacArthur Foundation’s Make Fashion Circular Framework.
15. In fiscal year 2023, we updated the language for our circularity goal to increase clarity around our intended efforts. The adjustment to our goal
language did not change the overall intent of our goal. To see our former language, visit our 2021 sustainability report.

Goal Key markets to introduce or increase resale and upcycling

initiatives to extend the life of our products by 2025

Progress We continue to invest in our resale and upcycling programs, and plan to
expand them in the future. We currently offer the following programs in our
key markets:

y Our United States Levi’s® SecondHand recommerce platform allows

people to find and purchase popular secondhand styles.

Levi’s® SecondHand 202116 202216

Units of clothing reclaimed
28,000 18,000
or extended17

Number of units resold18 14,000 13,000

Number of consumers
10,000 9,000
purchasing secondhand items

y Our Levi’s® Tailor Shop continues to allow customers to get beloved pieces
repaired, repurposed or updated with their own personal stamp.

y We designed and produced more than 47,000 units that can be used
more, are made to be made again and are made of safe and recycled or
renewable inputs — all in adherence to the Ellen MacArthur Foundation’s
Jeans Redesign guidelines.
16. Numbers are rounded to the nearest thousand.
17. Represents all items sent to Trove for a second life (including consumer trade-ins, vintage products and damaged returns).
18. Net items fulfilled.

2022 Sustainability Goals & Progress Update 15

Consumption

Goal Zero waste to landfill from company-operated facilities

and 50% waste diversion across strategic suppliers by
203019

Progress We set this goal to accelerate our existing waste strategy. In fiscal year
2022, we began identifying immediate and longer-term actions to meet
the goal. We are in the process of obtaining data to measure this goal and
determining key performance indicators to track our progress. Our intention
is to certify our company-operated distribution centers and manufacturing
plants with TRUE Zero Waste.

We participate in a Fashion for Good project in Europe that aims to

create solutions to match textile waste with recyclers, as well as a
sorting project in India to research the volume and use of pre- and post-
consumer textile waste. In the United States, we participate in a Fashion
for Good consortium of stakeholders to study garment recycling. Through
this partnership, Fashion for Good is conducting a research survey of
U.S. consumers to understand textile disposal behavior, understand the
composition and disposition of current textile waste in the United States,
assess infrastructure needs for textile collection and sorting, and develop
an investment roadmap to scale solutions. By understanding consumer
behavior and the overall landscape around textile disposal, we hope to
identify alternatives to landfill for consumer garments and textiles.

19. In alignment with the Zero Waste International Alliance and TRUE Zero Waste certification, facilities that reach the 90% threshold will be designated as
zero waste. We are committed to sharing our waste diversion progress.

Goal Eliminate single-use plastics in consumer-facing

packaging by shifting to 100% reusable, recyclable
or home compostable plastics by 2030

Progress We have completed some early steps toward this goal, including
participating in a Fashion for Good project to test compostable
alternatives to conventional single-use polybags and are identifying the
immediate and longer-term actions to reduce the use of plastics in our
supply chain, distribution centers and stores. We are making progress in
obtaining data for this goal and will identify measurable key performance
indicators to implement and track.

2022 Sustainability Goals & Progress Update 16

Consumption

Goal Strategic garment wet finishing We launched the

manufacturing and fabric mills use 100% Levi Strauss & Co.
certified Screened Chemistry by 202620 Chemical Playbook
for ZDHC in fiscal
Progress We continue to make efforts to advance our Screened year 2022, meant
Chemistry commitments. Examples of our efforts to communicate
around our Screened Chemistry program in fiscal year both our Screened
2022 include:
Chemistry strategy
y We are developing a process that leverages tools and steps for
and partners to track strategic garment wet supplier factories’
finishing facilities that are using Screened Chemistry conformance
as well as the percentage of screened chemicals with requirements
used in LS&Co. production. from the ZDHC, a
y To advance the progress toward the goal and our multi-stakeholder
commitment to sustainable chemical management, collaboration that
our key suppliers participated in the Zero Discharge aims to accelerate
of Hazardous Chemicals’ (ZDHC) Roadmap to Zero the implementation
program, which is a holistic approach toward of sustainable
chemical management and is foundational to our chemical
Screened Chemistry program. management.
Specifically, the
• Sixty-five percent of our key suppliers completed
playbook helps
the ZDHC’s Supplier to Zero Foundational
Level certification, achieved by completing a our suppliers and
questionnaire that evaluates how effectively other stakeholders
they implemented the ZDHC guidelines.21 understand our
commitments
• Thirty-five percent of our key suppliers and expectations.22
completed the ZDHC’s Supplier to Zero
Progressive Level certification, achieved
by completing the Foundational Level
questionnaire plus getting their answers
verified by a third party.21
• We achieved our chemicals management key
performance indicator (KPI) by earning the
ZDHC’s “Aspirational Level” certification in 2023
for our work in fiscal year 2022. This was the
third year in a row that we received the honor,
which is ZDHC’s highest category recognition of
corporate chemical management sustainability,
and we intend to continue to meet this standard
in the years ahead.
20. Strategic garment wet finishing manufacturing and fabric mills covering approximately 80% of global product units. Certain suppliers do not meet the size
threshold to be considered a key and/or strategic garment wet finishing manufacturing and fabric supplier, including Beyond Yoga® suppliers.
21. All key suppliers referenced participated in the Supplier to Zero project during fiscal year 2022 and received their certifications between 2022 and 2023.
22. Screened chemicals are auxiliary chemicals that have been screened by LS&Co.’s appointed toxicological profiler organizations and can be found in the
ZDHC Gateway and/or LS&Co.-distributed Preferred Chemical List. Our Screened Chemistry program examines chemicals used to manufacture our products
against specific health and environmental impacts, allowing us to identify safer and more sustainable alternatives. We share our Preferred Chemical List with
suppliers, which includes safer formulations for manufacturing and gives suppliers the resources they need to select safer chemicals.

2022 Sustainability Goals & Progress Update 17

Consumption

Goal Use only third-party preferred or certified more sustainable

primary materials by 203023

Progress We increased our use of preferred, verified or certified more sustainable fibers
for our primary materials, which include cotton, manmade cellulosic fibers and
polyester. While we only use a small amount of leather, we do understand the
impact of leather on biodiversity and thus work to source leather from Leather
Working Group-rated suppliers.

2022 fibers used in LS&Co.

products as a percentage
88%
cotton
of all fibers sourced24,25

7%
polyester
4%
manmade
cellulosics

<1% 1%
other (wool, leather, elastane
hemp, etc.)

Percentage used in our products24

202126 202225
More sustainable cotton (i.e., cotton that was
organic, recycled or Better Cotton)27 95% >99%

Manmade cellulosic fibers sourced from Canopy

100% 100%
Green Shirt-rated suppliers28

Leather products sourced from Leather Working

>35% >60%
Group (LWG)-rated suppliers29

Recycled polyester 8% 11%

23. In this context, “preferred” is based on the Textile Exchange, which defines a preferred fiber or material as “one which results in improved environment and/or social sustainability outcomes and
impacts in comparison to conventional production.” We define “more sustainable” materials as those that have achieved third-party verification or certification.
24. Data for cotton, manmade cellulosics and polyester excludes production for Levi’s Footwear and Accessories (LFA), Local-for-Local (LFL), licensees and Beyond Yoga®. Data for leather excludes
production for LFL, licensees and Beyond Yoga®.
25. Data is as of October 2022 and reflects product seasons H2’22 and H1’23. Together, these seasons generally correspond to the fiber sourced for LS&Co. products in fiscal year 2022. In our year-over-
year fiber analyses, we track the fiber used in our products for the second half of the current year and the first half of the following year.
26. Data is as of October 2021 and reflects product seasons H2’21 and H1’22. Together, these seasons generally correspond to the fiber sourced for LS&Co. products in fiscal year 2021. In our year-over-year
fiber analyses, we track the fiber used in our products for the second half of the current year and the first half of the following year.
27. We intend to reach 100% certified or preferred more sustainable cotton in 2025 while continuing to diversify our portfolio to incorporate more sustainable and less resource-intensive alternatives to
conventional virgin cotton.
28. We accepted manmade cellulosic fibers from the companies Lenzing, Birla, Kelheim and Tangshan Sanyou (for Circulose® fiber) in 2021, and from Lenzing, Birla, Kelheim and Tangshan Sanyou (for
Circulose® fiber) in 2022. Circulose® is a registered trademark of Re:NewCell AB.
29. Our LWG reporting is based on the best available information at the time. We are dedicated to improving the methodology used to calculate the amount of LWG-rated leather in our products by
partnering with LWG and our suppliers.

2022 Sustainability Goals & Progress Update 18

Climate

Key Sustainability Pillar

Community

Goal Continually improve apparel worker health, satisfaction

and engagement

Progress We continue to take steps to improve worker health, satisfaction and

engagement. For example:
y We refreshed our Worker Well-being (WWB) Guidebook and program
in 2022. The updated guidebook supports suppliers in establishing strong
internal worker-management teams that are able to identify needs,
develop solutions and set new priorities across three focus areas that
are proven to create impact and advance well-being: gender equity,
workplace environment, and policies and systems. We aim to implement
our updated WWB program across 100% of our key suppliers.30 Currently,
we are working with key suppliers on the following initiatives:
• Establishing and communicating anti-harassment policies and
independent reporting mechanisms.
• Establishing policies on gender equity as well as goals around skills
building and promotion of female suppliers.
• Establishing functional worker-management committees.
• Our Supplier Code of Conduct and sourcing contracts require suppliers
to offer permanent and/or long-term regular employment contracts
for all non-seasonal workers, regardless of whether such contracts are
legally required in each jurisdiction. We check for long-term contract
violations when we conduct our assessments of suppliers.
y LS&Co. aims to understand our suppliers’ current compensation situations
within the context of various wage benchmarks, including the Global
Living Wage Coalition estimates, and evaluate opportunities for impact
in our source base. We have subscribed to the Fair Labor Association’s
(FLA) Fair Compensation Toolkit, which includes a wage data collection
tool as well as a dashboard for analysis, as a common methodology for
measuring and driving industry-wide progress on fair compensation. As
part of our initial work, 30 factories in our supply chain have completed
FLA’s comprehensive wage data collection tool. We aim to explore and
analyze this data, learn from public case studies and then create a path
to a fair compensation strategy.
30. Key suppliers refer to suppliers covering more than 80% of our global product units.

2022 Sustainability Goals & Progress Update 19

Community

Goal Ensure competitiveness and equity

in total rewards

Progress To help fulfill our commitment to fair and equitable

compensation, LS&Co. conducts an audit every other year
for U.S. employees and plans to expand these pay equity
audits to markets beyond the United States. We completed
an audit in 2022 covering our U.S. nonunion population,
including corporate and retail employees as well as
distribution center management. The study considered
job level, performance, experience and other factors such
as promotions and location of jobs. The audit confirmed
that we do not have any systemic pay differences across
gender and ethnicity. We are also focused on building
our managers’ competency and ability to navigate
compensation conversations to increase transparency
around pay for employees. We’re determined to eliminate
bias, increase transparency and ensure that pay is based
on merit, performance and other pertinent factors like
market expertise, experience and role.

In 2022, we also worked to enhance our global paid leave

policies, which became effective in January 2023. We
implemented an updated global paid leave policy for our
benefit-eligible employees. Primary caregivers are entitled
to up to 20 weeks of maternity leave, and secondary
caregivers can take up to 8 weeks of paid parental
bonding leave. Additionally, all benefit-eligible employees
can take up to 8 weeks of paid family care leave to care
for an ill family member. This policy is an important part of
our commitment to ensure competitiveness and equity in
total rewards.

We also expanded our wellness and mental health

programs to support resiliency and well-being, offering
a spectrum of support. For example, we implemented Lyra
Health for our U.S.-based employees, which provides access
to high-quality mental health coaches and therapists.

2022 Sustainability Goals & Progress Update 20

Community

Goal Ensure that LS&Co. remains a dynamic and inclusive

career destination

Progress We focus on hiring, representation and engagement to ensure that

LS&Co. remains a dynamic and inclusive career destination.

We continue to enhance our efforts to identify and recruit top diverse

talent into the organization, and then eliminate barriers to success.

In calendar year 2022, we experienced increases in Black and

Hispanic/Latinx representation across our corporate U.S. population
and increases in Hispanic/Latinx and Asian talent in our U.S. retail
and distribution centers in the United States. Our global workforce
is still majority women, and we’ve successfully increased women
representation on our executive and top management levels.

In our 2022 Global Engagement Survey, we earned a 75% overall

engagement score, three points above the global benchmark.
Seventy-six percent of our global employees participated in the
survey and more than 14,000 employees provided feedback.

To learn about our efforts to garner representation and engagement

in 2022, please see our Diversity, Equity & Inclusion Impact Report.

2022 Sustainability Goals & Progress Update 21

Community

Goal Leverage the leadership of the Levi Strauss Foundation

and invest in our communities to advance pioneering
social change

Progress In 2022, the Levi Strauss Foundation (LSF) provided $12 million in
grants aimed at advancing social change — nearly all of which were
made to BIPOC and LGBTQIA+ communities in the United States
and disenfranchised communities outside the United States.31,32 In
particular, 73% of LSF grants were made to organizations led by
people of color in the United States.

LSF grants

2020 $10.6 Million

2021 $9.5 Million

2022 $12.0 Million

31. LSF supports pioneering leaders and organizations fighting for change on the issues and events of our time where LS&Co. has a business presence.
32. BIPOC refers to Black, Indigenous and People of Color.

2022 Sustainability Goals & Progress Update 22

 Community

Goal Drive societal impact in communities Our giving reflects

where LS&Co. operates through our values and our
advocacy, grantmaking, employee drive to make a
societal impact. In
giving and volunteerism33
2022, of the corporate
grantmaking
Progress In 2022, employees in 51 countries either made portfolio, 55% of the
donations or volunteered to support more than organizations LS&Co.
1,500 causes. Their donations totaled $1.1 million; supported were
a total that climbed to more than $1.9 million BIPOC-led.36
after matching donations from the Levi Strauss
Foundation. A total of 26% of LS&Co. employees
participated in 2022 by either donating money,
volunteering or both. The number of employees
volunteering (17%) is 7 percentage points higher
than industry peers, according to benchmarks
compiled by Benevity, a charitable donation
management platform. Notably, engagement
among our corporate employees increased to
an all-time high of 46%.

Corporate giving Percentage of corporate and brand

philanthropic giving focus areas:
$2.4 Million
2020
$1.1 Million
Other35
$3.1 Million
2021 6%
$0.9 Million Sustainability
Gun violence 23%
prevention 17%
$3.4 Million
2022
$1.9 Million

Total amount of direct corporate and brand grants

Civic 25% 29%
Product donations34 engagement Equality

33. Corporate and employee philanthropy data is reported for December 1–November 30 timeframe year-over-year.
34. Estimated fair market value.
35. Event sponsorships, employee memberships and miscellaneous.
36. BIPOC-led means that more than 50% of executive staff and board members are BIPOC, as self-reported by each organization.

2022 Sustainability Goals & Progress Update 23

From Our Leadership
Climate

Sustainability Reporting
Frameworks

We align to multiple sustainability reporting frameworks. View our latest

indices using the links below:

y Sustainability Reporting Indices:

• 2022 Sustainability Accounting Standards Board (SASB) Index

• 2022 Task Force on Climate-related Financial Disclosures (TCFD) Index

• 2022 United Nations Global Compact (UNGC) Communication

on Progress

About Our Reporting

Report Scope and Content

This report covers performance during our fiscal year 2022 (November 29,
2021 through November 27, 2022), except where noted. Due to limitations in
our greenhouse gas emissions data, the Scope 1, 2 and 3 data presented in
the report covers activity from December 1 through November 30 for each
year, respectively.

Our reporting is based on the underlying disclosure context. When

appropriate, certain sections of this report focus on our company-operated
corporate offices, distribution centers, factories and retail stores across
all our geographic regions. Unless indicated otherwise, metrics include
consolidated data from the company and its subsidiaries. In September 2021,
we acquired Beyond Yoga®, and its sustainability data has been included
unless indicated otherwise. At other times, we include information related
to third parties that manufacture, distribute or sell our products, including
suppliers, vendors, contractors, licensees and other partners. Data inclusions
and exclusions are clearly noted.

We use conventional rounding methods throughout the report, and data has
been rounded to the nearest whole number except where noted, and with

2022 Sustainability Goals & Progress Update 24

ESG Reporting Frameworks

the exception of items approaching 100% (>99%), in which case, we will

not round to avoid misleading or implying 100%.

Forward-Looking Statements

This Sustainability Goals & Progress Update and related website contain
forward-looking statements, including statements related to our
sustainability strategies, initiatives and targets. We based these
forward-looking statements on our current assumptions, expectations
and projections. These forward-looking statements are estimates and
involve a number of risks and uncertainties that could cause actual
results to differ materially. These risks and uncertainties are detailed in
our filings with the U.S. Securities and Exchange Commission, including
our Form 10-K and may be updated from time to time via additional
filings on Forms 10-Q or 8-K. Other unknown or unpredictable factors
also could have material effects on our future results, performance or
achievements. All information in this Sustainability Report and related
website was current only as of the date originally presented and we
disclaim any obligation to update this information.

What We Mean When We Say

Levi Strauss & Co., LS&Co., the company, us, we or our: Unless specified
otherwise, these terms refer to our global operations, encompassing
all of our company-operated physical locations, including retail stores,
distribution centers, manufacturing facilities and administrative offices.
Our company-operated retail locations include leased locations as they
are operated by us in accordance with LS&Co. standards. These terms
are used for convenience only and are not intended to identify one
particular entity, location or brand.

Levi Strauss Foundation: The Levi Strauss Foundation, an independent

legal entity, advances the human rights and well-being of underserved
people in places where LS&Co. has a business presence.

Suppliers: These are independent third parties with which we have a

direct contractual relationship to produce our apparel and accessories.
They make up our Tier 1 supply base and include both “cut and sew”
suppliers and laundries, more broadly referred to as “factories.” All of
our suppliers operate their own businesses and manage their own
facilities. They are expected to operate in compliance with our Supplier
Code of Conduct Implementation Guidebook, Product Safety by Design
Framework for Restricted Substances List (RSL) and Supplier Code of

2022 Sustainability Goals & Progress Update 25

ESG Reporting Frameworks

Conduct. Tier 2 includes those facilities where our Tier 1 suppliers get
their fabric and other materials, commonly referred to as “fabric mills”
or simply “mills.”

Company-operated factories: These include LS&Co.’s two factories in

Plock, Poland, and Cape Town (Epping), South Africa.

Data Verification

We are committed to data accuracy, comparability and consistency

that enable year-over-year assessments of our sustainability progress.
We applied our internally developed substantiation process to the
information and disclosures provided in this report. This included review
of report content to reliable external and internal evidence, including
system-generated reports, external assurance reports, certifications
received, involvement in campaigns and accreditations or awards
received. Differences from industry standards, assumptions, estimates
or models used in the information are clearly referenced and explained.
Additionally, the report is reviewed by an internal cross-functional team
to ensure our disclosures are presented clearly and consistently. While
this process gives us confidence in the integrity and accuracy of our
data and disclosures, it is not a substitute for third-party assurance.

We did seek and receive external assurance from a third party with
respect to our Scope 1, 2 and 3 (Category 3) emissions and energy
information in our report. We regularly review emissions quantification
methodologies to ensure we are aligned with best practices. Changes
in our methodologies may result in updated calculations for our current
and previous reporting periods, including our base year. Reasonable
methodologies, estimates and other assumptions are used when
compiling the data based on the information and methodologies
available at that time.

2022 Sustainability Goals & Progress Update 26