2015_Q1_KohlsF

Fact Book

Q1 2015

Times have certainly changed since we opened our first store in Brookfield,

Wisconsin back in 1962. Today, Kohl’s operates over 1,160 family-oriented

department stores and a website (www.Kohls. com). Our stores are stocked

with quality national and exclusive brands, o�ering everything our customers

need for themselves, their families and their homes.

Today, we live in a dynamic, fast-paced, changing environment that is driving

the way customers shop. Online shopping has become so much more than just

visiting a website. With mobile smartphones and tablets, our customers can shop

anywhere at any time. Kohl’s is consistently adapting its shopping experience

to provide the customer-centric, omni-channel strategy necessary to provide

a consistent, connected and personal shopping experience regardless of the

shopping platform used.

While a lot has changed over the past 50 years, some very important things have

not. We remain just as committed to our customers, our associates and to our

communities as we did when we opened our first store in 1962. Since our initial

public o�ering in 1992, we are also committed to delivering shareholder value.

Our purpose is clear – to inspire and empower families to lead fulfilled lives. As

we set out on our path forward, our Greatness Agenda, we are also committed

to our goal of becoming the most engaging retailer in America through our

five strategic pillars – ideas fundamental to the way we do business – amazing

product, incredible savings, easy experience, personalized connections and

winning teams.

At Kohl’s, we have a responsibility to our investment community to provide accurate,

timely and helpful information about our company. Whether you’re a prospective

investor or long-time shareholder, we hope that you will find this Fact Book a

valuable reference. We also routinely post information that may be important to

investors in the Investor Relations section of our website at: www.Kohlscorporation.

com/InvestorRelations. We encourage you to consult that section of our

website regularly.

Chairman, Chief Executive O�cer,and President

This Fact Book is intended to provide background information on Kohl’s Corporation. It should be read in conjunction with the company’s news releases and filings with the U.S. Securities and Exchange Commission (SEC). These are available on the SEC website at www.sec.gov, from commercial document retrieval services, and on our corporate website at www.Kohlscorporation.com. This Fact Book contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Kohl’s intends forward-looking terminology such as “believes,” “expects,” “may,” “will,” “should,” “anticipates,” “plans,” or similar expressions to identify forward-looking statements. Such statements are subject to certain risks and uncertainties, which could cause Kohl’s actual results to di�er materially from those anticipated by the forward-looking statements. These risks and uncertainties include, but are not limited to, those described in Item 1A in Kohl’s Annual Report on Form 10-K, which is expressly incorporated herein by reference, and other factors as may periodically be described in Kohl’s filings with the SEC. Forward-looking statements in this Fact Book will not be updated so it is possible that such material is no longer current.

Legal Disclaimer

INVESTOR RELATIONS | N56 W17000 RIDGEWOOD DRIVE | MENOMONEE FALLS, WISCONSIN 53051 | 262.703.14402

WELCOME A MESSAGE FROM KEVIN MANSELL

About Kohls...........................................................................................4

Corporate Milestones.........................................................................6

Lifestyle Matrix .....................................................................................7

Private & Exclusive Brands ..............................................................8

Omni-Channel Shopping Experience ........................................ 10

Real Estate .............................................................................................11

Financials.............................................................................................. 14

Capital Management .........................................................................17

Social Awareness .............................................................................. 18

Sustainability Program ...................................................................20

Executive Biographies .....................................................................22

Board of Directors ........................................................................... 23

Corporate Information ................................................................... 24

INVESTOR RELATIONS | N56 W17000 RIDGEWOOD DRIVE | MENOMONEE FALLS, WISCONSIN 53051 | 262.703.1440 3

TABLE OF CONTENTS

Our goal is to become the most engaging retailer in America through five strategic pillars: amazing product, incredible savings, easy experience, personalized connections and winning teams.

•We were founded in 1962 and remain headquartered in Menomonee Falls, Wisconsin – a suburb of Milwaukee.

•We operate more than 1,162 stores across 49 states and generate annual sales in excess of $19 billion.

•We o�er quality, national and exclusive brands for our customers, their families and their homes. In addition to our powerful portfolio of only-at-Kohl’s brands, which includes well-known brands such as Simply Vera Vera Wang, Jennifer Lopez and Food Network, we are the #1 retailer in the U.S. of many national brands such as Levi’s, Dockers and Columbia.

•We are focused on creating an easy, connected omni-channel experience for our customers. One of the cornerstones of this strategy is Kohls.com, which launched in 2001.

•Our success is driven by a winning team of approximately 140,000 associates who consistently put customers first, act with integrity, build great teams and drive results.

Merchandise Mix

Brand Mix

Footwear 9%

Accessories 10%

Children’s 13%

Home 18%

Men’s 20%

Women’s 30%

Private & Exclusive 50%

National 50%

Classic 36%

Modern Classic40%

Contemporary 24%


ABOUT KOHL’S

Amazing Product: Creating assortments that excite our customers, giving them everything they love and need

Easy Experience: Designing simple, easy experiences that inspire customers and allow them to shop the way they want.

Incredible Savings: Helping every customer get more from every dollar.

• Deliver innovative products, brands and categories customers want, along with the everyday basics they need.

• Be a destination for sought- after national brands and unexpected, exclusive partnerships.

• Ensure assortments are locally relevant, tailored for every customer across every channel.

• Make every interaction simple, friendly and enjoyable no matter where.• O�er compelling presentation, helpful advice and innovative shopping tools.• Empower associates to make every customer feel at ease and taken care of.

• O�er clear, compelling prices.• Develop innovative promotions.• Create ways to help our customers save in ways they won’t find anywhere else.

Personalized Connections: Understanding our customers deeply to build genuine, enduring relationships with each of them.

• Put customers at the heart of everything we do.• Connect with customers in ways that are authentic and welcoming, staying a step ahead of what they need.• Create a community inside and outside of Kohl’s by supporting the causes that our associates and customers care about.

Winning Teams: Building teams of engaged, talented, empowered and results-oriented people

• Attract, develop and retain the best and brightest talent.• Support our people personally and professionally.• Encourage a culture of innovation, informed risk-taking and thoughtful debate.


OUR GOAL IS TO BE THE MOST ENGAGING RETAILER IN AMERICA

1968 2015

1962 After growing a small grocery store business into the larg-

est supermarket chain in the Milwaukee area, Max Kohl opened the first

Kohl’s Department Store in Brookfield, Wisconsin. Kohl’s was positioned

between the higher-end department stores and the discounters, selling

everything from candy to engine oil to sporting equipment.

1978 BATUS, Inc., the U.S. division of BAT Industries, (British

American Tobacco) PLC, purchased an 80 percent stake in the Kohl’s Food

and Department Stores and took complete control of the company. The Kohl

family withdrew from the operations of the company.

1983 BATUS, Inc. sold Kohl’s Food Stores to Great Atlantic and

Pacific Tea Company (A&P). A&P closed the Kohl’s food stores in 2003.

1986 A management-led group of investors formed Kohl’s Cor-

poration and acquired Kohl’s Department Stores from BATUS, Inc. At that

time, there were 40 stores with annual sales of $300 million and over 5,000

Associates.

1987 Over 80 percent of our merchandise carried national brand

names recognized for quality – setting the company apart from mass

merchandisers and discounters. The chain dropped

low-volume, low-margin departments such as candy, sewing

notions and sporting goods in favor of higher-margin merchandise

such as linens and jewelry.

1988 We acquired 26 Main Street stores from Federated Depart-

ment Stores, increasing our store count to 66 and enabling us to move

into new markets in Michigan, Minneapolis/St. Paul and Chicago.

1992 We completed an initial public o�ering of 11.1 million shares,

one of Wisconsin’s largest initial o�erings.

1996 Our stock split two for one in April.

1998 Kohl’s joined the S&P 500. Our stock split two for one in April.

1999 Larry Montgomery was named Chief Executive O©cer

(CEO) replacing William Kellogg. Mr Kellogg retired at the end of fiscal

2000 after 34 years of service.

2000 Our stock split two for one in April.

2001 The introduction of Kohls.com brought online shopping

to our customers, providing the added convenience of shopping from

home.

2008 Kevin Mansell was named President and CEO in

August, and Chairman of the Board in September. Larry

Montgomery retired after 22 years with Kohl’s.

2010 We opened a second E-Commerce fulfillment center

to support the growth of our on-line business. We also rolled out

in-store kiosks to all stores.

2011 We paid our first quarterly dividend, $0.25 per share on

March 30th and opened a third E-Commerce fulfillment center.

Our E-Commerce business exceeded $1 Billion in revenues.

2012 We celebrated our 50th year of operations and opened

our fourth E-Commerce fulfillment center.

2014 We launched the Greatness Agenda to lay out our 3 year

plan to our associates and investors.

1975

1980

2000

2004

2015


CORPORATE MILESTONES

BE

ST

BE

TT

ER

GO

OD

CLASSIC MODERN CLASSIC CONTEMPORARY % T O T A L

20%

30%

50%

40% 36% 24%% T O T A L


WE DELIVER A STRONG BRAND PORTFOLIO AND SUPERIOR MERCHANDISING ASSORTMENT

THE LIFESTYLE MATRIX

Accessories Children’s Footwear Home Men’s Women’s

2005 2005 2006 2004 2004

1998

1988 1992 1988 1989

2011 2011 2011 2010

1997

2008 2009 2008

2007 2007 2007 2007

1995 1994 1995 1995 1994 1994

2010 2000 2003 1999

2004 2004


PRIVATE BRAND LAUNCHES BY DATE AND LINE OF BUSINESS

Accessories Children’s Footwear Home Men’s Women’s

2008

2006 2005 2006 2006 2005

2006 2006 2006 2007 2005 2006

2005 2007 2004

2009 2009 2009

2009 2009 2010 2007

2009 2008 2008 2008 2008

2007

2011 2011 2011 2011

2014 2014 2014 2014

2011 2011 2009

2011 2011

2009 2009 2009 2009

2012 2012 2012

2012 2012 2012 2012 2012

2007 2007 2007 2007

2006 2007 2006


EXCLUSIVE BRAND LAUNCHES BY DATE AND LINE OF BUSINESS

StoresWe remain committed to providing our in-store customers with an

easy, inspiring, consistent and relevant shopping experience. Wheth-

er it’s a 125,000 square foot store in Brooklyn or a much smaller store

in Minot, North Dakota, our customers can expect to find amazing

product, incredible savings and an easy experience.

Our in-store kiosks allow customers to make purchases in our stores

and have the merchandise shipped to their home without shipping

charges. Returns and exchanges, including online purchases, can be

made in any store, providing our customers with the convenience of

shopping when and where it best suits their needs.

Kohls.comLaunched in 2001, we are dedicated to giving customers the op-

portunity to shop an expanded selection of our merchandise – over

three times as many product o�erings as our stores – with a primary

focus on extended sizes, product line extensions, and web-exclusive

product lines.

Buy Online, Pick-Up in StoreBuy Online, Pick-Up in Store o�ers a fast, convenient shopping

alternative for our customers. Within hours of placing an order,

merchandise will be available for pick-up at the customer’s local

store. In addition to o�ering another shopping alternative for our

customers, pick-up in store is expected to increase store tra�c and

generate impulse sales. Pick-up in store was rolled out to all stores

in the first quarter of 2015.

Ship from StoresWith a network of over 1100 stores, why limit our distribution

capacity to our four E-Commerce fulfillment centers? All of our

stores are now equipped to ship online orders. This allows us to

reduce shipping times and costs, maximize inventory and improve

E-Commerce fulfillment capacity.

MobileMobile devices have become an extension of our customers’ lives.

91% of adults have their mobile devices within arms’ reach. The

average person looks at their phone 150 times per day. 70% of

mobile searches lead to action within one hour.

Not surprisingly, mobile is also reshaping the shopping experience.

80% of consumers use mobile to shop. By 2016, 65% of in-store

purchases are expected to be influenced by mobile. Kohl’s customers

who use the mobile platform to pre-shop and do research, come into

our stores with a strong intention of making a purchase.

Our goal is to be world class in mobile. Leading in mobile requires:

•Building easy, fast connected experiences which provide

customers with seamless interaction across every point of

engagement

•Dominating savings by putting unprecedented savings at

customers’ fingertips, simplifying savings and clarifying pricing

through mobile wallet

•Amplifying loyalty and deepening engagement by connecting

with families in the right way, at the right time

Practical, easy shopping is about convenience. It’s about providing customers the options which allow them to shop when they want and from where they want.


OMNI-CHANNEL SHOPPING EXPERIENCE

At the time of our initial public o�ering in 1992, we had 76 stores in the Midwest. In 2003, we opened 28 stores in California, giving us a

coast-to-coast presence for the first time in our history. In 2006, we expanded into the Northwest with 10 new stores in Oregon and

Washington. Between 2005 and 2008, we expanded our Southeast presence by opening 43 stores in Florida. In 2015, we now operate

1164 stores in 49 states.

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1164 Stores 49 States

Capital InvestmentsOver the past 6 years, our capital investments have shifted from building new stores to continuously improving our customer’s shopping

experience. Whether it’s new merchandise presentation and brand roll-outs, an improved check-out experience or an easier on-line

shopping experience, our investments are designed to provide an exciting, easy, personalized shopping experience.

Capital Investments

3/16/15

H:\FINANCE\FINPRIV\Financial Rptg\FactBook\2014\[Capital Spending.xlsx]Sheet1

Over the past 6 years, our capital investments have shifted from building new stores to continuously improving our customers shopping experience. Whether it's new merchandise presentation and brand roll-‐outs, an improved check-‐out experience or an easier on-‐line shopping experience, our investments are designed to provide an exciting, easy, personalized shopping experience.

2008 $1.1 billion

2013 $682 million

Spending has shi8ed from new stores

to exis>ng stores and IT

Computer Hardware and Software 5%

Other11%

StoreRefresh

25%

New Stores 65%

Computer Hardware and Software 45%

Other13%

StoreRefresh

35%

New Stores

7%

2014


KOHL’S IS A NATIONWIDE CONCEPT WITH STORES CONVENIENTLY LOCATED ACROSS THE UNITED STATES

State Stores Distribution Centers Employees

Alabama 14 1,200

Alaska 1 100

Arizona 26 2,600

Arkansas 8 700

California 126 3 13,900

Colorado 24 2,700

Connecticut 22 2,500

Delaware 5 700

Florida 53 5,100

Georgia 35 1 3,900

Idaho 5 500

Illinois 67 1 8,100

Indiana 38 4,400

Iowa 18 1,700

Kansas 12 1,200

Kentucky 17 1,900

Louisiana 8 600

Maine 5 500

Maryland 23 1 2,500

Massachusetts 26 3,000

Michigan 45 5,200

Minnesota 26 3,100

Mississippi 5 400

Missouri 26 1 3,100

Montana 3 300

State Stores Distribution Centers Employees

Nebraska 7 800

Nevada 12 1,200

New Hampshire 10 1,000

New Jersey 38 5,200

New Mexico 5 500

New York 51 1 7,200

North Carolina 31 3,300

North Dakota 4 300

Ohio 58 2 8,600

Oklahoma 11 1,200

Oregon 11 900

Pennsylvania 50 6,100

Rhode Island 3 400

South Carolina 16 1,500

South Dakota 3 400

Tennessee 20 2,100

Texas 85 2 9,100

Utah 12 1,100

Vermont 1 100

Virginia 30 1 3,400

Washington 19 1,800

West Virginia 7 700

Wisconsin 40 10,500

Wyoming 2 200

Total 13 137,500

1164


KOHL’S STATE BY STATE

Stores by Ownership (#) Stores by Ownership (%)

Owned Leased Total Owned Leased Total 2011 403 724 1,127 36% 64% 100%

2012 407 739 1,146 36% 64% 100%

2013 412 746 1,158 35% 65% 100%

2014 413 749 1,162 36% 64% 100%

2015 413 751 1,164 35% 65% 100%

Number of Stores Q1 Q2 Q3 Q4 2011 1,097 1,097 1,127 1,127

2012 1,134 1,134 1,146 1,146

2013 1,155 1,155 1,158 1,158

2014 1,160 1,160 1,163 1,162

2015 1,164

Square Footage ( in Thousands )

Stores by Region

Gross SellingQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2011 96,380 96,380 98,463 98,463 80,597 80,597 82,223 82,223

2012 98,883 98,883 99,567 99,567 82,549 82,549 83,098 83,098

2013 100,107 100,107 100,275 100,275 83,536 83,536 83,671 83,671

2014 100,340 100,340 100,494 100,394 83,715 83,715 83,833 83,758

2015 100,507 83,849

Mid Atlantic Midwest Northeast South Central Southeast West Total 2011 110 300 147 143 183 244 1,127

2012 113 301 153 146 188 245 1,146

2013 115 306 155 148 189 245 1,158

2014 115 306 155 151 191 244 1,162

2015 115 306 156 151 191 245 1,164

Stores by Store Type Stores by Location

Prototype & Urban Small Total Strip Center Malls Freestanding Total 2011 992 135 1,127 764 83 280 1,127

2012 992 154 1,146 771 85 290 1,146

2013 993 165 1,158 777 85 296 1,158

2014 988 174 1,162 780 85 297 1,162

2015 988 176 1,164 782 85 297 1,164


REAL ESTATE

Over the past 5 years, our sales - driven by E-Commerce growth - have increased at a compound annual growth rate (“CAGR”) of 1%. Sales

growth and strong expense management have contributed to increasing our Diluted Earnings Per Share (“EPS”) by 4% on a compound annual

growth basis.


FINANCIALS

($ in Millions, except per share info)

(a) Fiscal 2013 was a 53 week year. During the 53rd week, total sales were $169 million; selling, general and administrative expenses were approximately $30 million; interest was approximately $2 million; net income was approximately $15 million and diluted earnings per share was approximately $0.06.(b) Comparable sales growth is based on sales for stores (including relocated or remodeled stores) which were open throughout both the full current and prior year periods and E-Commerce. Fiscal 2012 excludes the 53rd week.(c) Net Sales per selling square foot is based on stores open for the full current period and omni-channel. 2012 excludes the impact of the 53rd week.(d) Average shareholders’ equity and average assets are based on a 5-quarter average for 2013, 2012, 2011 and 2010, and the two most recent year-end balances for 2009.

Quarterly Operating Results Q1 2015 Q4 2014 Q3 2014 Q2 2014 Q1 2014

Net sales $4,123 $6,337 $4,374 $4,242 $4,070

Net income $127 $369 $142 $232 $125

Diluted net income per share $0.63 $1.83 $.70 $1.13 $0.60

Dividends per common share $0.45 $0.39 $0.39 $0.39 $0.39

Annual Operating Results 2014 2013 2012(a) 2011 2010

Statements of Operations Data:

Net sales $19,023 $19,031 $19,279 $18,804 $18,391

Cost of merchandise sold 12,098 12,087 12,289 11,625 11,359

Gross margin 6,925 6,944 6,990 7,179 7,032

Selling, general and administrative expenses 4,350 4,313 4,267 4,243 4,190

Depreciation and amortization 886 889 833 778 750

Operating income 1,689 1,742 1,890 2,158 2,092

Interest expense, net 340 338 329 299 304

Income before income taxes 1,349 1,404 1,561 1,859 1,788

Provision for income taxes 482 515 575 692 668

Net income $867 $889 $986 $1,167 $1,120

Net income per share:

Basic $4.28 $4.08 $4.19 $4.33 $3.69

Diluted $4.24 $4.05 $4.17 $4.30 $3.66

Dividends per share $1.56 $1.40 $1.28 $1.00 -

Operating Data:

Net sales growth 0.0% (1.3%) 2.5% 2.2% 7.1%

Comparable sales growth (b) (0.3%) (1.2%) 0.3% 0.5% 4.4%

Net sales per selling square foot (c) $226 $227 $231 $232 $231

As a percent of sales:

Gross margin 36.4% 36.5% 36.3% 38.2% 38.2%

Operating income 8.9% 9.2% 9.8% 11.5% 11.4%

Net income 4.6% 4.7% 5.1% 6.2% 6.1%

Return on average shareholders' equity (d) 14.7% 14.8% 15.8% 16.4% 14.1%

Total square feet of selling space (end of period, in thousands) 83,750 83,671 83,098 82,226 80,139

Number of stores open (end of period) 1,162 1,158 1,146 1,127 1,089

Balance Sheet Data (end of period)

Working capital $2,839 $2,556 $2,184 $2,185 $2,888

Property and equipment, net 8,515 8,745 8,872 8,905 8,692

Total assets 14,431 14,378 13,905 14,148 14,891

Long-term debt 2,793 2,792 2,492 2,141 1,894

Capital lease and financing obligations 1,968 2,069 2,061 2,103 2,104

Shareholders' equity 5,991 5,978 6,048 6,508 7,850


FINANCIALS

Comparable Sales include sales for stores (including relocated or remodeled

stores) which were open during both the current and prior year periods.

Comparable sales also include e-Commerce sales.

Quarter Year-to-DateQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Total Sales Dollars (in Millions)

2011 4,162 4,248 4,376 6,018 4,162 8,410 12,786 18,804 2012 4,243 4,205 4,490 6,342 4,243 8,447 12,937 19,279 2013 4,199 4,289 4,444 6,099 4,199 8,488 12,932 19,031 2014 4,070 4,242 4,374 6,337 4,070 8,312 12,686 19,023 2015 4,123 4,123

Total Sales Growth

2011 3.1% 3.6% 3.8% (0.3%) 3.1% 3.4% 3.5% 2.2%

2012 1.9% (1.0%) 2.6% 5.4% 1.9% 0.4% 1.2% 2.5% 2013 (1.0%) 2.0% (1.0%) (3.8%) (1.0%) 0.5% –% (1.3%) 2014 (3.1%) (1.1%) (1.6%) 3.9% (3.1%) (2.1%) (1.9%) 0.0% 2015 1.3% 1.3%

Comparable Store Sales Growth

2011 1.3% 1.9% 2.1% ( 2.1%) 1.3% 1.6% 1.7% (0.5%) 2012 0.2% (2.7%) 1.1% 1.9% 0.2% (1.3%) (0.5%) 0.3% 2013 (1.9%) 0.9% (1.6%) (2.0%) (1.9%) (0.5%) (0.9%) (1.2%) 2014 (3.4%) (1.3%) (1.8%) 3.7% (3.4%) (2.3%) (2.2%) (0.3%) 2015 1.4% 1.4%


FINANCIALS

Our disciplined approach to capital management has resulted in

a strong balance sheet and our ability to generate free cash flow –

which in turn allows us to return value to our shareholders through

both dividends and share repurchases.

Dividends We paid our first quarterly dividend in February 2011. This dividend

has increased each year – from 25 cents per common share in 2011,

to 32 cents in 2012, to 35 cents in 2013, to 39 cents in 2014, and most

recently to 45 cents in 2015.

Share Repurchases

We also have an active share repurchase plan. Since 2006, we have

repurchased almost 50% of our outstanding stock – over 165 million

shares at a cost of over $8 billion dollars.

Return on Gross Investment (“ROI”)* is calculated as

earnings before interest, taxes, depreciation, amortization and rent

divided by average gross investment. We believe that ROI measures

how e�ectively we utilize our assets, excluding cash equivalents and

long-term investments, to generate earnings.

Adjusted Debt to EBITDAR* is calculated as our adjusted

outstanding debt balance divided by earnings before interest, taxes,

depreciation and amortization and rent. Our current goals are to

maintain an adjusted debt to EBITDAR ratio of approximately 2.25, to

manage debt levels to maintain a BBB investment-grade credit rating

and to operate with an e�cient capital structure for our size, growth

plans and industry.

Capital Returned to Shareholders (in Millions)

* For additional details regarding how we calculate these non-GAAP financial measures, see our Annual Report on Form 10-K.

2010 2011 2012

$1,004

$1,004

$2,311

$271

$1,293

$300

$2,582

$1,593

Share Repurchases Dividends

2013

$799

$302

$1,101

2010 2011 2012 2013

15.1%

19.2%18.8%

16.8%

ROI

Debt to EBITDAR

2011 2012 2013

1.99

2.23

2.42

2014

15.5%

2014

2.45

1.97

2010

$677

$317

$994

2014


CAPITAL MANAGEMENT

Our Social Awareness MissionAt Kohl’s, we believe in giving back to the communities we serve,

not just with money and resources but also with talent and time.

Through our community giving and volunteer program, we

support kids’ health and education, environmental initiatives

and women’s health. We envision a future where kids are healthy,

resources are plentiful and breast cancer is a thing of the past.

Because the way we see it, giving back also means looking ahead.

Since 2001, program e§orts have resulted in: • 143,000 Volunteer Events

• 834,000 Associate Volunteers

• 2.7 million Volunteer Hours

• $79 Million in Grants


SOCIAL AWARENESS

When it comes to kids, Kohl’s cares. We support kids’ health and

education initiatives in communities nationwide. With over a decade of

dedication and millions of dollars raised, we aim to give kids a brighter,

healthier future. From immunization and nutrition programs to scholar-

ships, we are committed to making a di�erence for kids in our communi-

ties so that someday they can make a di�erence in the world.

Since its inception in 2002, our Kohl’s Cares® cause merchandise

program has raised more than $274 million to support kids’ health

and education initiatives nationwide.

American women have a one-in-eight lifetime chance of being

diagnosed with breast cancer. And for every woman who is

diagnosed, there is a family who hopes for a cure.

In Wisconsin, through our cause merchandise program and

partnerships with world-class women’s health organizations, we

are helping to fund research, raise awareness and educate women about

the importance of regular exams and prevention. Together we can work

toward a future where breast cancer is a thing of the past.


SOCIAL AWARENESS

LEARN MORE ABOUT KOHL’S SUSTAINABILITY PROGRAMS AT WWW.KOHLSGREENSCENE.COM

At Kohl’s, we are committed to protecting and conserving the environment

by seeking innovative solutions that encourage long-term sustainability.

From large-scale initiatives like constructing environmentally friendly

buildings, to everyday practices like recycling hangers, we’re taking steps

– both big and small – to ensure we leave a smaller footprint.

Sustainable OperationsWe have always been committed to responsible business practices. With

simple actions such as recycling or turning o� the lights, we’ve kept

e�ciency at the forefront of our business model and, in 2006, we created

a formal program with sustainable operations as the foundation. From energy

e�ciency to smart building design, our belief in continuous improvement

keeps us setting new goals and exploring innovative opportunities.

•Energy and Carbon Reduction - In order to ensure e�ciency and

conservation, we carefully manage the energy used to light, heat and cool

our stores and corporate buildings. By monitoring energy consumption,

leveraging technology and maintaining valuable partnerships, we

continue to reduce our energy footprint and drive bottom-line savings.

•Waste Stream Reduction - We joined the EPA WasteWise program in

2006 to formally measure and report our commitment to waste reduction

and recycling. As our business grows, it’s our responsibility to develop

innovative ways to prevent waste from entering our stream and to

conserve materials where possible. Our recycling programs and waste

avoidance strategies support our commitment to resource conservation.

Additionally, our established partnerships help support our road to more

responsible recycling practices. As a result, we recycle approximately

150,000 tons of material each year.

•Building Design - We use the U.S. Green Building Council’s (USGBC)

Leadership in Energy & Environmental Design (LEED) rating system to

guide best practices in the design, construction and operations of our

stores and corporate facilities. LEED is a nationally recognized benchmark

for high-performing green buildings. We focus on three LEED rating

systems: LEED for New Construction, LEED for Existing Buildings:

Operations & Maintenance and LEED for Commercial Interiors. To be

LEED-certified, a building must meet criteria set by the USGBC. LEED

certified buildings conserve natural resources, reduce operating costs

and minimize strain on local infrastructures.

432

Sustainable Supply Chain

Our responsibility and commitment to sustainable operations extends

beyond our “four walls” to the external partners in our supply chain.

However, our goal is to first achieve leadership in sustainability in our

own operations before asking the same of others. As we continue to learn

more about supply chain sustainability, we improve on best practices and

overall e�ciency.

• Merchandise Vendors - Our commitment to supply chain sustain-

ability with our vendors expanded in 2013. Merchandise sustainabil-

ity now includes analysis of our 325 national brand vendors and 74

private brand vendors.

• Non-Merchandise Vendors - Sustainability engagement was

expanded to include key non-merchandise vendors in 2012, such as

vendors in transportation and consumable areas. The goal of these

initial assessments was to open dialogue with our partners and to

obtain a relative ranking in terms of sustainability performance.

Simply asking the question about sustainable operation practices

is the catalyst to change.

• Key Partnerships - As stewards of sustainable operations, we seek

new partnerships to promote long-term sustainability. We are a

founding member of the Sustainable Apparel Coalition, an active

member of the Business for Social Responsibility group and partner

to the EPA’s SmartWay Program. Through these key partnerships we

can e�ectively promote environmental responsibility within our own

operations as well within those along our supply chain.


SUSTAINABILITY PROGRAMS

Responsible SourcingKohl’s holds all of our vendor partners to our terms of engagement for

Kohl’s business partners (our policy). Our policy is designed to protect

the interest of workers engaged in the manufacturing of merchandise

procured for Kohl’s, and we select vendor partners who we believe

share our commitment to the fair and ethical treatment of employees.

Our compliance philosophy focuses on taking corrective action on

identified issues and continuous improvement. Our policy is posted at

www.Connection.Kohls.com under the “New Vendors” tab.

Stakeholder EngagementWe have a responsibility to engage our Associates and customers

and encourage each to consider the environment in everyday choices.

We champion partnerships with leaders in sustainability. Our relation-

ship with these core groups is vital to the success of our sustainability

operations, as well as that of our overall business.

•Associates - At Kohl’s, we engage our Associates to think about envi-

ronmental responsibility on a personal level. Through initiatives such as

the Drinking Water Responsibly program, green education classes and

corporate vegetable gardens, we encourage our Associates to share

our passion for environmental sustainability and apply what they have

learned to their everyday choices.

•Partnerships - We value both local and national partnerships with

fellow advocates and leaders in environmental sustainability. Through

these partnerships we identify opportunities within our own opera-

tions that we can, in turn, share with our stakeholders and along our

supply chain.

•Customers - We are committed to a�ecting positive change in our

communities, from how we responsibly operate our facilities to how

we engage our customers. We encourage our customers to take part

in our environmental sustainability conversation through sharing our

milestones and successes and by providing accessible communication

avenues. In o�ering reusable shopping bags and the option to recycle

any plastic shopping bag, we challenge our customers to think about

the e�ect of their personal choices on the world around them.

Sustainability Recognition: •ENERGY STAR Sustained Excellence Award – 2012, 2013, 2014

•EPA Green Power Sustained Excellence Award – 2012, 2013

•Climate Leadership Awards- Excellence in GHG Management-Goal Achiever - 2014

•Solar Energy Industry Association-Solar Champion Award - 2013

•Platts Global Energy Stewardship Award- Energy E�ciency - 2012


SUSTAINABILITY PROGRAM

KEVIN MANSELLChairman, Chief Executive Oªcer and President

Kevin Mansell, Chairman, Chief Executive O©cer and President, is responsible for Kohl’s long term growth

and profitability along with strategic direction.

Mr. Mansell has held a number of progressive positions within the company. He joined Kohl’s in 1982 as a

divisional merchandise manager and was promoted to general merchandise manager in 1987. Over the

next nine years, his responsibilities expanded to include merchandise planning and allocation. Mansell was

promoted to senior executive vice president of merchandising and marketing in 1998. The following year,

Mansell was named president and director. He was promoted to Kohl’s CEO in 2008 and named Chairman

of the Board in 2009.

Mansell began his career in retail in 1975, joining the Venture Store division of May Department Stores,

where he held a variety of positions in buying and merchandising.

MICHELLE GASSChief Customer Oªcer

Michelle Gass, Chief Customer O©cer, is responsible for Kohl’s overall customer engagement strategy,

including the company’s digital, marketing, public relations, and social responsibility e�orts, as well as

the high growth omni-channel business.

Gass joined Kohl’s in 2013 following more than 22 years of retail, marketing and general management

experience, including 16 years with Starbucks Corporation. Most recently, Gass served as president, for

Starbucks EMEA, (Europe, Middle East, Russia and Africa) overseeing and growing the company’s 1,900

owned and licensed store operations across the region. During her Starbucks tenure, she held a variety of

leadership roles across marketing, global strategy and category management, playing a key role in the

company’s overall strategic blueprint, most notably the transformation e�orts of 2008-2009.


EXECUTIVE BIOGRAPHIES


BOARD OF DIRECTORS

Kevin MansellChairman, Chief Executive O©cer and President

Kohl’s Corporation

Peter Boneparth (b)(c)

Former Senior Advisor

Irving Capital Partners

Former President and Chief Executive O©cer

Jones Apparel Group

Steven A. Burd (b)(c)

Founder and Chief Executive O©cer,

Burd Health LLC

Former Chairman and Chief Executive O©cer

Safeway Inc.

Dale E. Jones (b)(c)

Chief Executive O©cer and President,

Diversified Search

John E. Schlifske (a)(c)

Chairman and Chief Executive O©cer

Northwestern Mutual Life Insurance Company

Frank V. Sica (b*)(c)

Managing Partner

Tailwind Capital

Peter M. SommerhauserShareholder

Godfrey & Kahn, S.C. Law Firm

Stephanie A. Streeter (a)(c*)

Chief Executive O©cer and Director

Libbey, Inc

Nina G. Vaca (a)(c)

Chairman and Chief Executive O©cer

Pinnacle Technical Resources, Inc.

Stephen E. Watson (a*)(c)

Former President and Chief Executive O©cer

Gander Mountain, L.L.C.

Former Chairman and Chief Executive O©cer

Department Store Division of Dayton-Hudson Corporation

(a) Audit Committee member

(b) Compensation Committee member

(c) Governance & Nominating Committee member

* Denotes Chair


CORPORATE INFORMATION

Exchange/SymbolKohl’s Corporation common stock is traded on the New York Stock Exchange under the symbol KSS.

Standard & PoorsKohl’s Corporation is an S&P Fortune 500 company.

SIC Code5310

Independent AuditorsErnst & Young LLP

Milwaukee, Wisconsin

Transfer Agent and RegistrarTo change the name or address on stock certificates* contact:

Wells Fargo Shareowner Services

P.O. Box 64874

St. Paul, MN 55164-0856

Telephone: (800) 468-9716

*Kohl’s associates (current or former) should contact Human Resources to make changes to stock certificates

Corporate HeadquartersKohl’s Department Stores

N56 W17000 Ridgewood Drive

Menomonee Falls, WI 53051

Phone: (262) 703-7000

Investor Information/Annual and Quarterly ReportsFor quarterly earnings reports, our periodic filings with the SEC and other investor information,

please visit our Web site at www.KohlsCorporation.com or direct your inquiries to Investor Relations

ContactsInvestor Relations

Phone: (262) 703-1440

E-mail: [email protected]

Upcoming EventsFor a listing of upcoming events, including earnings releases and our Annual Meeting of Shareholders,

please visit our Web site at www.KohlsCorporation.com

Media Relations

Phone: (262) 703-7000

Kohl’s Department StoresN56 W17000 Ridgewood DriveMenomonee Falls, WI 53051 Phone: (262) 703-7000 www.KohlsCorporation.com

Documents

2015_Q1_KohlsF