#1GILDAN 2022 INVESTOR DAY GROWING SUSTAINABLY March 29th, 2022 GILDAN®#2AGENDA STRATEGIC OVERVIEW Glenn Chamandy President & Chief Executive Officer SALES & MARKETING Chuck Ward President, Sales, Marketing & Distribution SUPPLY CHAIN & MANUFACTURING Israel David Salinas SVP, Global Supply Chain & Product Development 5 MINUTE BREAK ESG Peter Iliopoulos SVP, Taxation, Sustainability & Governmental Affairs Claudia Sandoval VP, Corporate Citizenship HUMAN CAPITAL MANAGEMENT Arun Bajaj EVP, Chief Human Resources Officer & Legal Affairs FINANCIAL OUTLOOK Rhodri Harries EVP, Chief Financial & Administrative Officer 5 MINUTE BREAK Q&A 2#3FORWARD-LOOKING STATEMENTS Certain statements included in this presentation constitute "forward-looking statements" within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities legislation and regulations, and are subject to important risks, uncertainties, and assumptions. This forward-looking information includes, amongst others, information with respect to our objectives and the strategies to achieve these objectives, as well as information with respect to our beliefs, plans, expectations, anticipations, estimates, and including, without limitation, information relating to our three-year financial outlook, our expectation with regards to net sales, adjusted operating margin, return on net assets, capital investments or expenditures, information relating to our Next Generation ESG Framework and related targets, and information relating to the Company's sustainable growth strategy. Forward-looking statements generally can be identified by the use of conditional or forward-looking terminology such as "may", "will", "expect", "intend", "estimate", "project", "assume", "anticipate", "plan", "foresee", "believe", or "continue", or the negatives of these terms or variations of them or similar terminology. We refer you to the Company's filings with the Canadian securities' regulatory authorities and the U.S. Securities and Exchange Commission, as well as the risks described under the "Financial risk management", "Critical accounting estimates and judgments", and "Risks and uncertainties" sections of the Company's Management's Discussion and Analysis for the year ended January 2, 2022 for a discussion of the various factors that may affect the Company's future results. Information relating to our three-year financial outlook assumes no meaningful deterioration from the ongoing pandemic and related effects on our business. Other material factors and assumptions that were applied in drawing a conclusion or making a forecast or projection are also set out throughout this presentation and the Company's Management's Discussion and Analysis for the year ended January 2, 2022. Forward-looking information is inherently uncertain and the results or events predicted in such forward-looking information may differ materially from actual results or events. Material factors, which could cause actual results or events to differ materially from a conclusion, forecast, or projection in such forward-looking information, include, but are not limited to: the magnitude and length of economic disruption as a result of the worldwide coronavirus (COVID-19) pandemic and the more recent appearance of COVID variants, including the scope and duration of government mandated general, partial, or targeted private sector shutdowns, travel restrictions, social distancing measures, and the pace of mass vaccination campaigns; changes in general economic and financial conditions globally or in one or more of the markets we serve, including those resulting from the impact of the COVID-19 pandemic and the more recent appearance of COVID variants; our ability to implement our growth strategies and plans, including our ability to bring projected capacity expansion online; our ability to successfully integrate acquisitions and realize expected benefits and synergies; the intensity of competitive activity and our ability to compete effectively; our reliance on a small number of significant customers; the fact that our customers do not commit to minimum quantity purchases; our ability to anticipate, identify, or react to changes in consumer preferences and trends; our ability to manage production and inventory levels effectively in relation to changes in customer demand; fluctuations and volatility in the price of raw materials used to manufacture our products, such as cotton, polyester fibres, dyes and other chemicals from current levels; our reliance on key suppliers and our ability to maintain an uninterrupted supply of raw materials, intermediate materials and finished goods; the impact of climate, political, social, and economic risks, natural disasters, epidemics, pandemics and endemics, such as the COVID-19 pandemic, in the countries in which we operate or sell to, or from which we source production; disruption to manufacturing and distribution activities due to such factors as operational issues, disruptions in transportation logistic functions, labour shortages or disruptions, political or social instability, weather-related events, natural disasters, epidemics and pandemics, such as the COVID-19 pandemic, and other unforeseen adverse events; the impacts of the COVID-19 pandemic on our business and financial performance and consequently on our ability to comply with the financial covenants under our debt agreements; compliance with applicable trade, competition, taxation, environmental, health and safety, product liability, employment, patent and trademark, corporate and securities, licensing and permits, data privacy, bankruptcy, anti-corruption, and other laws and regulations in the jurisdictions in which we operate; the imposition of trade remedies, or changes to duties and tariffs, international trade legislation, bilateral and multilateral trade agreements and trade preference programs that the Company is currently relying on in conducting its manufacturing operations or the application of safeguards thereunder; factors or circumstances that could increase our effective income tax rate, including the outcome of any tax audits or changes to applicable tax laws or treaties; changes to and failure to comply with consumer product safety laws and regulations; changes in our relationship with our employees or changes to domestic and foreign employment laws and regulations; negative publicity as a result of actual, alleged, or perceived violations of human rights, labour and environmental laws or international labour standards, or unethical labour or other business practices by the Company or one of its third-party contractors; changes in third-party licensing arrangements and licensed brands; our ability to protect our intellectual property rights; operational problems with our information systems as a result of system failures, viruses, security and cyber security breaches, disasters, and disruptions due to system upgrades or the integration of systems; an actual or perceived breach of data security; our reliance on key management and our ability to attract and/or retain key personnel; changes in accounting policies and estimates; and exposure to risks arising from financial instruments, including credit risk on trade accounts receivables and other financial instruments, liquidity risk, foreign currency risk, and interest rate risk, as well as risks arising from commodity prices. The Company's ability to achieve its ESG targets, commitments and goals is further subject to, among others, its ability to access and implement all technologies, processes and methods necessary to achieve its targets, commitments and goals, its ability to leverage its supply chain and vertically integrated business model and its ability to source sustainable raw materials, as well as the development and performance of innovative technologies and the future use and deployment of such technologies and associated expected future results, and environmental policy, legislation and regulation. These factors may cause the Company's actual performance and financial results in future periods to differ materially from any estimates or projections of future performance or results expressed or implied by such forward-looking statements. Forward-looking statements do not take into account the effect that transactions or non-recurring or other special items announced or occurring after the statements are made may have on the Company's business. For example, they do not include the effect of business dispositions, acquisitions, other business transactions, asset write-downs, asset impairment losses, or other charges announced or occurring after forward-looking statements are made. The financial impact of such transactions and non-recurring and other special items can be complex and necessarily depends on the facts particular to each of them. There can be no assurance that the expectations represented by our forward-looking statements will prove to be correct. The purpose of the forward-looking statements is to provide the reader with a description of management's expectations regarding the Company's future financial performance and may not be appropriate for other purposes. Furthermore, unless otherwise stated, the forward-looking statements contained in this presentation are made as of the date of this presentation, and we do not undertake any obligation to update publicly or to revise any of the included forward-looking statements, whether as a result of new information, future events, or otherwise unless required by applicable legislation or regulation. The forward-looking statements contained in this presentation are expressly qualified by this cautionary statement. This presentation includes market data and forecasts with size of markets in which we operate. In some cases the Company relies on and refers to market data and certain industry forecasts that were obtained from third party surveys, market research, consultant surveys, publicly available information and industry publications and surveys that the Company believes to be reliable. Unless otherwise indicated, all market and industry data and other statistical information and forecasts contained in this presentation are based on independent industry publications, reports by market research firms or other published independent sources and other externally obtained data that the Company believes to be reliable. Some market and industry data, and statistical information and forecasts, are also based on management's estimates. Any such market data, information or forecast may prove to be inaccurate because of the method by which the Company obtains it or because it cannot always be verified with complete certainty given the limits on the availability and reliability of raw data, the voluntary nature of the data gathering process and other limitations and uncertainties 3#4Glenn Chamandy President and Chief Executive Officer STRATEGIC BUSINESS OVERVIEW 4#5STRONGER THAN EVER HEADING INTO OUR NEXT STAGE OF GROWTH $2.9B Net Sales Net sales above pre-pandemic levels ahead of full demand recovery ~20% Adjusted Operating Margin (1) Delivered record margins and fundamental improvement in margin profile $2.72 Adjusted Diluted EPS (1) Strength of financial results translated to record earnings $594M Free Cash Flow(1,2) Record free cash flow driven by earnings growth and improved working capital management Note: Reflects FY 2021 results (1) Adjusted operating margin and adjusted diluted EPS are non-GAAP ratios and free cash flow is a non-GAAP financial measure. These measures do not have any standardized meanings prescribed by IFRS and are therefore unlikely to be comparable to similar measures presented by other companies. The disclosures for these measures are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. 2021 operating margin and diluted EPS are 22.3% and $3.07, respectively. (2) Includes net cash inflows of approximately $75M due to the timing of insurance collections related to the 2020 hurricanes 5#6$1.1B 2009 A LOOK AT GILDAN'S HISTORICAL GROWTH Net sales (1) $2.2B 2013 $2.8B 2017 $2.9B 2021 HIGH ORGANIC GROWTH Strong organic growth fueled by gains in US imprintables share Development of Central American manufacturing hub EXPANSION INTO NEW AREAS Accelerated penetration into International markets Leveraged capabilities to expand into retail Acquired factory in Bangladesh ACQUISITION-FUELED GROWTH Acquired brands, products, and distribution assets to expand growth platform, which added complexity to the business BACK TO BASICS Simplified the business by consolidating business units, rationalizing product portfolio, optimizing supply chain and driving cost advantage Began development of major manufacturing hub in Bangladesh Further focus on vertical integration (1) Annual net sales figures presented on a calendar year basis 6#7L QOO BUILDING ON BACK TO BASICS WITH GSG STRATEGY Phase 1: Back to Basics Reinforced focus on wholesale model Phase 2: Sustainable Growth Reduced complexity by eliminating underperforming and overlapping brands and SKUs Consolidated manufacturing capacity in Central America by exiting higher cost facilities Exited to-the-piece distribution and consolidated distribution centers to improve servicing and margins Realigned organization under single business unit and streamlined global SG&A infrastructure 18-20% operating margins RONA ≥ 20% Capacity driven growth Expanding our competitive advantage as a low-cost vertically integrated manufacturer Innovation Driving innovation across all facets of our organization Creating value for all stakeholders Environmental, Social and Governance Strengthening and leveraging ESG initiatives and strong track record 7-10% net sales growth (1) 18-20% operating margins(1) RONA ≥ 20% (1) of (1) Reflects 3-year financial targets. See slide entitled "Forward-Looking Statements" on page 3. 7#8CREATING VALUE THROUGH MARGIN EXPANSION AND CAPITAL EFFICIENCY Adjusted operating margin (1) 15% ~500 bps 20% 2017 2021(2) 15% RONA (1) ~800 bps 23% 2017 2021(2) (1) These are non-GAAP ratios. These measures do not have any standardized meanings prescribed by IFRS and are therefore unlikely to be comparable to similar measures presented by other companies. The disclosures for these measures are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. (2) 2021 adjusted operating margin and RONA results reflect one-time benefit stemming from the USDA's Pandemic Assistance for Cotton Users program of 60 and 70 bps, respectively 8#9MARKET SUCCESS FACTORS Everyday low pricing Leveraging our low-cost competitive advantage to sustain everyday low-pricing >>> III Strong availability Maintaining industry-leading product availability and servicing Integrating ESG messaging into our product value proposition Superior product innovation Delivering superior quality, value-driven and innovative products to our customers Leading ESG Accentuating our leading sustainability standing as a competitive differentiator Modernizing core offering while selectively introducing products in underpenetrated categories 6#10JAGAN BLOWN GREAN AE A FOCUSED GO-TO-MARKET STRATEGY GADAN GLOA GADAN GALDAN TAMAN GACAN GLE GARAN GROAN GROWN GADAN GALDAN GADAN LOAN GŁOWN GILDAN GADAN GADAN GALOMS GADANG GADAN CADAN ALDAN CAEN GLDAN GILDAN GLEAN GILDAN GROAN GREVAN GADAN GADAN GABAY MAN GILDAN CADAN GROWN GADAN GILDAN SEWN 238 GLOW GADAN GADAN GADAN GADAN N GALAN GILDAN GLEAN LOAN GLOAN GROAN GAIN GILDAN GADAN GADAN GADA GALDAN 5500 GADAN SADA3 GADAN GILDAN GADAN GALDAN GLOWE GALDAN GLOWW GILDAN GILLIAN GALDAN GROAN GILDAN GAD GABAN GEGAN GADAN GRUDAN GADAN GROAN GW G5AN GALVAN GILDAN Gamw GADAN GADAN GRUBAN GREAN GADAN GROWN GADAN GILDAN GLDAN GILDAN GLEAN GROAN GADA GASIAN CA0W GADAN GILDAN GADAN DADAN DAN CADAN DAN GLOWN GILDAN GAGAN GALDAN CADAN GRDAN GALDAN wwwww GILDAN GALDAN GROAN GALDAN GILDAN CAGAN GILDAN GADAN GILDAN GADAN GLOAN GADAN GROAN GADAN GILDAN GOLDAN GILDAN GADAN GILDAN GADW GILDAN GADAN GILDAN GADAN GILDAN GADAN GILDAN 5 GADAN GLAN GADAN 107 UNY GRONK GLDAK GADAN GADAN GILDAN GILDAN GILDAN GUDAN GADAN CADAN SACAN 6 GILDAN GILDAN OM al GILDAN GILDAN SADAK XOAN GILDAN SADAN SADAN GOW EFFICIENT WHOLESALE MODEL B2B Large-scale replenishment orders Limited product complexity No fashion risk S&S ACTIVEWEAR do alphabroder SANMAR Fanatics adidas Walmart RALAWISE.com amazon FALK&ROSS Michael's KOHL'S Note: Companies referenced above do not reflect comprehensive list of our customers 10#11CAPITAL ALLOCATION PRIORITIES PRIORITIZING CAPITAL REINVESTMENT TO DRIVE ORGANIC GROWTH AND CAPITAL RETURNS VIA DIVIDENDS AND BUYBACKS % CAPEX Support capacity expansion through capital investment of 6-8% of net sales over the next 3 years (1) GIL Share Repurchases Discretionary return of capital to shareholders aligning to leverage framework (1) See slide entitled "Forward-Looking Statements" on page 3 $ $ m Dividends Annual dividend growth M&A Opportunistic M&A to strengthen organic growth capabilities 11#12A CLEAR PATH TO LONG-TERM VALUE CREATION (1) STRONG FOUNDATION Vertically integrated, large-scale, low-complexity, low cost, responsible manufacturing COMPELLING PATH TO SHAREHOLDER VALUE CREATION FAVORABLE MARKET DYNAMICS Well positioned to gain market share in an expanded addressable market driven by broader industry shifts 3-year net sales CAGR of 7% - 10% 3-year adjusted operating margin 18% - 20% SUSTAINABLE GROWTH STRATEGY Leveraging and expanding our competitive advantage through capacity-driven growth, innovation, and continued focus on ESG Return on net assets ≥ 20% Enhanced shareholder returns through dividends and share repurchases (1) See slide entitled "Forward-Looking Statements" on page 3 12#13Chuck Ward President, Sales, Marketing and Distribution SALES AND MARKETING OVERVIEW 13#14GLOBAL APPAREL MARKET Activewear ~75% GILDAN'S GLOBAL ADDRESSABLE MARKET IS ~$22B ... Approx. $480B global apparel market . accounting for ~5% of the global apparel market Hosiery and underwear ~25% Sources: Management estimates, NPD Retailers Tracking service, POS and consumer data, and BCG market assessment, Euromonitor global apparel market estimates 14#15GLOBAL ADDRESSABLE MARKET GILDAN HAS 14% MARKET SHARE PREDOMINANTLY IN NORTH AMERICA MARKET BY MAJOR PRODUCT CATEGORY Activewear ~75% MARKET BY GEOGRAPHIC AREA North America ~80% Approx. $22B global addressable market Approx. $22B global addressable market Hosiery and underwear ~25% Sources: Management estimates, NPD Retailers Tracking service, POS and consumer data, and BCG market assessment International ~20% 15#16WELL POSITIONED TO CAPITALIZE ON FAVORABLE MARKET TRENDS TM CASUALIZATION Amplified by remote working conditions and healthier lifestyle trends CREATOR ECONOMY Digital models gaining ground increasing product accessibility to consumers and small business Advances in digital printing technologies Pandemic accelerated digital shift in consumer behavior PRIVATE BRANDS Continuing to gain traction at the expense of national brands NEARSHORING Customers looking for reliable supply chains to mitigate disruption risks ENVIRONMENTAL, SOCIAL & GOVERNANCE ESG considerations are gaining importance with all stakeholders Industry shifts creating opportunities for large-scale, vertically integrated apparel manufacturers 16#17NORTH AMERICAN ADDRESSABLE ACTIVEWEAR MARKET CURRENTLY CAPTURING APPROXIMATELY 18% OF AN $11B ADDRESSABLE MARKET By major product group Ring-spun T-shirts Open-end T-shirts 5-7% CAGR 2022-2027 Polos Fleece Mid-to-high single digit Mid-single digit Low to mid-single digit Sources: Management estimates, NPD, POS and consumer data, and BCG market assessment Casualization expected to continue driving growth as activewear becomes a wardrobe staple Open-end Ts account for ~50% of the T-shirt market in dollars and 2/3 of the market in volume Growth in Fleece projected to outpace other product categories 17 17#18NORTH AMERICAN ACTIVEWEAR VALUE CHAIN ACTIVEWEAR FLOWS FROM MANUFACTURERS THROUGH GO-TO-MARKET CHANNELS BEFORE REACHING END-CUSTOMERS MANUFACTURERS Manufacture and sell blank apparel in large quantities to both distributors and directly to go-to-market channels DISTRIBUTORS Purchase large quantities of product to redistribute S&S alphabroder do ACTIVEWEAR SANMAR STATON • corporate & casual GILDAN® (1) Go-to-market channels with sufficient scale to source directly from manufacturers are considered to be national accounts Note: Companies referenced above do not reflect comprehensive list of distributors and national accounts GO-TO-MARKET CHANNELS(1) Sell blank and decorated apparel to end users through purchase occasions such as: Corporate and promotional Brick and Mortar and online retailers Digital printing Event merchandising and tourism - Sports Collegiate Fanatics MAD ENGINE amazon Walmart adidas Michaels GRAPHICS LIQUID CUSTOM INK 18#19NORTH AMERICAN ADDRESSABLE ACTIVEWEAR MARKET BY CHANNEL DISTRIBUTORS AND NATIONAL ACCOUNTS EXPECTED TO GROW AT MID-TO-HIGH SINGLE DIGITS ~$11B ~$5B ~$6B 5-7% CAGR ~$13B ~$6B ~$7B ~$15B ~$7B ~$8B 2022 2024 2027 Distributors National Accounts Sources: Management estimates, and BCG market assessment 19#20END-CUSTOMERS PURCHASE OCCASIONS NORTH AMERICAN BLANK ACTIVEWEAR MAINLY REACHES END CUSTOMERS VIA SIX DISTINCT PURCHASE OCCASIONS ا Corporate and promotional ~26% R Brick and mortar and Digital printing online retailers Event merchandising and tourism Sports Collegiate Promotional products and corporate swag received for free, and uniforms ~21% Blank and decorated apparel purchased from large multi-brand retail stores, including online purchases ~15% Decorated apparel purchased from small online businesses or social media shops, and for use at personal events ~14% Decorated apparel purchased at concerts, festivals, and gift shops ~13% Decorated apparel purchased at sporting events ~11% Decorated apparel purchased from university and school-affiliated organizations Growth Drivers Increased personalized apparel gifts driven by lack of in-person events and work from home expected to continue Growth Drivers Economic outlook to drive steady growth Casualization and work-from-home Sources: Management estimates, and BCG market assessment • Growth Drivers Printing technology • Creator economy Growth Drivers Recovery of travel and event-driven demand a tailwind through 2023 • Customization / Self- expression Growth Drivers • Recovery of event- driven demand a tailwind through 2023 Growth Drivers • Return of in-person / on-campus activities a tailwind through 2023 Estimated 2022 addressable market share 100% = $11B 20 20#216750L LADIES TRI-BLEND T-S FOCUS BRANDS FOR ACTIVEWEAR ADDRESSING ALL MARKET SEGMENTS THROUGH WELL ESTABLISHED OWNED AND THIRD-PARTY BRANDS FAM AT T BAD C MAKE YOUR GILDAN Make your mark Delivering superior value through a full spectrum offer - From open- end to ring-spun products in a wide variety of sizes, silhouettes, and colors NEW SHIRT. OLD SOUL. COMFORT COLORS STYLE: 1567 MAT'L COTTON BYE PIGME BOLO DEDDE New shirt. Old Soul. The original "lifestyle" garment dye brand that delivers worn-in comfort, 100% US cotton and sustainable pigment dye (CPD) Make it iconic Make it American Apparel AMERICAN APPAREL Fit for Purpose Delivering timeless, iconic styles for men and women, premium ring-spun Fanatics adidas THIRD-PARTY BRANDS Partner of choice Partnering with leading lifestyle brands looking to improve their supply chain through resiliency and sustainability 21 24#22INDUSTRY LEADING PORTFOLIO AT EVERYDAY LOW PRICING COMPETITIVE POSITIONING ACROSS A BROAD RANGE OF PRODUCTS GILDAN® Softstyle 64000~2.99 Competitor A ~$4.39 Competitor B ~$4.44 GILDAN® Softstyle 67000 ~$3.25 Competitor A ~$4.54 Competitor B ~$4.49 American Apparel® GILDAN 2001W ~$3.99 Competitor A ~$4.39 Competitor B ~$4.44 18500 ~$9.99 Competitor A ~$9.99 Competitor B ~$9.99 Source: Pricing at leading distributor 22#23PRODUCT INNOVATIONS IN T-SHIRTS MODERNIZING BASICS, INCREASING RING-SPUN MARKET PENETRATION REINVIGORATING BASICS EZ-PRINT GILDAN® HEAVY COTTON Made in Honduras au Honduras NEW! 64EZO Pitch Black A DECORATOR'S DREAM COME TRUE Welcome to the easy life, decorators. With new Gildan Softstyle EZ Print T-Shirts, your print-ready canvas awaits. We washed high-stitch density 100% ring spun cotton with enzymes to create the softest, cleanest surface you could dream of. In four popular colors, EZ Print t-shirts are the modern-classic fit tees that'll get your graphics noticed. GILDAN Softstyle EXPANDING OUR RS OFFERING Hammer Heavyweight 100% ring-spun cotton with modern fit and color palette speaks to West Coast streetwear trend Redefining aesthetics, modernizing fit and branding to appeal to both wholesale and retail consumers RING SPUN SOFT mygildan.com Ultra smooth, soft, ring-spun fabric with an enzyme wash treatment for enhanced DTG printability Become the Decorator's Choice Softstyle Midweight Everyday midweight T in subtle color palette addresses emerging trend towards heavier fabrics 23#24FIT DRE CUDI INK FLEECE KNTT 18500 Fleece PRODUCT INNOVATIONS IN FLEECE EXPANDING OUR OFFERING TO FURTHER CAPITALIZE ON A RAPIDLY GROWING SEGMENT EXPANDING OUR FLEECE OFFERING GILDAN NET SALES CLASSIC ETT NEW STYLE. NEW COLOR. Double-digit GROWTH 2017 2021 BASICS Accessible price point Multi-end use with crossover appeal available in a wide array of silhouettes and colors No-pill MVS fabric NEW – SOFTSTYLE Large market share opportunity DTG-friendly ring-spun fleece, modern color offering and elevated product features NEW 3-END PLUSH - Premium price point Heavy and lightweight 3-end fleece offering with super soft and ultra-lofty fabric Highest growth across activewear product category (2017-2021) Addressable North American Fleece market valued at approximately $4B Sources: Management estimates, and BCG market assessment 24#25INTERNATIONAL ACTIVEWEAR INTERNATIONAL OPPORTUNITY REMAINS COMPELLING OVER THE LONGER-TERM Currently servicing ~60 countries from Central America and Bangladesh EUROPE ☑) Leverage Bangladesh to improve cost competitiveness and service core styles with direct shipping from manufacturing hubs ☑ Improving availability through a product line interchangeable with U.S. markets ☑ Exploring long-term opportunity of developing a national accounts revenue stream ASIA ♫ Simplifying product offering to reduce complexity, improve planning and interchangeability of inventory Deepening relationship with key distributors by offering regional exclusivity arrangements 25#26NORTH AMERICAN ADDRESSABLE HOSIERY AND UNDERWEAR MARKET CURRENTLY CAPTURING APPROXIMATELY 10% OF A $6B ADDRESSABLE MARKET BY MAJOR PRODUCT GROUP Hosiery 1-2% CAGR 2022-2027 Underwear Sources: Management estimates and NPD Retailers Tracking service, POS and consumer data Retailers are looking to nearshore supply chains for quicker speed to market and better availability Retailers continue to focus on their own exclusive programs or private brands Organizations with proven ESG track records are becoming suppliers of choice 26#27FOCUS BRANDS FOR HOSIERY WELL-ESTABLISHED BRANDS AND SUPPLIER OF CHOICE FOR LIFESTYLE BRANDS AND MAJOR RETAILERS FOCUS BRANDS GOLDTOE Premium heritage brand Durability, style and innovation GOLDTOE PEDS Iconic Women's brand Women's no-show sock solution for every shoe peds THIRD-PARTY BRANDS Partner of choice Leading lifestyle brands Retailers' private brands Walmart Strong demand from lifestyle brands looking to nearshore their supply chains "Industry players are anticipating that Asia's status as the manufacturing low- cost leader will diminish and expect a step-change in nearshoring for the purpose of bolstering speed to market(¹)” (1) Bernstein Research 22 27#28GILDAN FOCUS BRANDS FOR UNDERWEAR SERVICING LARGE PRIVATE LABEL PROGRAMS AND THE GILDAN BRAND FOCUS BRANDS PRIVATE LABEL Amongst best sellers across multiple Men's underwear categories at Amazon Quality underwear and undershirts at a value price point Expanding relationships with retailers to gain share and develop high volume, low complexity programs Driving growth by expanding cotton assortment and premium offerings 28#29GILDAN RESPECTS, OUR ESG-CENTRIC MARKETING CAMPAIGN A GLOBAL CONSUMER-FACING PLATFORM TO DRIVE AWARENESS AND ESTABLISH OUR ESG AS A DIFFERENCIATING FACTOR GILDAN MADE WITH RESPECT FOR THE ENVIRONMENT TM Made with respect for the future. Made with respect for the land. Made with respect for clean water. GILDAN MADE V RESECT Made with respect for Bangladeshi rivers. Made with respect for our workers. Made with respect for our climate. Made with respect for human rights. Made with respect for earth's finite water. Made with respect for safe working conditions. Made with respect for animal habitats. Made with respect for delicate ecosystems. Made with respect for renewable energy. Made with respect for hand-me-downs. GLDIN GILDAN MADE WITH RESPECT FOR OUR WORKERS STRIVING TO BE THE BRAND THAT CREDIBLY BREAKS OUTSIDE THE EXPECTED SUSTAINABILITY STORY GILDAN MADE WITH RESPECT FOR BIODIVERSITY GILDAN MADE WITH RESPECT FOR EARTH'S RESOURCES 20 29#30Israel David Salinas Senior Vice-President, Global Supply Chain and Product Development SUPPLY CHAIN AND MANUFACTURING OVERVIEW 30#31A WORLD-CLASS, INDUSTRY-LEADING MANUFACTURING PLATFORM MORE THAN TWO DECADES OF DEVELOPING LARGE-SCALE MANUFACTURING BASE HONDURAS RIO NANCE 1 TEXTILES HONDURAS RIO NANCE 3 HOSIERY HONDURAS RIO NANCE 2 TEXTILES HONDURAS RIO NANCE 4 HOSIERY HONDURAS RIO NANCE 5 TEXTILES US YARN SPINNING INVESTMENTS ACQUIRED 3 PLANTS, BUILT 3 PLANTS FRONTIER YARNS ACQUISITION YARN SPINNING 1997 2002 2005 2006 2007 2010 2012 2013 2014 2015 2018 2019 2021 HONDURAS 1ST OFF-SHORE FACILITY SEWING DOMINICAN REPUBLIC TEXTILES NICARAGUA 1ST SEWING FACILITY (1) Reflects investment in property, plants and equipment only BANGLADESH ACQUISITION HONDURAS GARMENT DYEING HONDURAS MANUFACTURING DISTRIBUTION CENTER ~$2.1B of capital investment (1) over more than two decades HONDURAS RIO NANCE 6 TEXTILES BANGLADESH LAND ACQUISITION BANGLADESH HUB DEVELOPMENT 31#32GLOBAL, VERTICALLY-INTEGRATED MANUFACTURING INFRASTRUCTURE LARGE-SCALE LOW-COST VERTICALLY INTEGRATED AND ENVIRONMENTALLY RESPONSIBLE ~$0.6-0.9B to be invested to support capacity expansion and vertical integration through 2024 29 company-owned factories ~95% of sales derived from internally-produced apparel (1) Yarn spinning hub Textile and sewing manufacturing hubs Central America, Caribbean, and Bangladesh Our markets (1) While the majority of our facilities are company-owned, we also use the services of third-party contractors to supplement certain product requirements 32#33A COMPETITIVE ADVANTAGE IN MANUFACTURING LARGE-SCALE LOW-COST VERTICALLY INTEGRATED AND ENVIRONMENTALLY RESPONSIBLE Vertical Integration Strong oversight of our supply chain, leading to greater governance and control over operations Enhanced efficiency by applying highly standardized and cost-effective processes across our operations Reduced supply chain disruption due to direct control and ownership of the production cycle Large-Scale Manufacturing Capabilities Strategically located in low-cost and duty favorable geographies Cost competitiveness stemming from fixed cost leverage and cost reduction initiatives Flexible and resilient network of sewing facilities in Central America, the Caribbean and Bangladesh Human Capital Strong localized management infrastructure with depth of talent Skilled workforce with ~50K employees across North and Central America, the Caribbean, and Bangladesh Strong Balance Sheet Strong balance sheet to support capacity and working capital investments required to secure large programs 33#34OVERVIEW OF YARN SPINNING OPERATIONS LEVERAGING OUR STATE-OF-THE-ART SPINNING ASSET BASE Approx. $600M of capital investment (1) to acquire, build, or modernize yarn spinning facilities inclusive of Frontier Yarns acquisition in late 2021 Network of ten yarn spinning facilities across the southeastern USA, in close proximity to cotton sources Gildan accounts for approximately 40-45% of all domestically consumed US cotton Internal production satisfying large majority of yarn requirements with the remainder met by third-party suppliers (1) Reflects investment in property, plants and equipment only 34#35FRONTIER YARNS ACQUISITION FULLY INTEGRATING OE AND MVS YARN REQUIREMENTS AND SUPPORTING GROWTH Frontier Yarns Founded in 1996, led by strong management team with significant industry experience Leading producer of 100% cotton, polyester, and blended yarns Primarily manufacturing on OE and MVS spinning technology Four facilities located in North Carolina, employing approx. 800 employees Long time supplier to Gildan, 40% of 2021 production sold to Gildan Strategic Rationale Reducing dependency on third-party suppliers ✓ Satisfying ~90% of Central America and Caribbean yarn requirements ✓ Supporting revenue growth in 2022 / 2023 and beyond ✓ Acquiring MVS and OE backing capacity to support fleece growth 35#36MANUFACTURING CAPACITY EXPANSION INITIATIVES COMMITTED EXPANSION INITIATIVES AND FUTURE OPPORTUNITIES COULD DRIVE UP TO $2B IN INCREMENTAL SALES COMMITTED EXPANSION INITIATIVES FUTURE EXPANSION OPPORTUNITIES • Central America and the Caribbean Capacity expansion to support incremental $500M in sales within existing Central American and Caribbean footprint by end of 2022 • • Strengthening our low-cost competitive advantage by further leveraging existing infrastructure Vertical Integration in Yarn Spinning Investing to modernize and expand facilities acquired via the Frontier Yarns acquisition Kohinoor Phase 1 Building capacity in Bangladesh to support incremental $500M in net sales First phase of new greenfield facility to support growth in both 2023 and 2024 . Kohinoor Phase 2 Opportunity for second phase to support • incremental $500M in sales beyond 2024 Vertical Integration in Bangladesh Exploring options to increase control over yarn supply chain in Bangladesh Central America and the Caribbean Exploring options to build a greenfield facility to support an incremental $500M in sales beyond 2024 36#37BUILDING CAPACITY IN BANGLADESH SUPPORTING GROWTH IN NORTH AMERICAN AND INTERNATIONAL MARKETS GILDAN APPAREL BANGLADESH FACILITY . Maximizing existing facility output to support near-term demand Phase I Kohinoor Facility On track to delivering production in Q1 2023 • Once ramped-up, Kohinoor will triple capacity in Bangladesh Visual representation of completed facility GILD Phase II Kohinoor Facility . Opportunity for Phase II to support growth beyond 2024 BENEFITS OF OPERATING IN BANGLADESH Diversifying our manufacturing platform leveraging 10+ years of in country operating experience Skilled workforce at competitive labor rates and availability of energy and raw materials further strengthening our low- cost competitive advantage Duty-free access to targeted International markets 37#38MANUFACTURING INNOVATION INCREASING THE SUSTAINABILITY AND LOWERING THE COSTS OF OUR PRODUCTS THROUGH AN UNWAVERING COMMITMENT TO INNOVATION Process-Related Innovations Focus on reducing both our carbon and water footprints while maintaining cost leadership, expanding capacity and improving flexibility Fabric-Related Innovations Developing processes and technologies to reduce our environmental footprint and improve product consistency and fostering partnerships with suppliers to benefit from external R&D 38#395 MINUTE BREAK 39#40Peter Iliopoulos Senior Vice-President, Taxation, Sustainability and Governmental Affairs Claudia Sandoval Vice-Present, Corporate Citizenship ENVIRONMENTAL, SOCIAL AND GOVERNANCE OVERVIEW 00 40#412001 2002 A 20-YEAR JOURNEY IN THE MAKING MORE THAN TWO DECADES OF DEVELOPING AND ACHIEVING ESG TARGETS 2003 2004 2005 2006 2007 CODE OF ETHICS ENVIRONMENTAL OEKO-TEX FIRST BIOTOP WASTEWATER POLICY & CODE OF PRACTICE TREATMENT SYSTEM FIRST WRAP CERTIFICATION STANDARD 100 CODE OF CONDUCT FIRST GHG INVENTORY GILDAN JOINS THE FLA FIRST GILDAN CSR REPORT 2014 2013 2012 2011 2010 2009 ENVIRONMENTAL MANAGEMENT SYSTEM & FLA ACCREDITATION 2008 ESG DISCLOSURE FIRST COMPANY WIDE LCA & FISRT MATERIALITY ASSESSMENT INCLUDED IN DJSI INDEX FOR THE FIRST TIME FIRST 5YR ENVIRONMENTAL TARGETS (2010 BASELINE) FIRST WATER CONSUMPTION DATA ALIGNED TO GRI FIRST DATABASE FIRST BIOMASS & FIRST CDP PARTICIPATION ENERGY SYSTEM & FIRST LIFE CYCLE ASSESSMENT 2015 2016 NEW 5YR ENVIRONMENTAL TARGETS (2015 BASELINE) HUMAN & LABOUR RIGHTS POLICY 2017 | ALIGNMENT with UN SDG'S & IMPLEMENTATION OF WOMEN EMPOWERMENT PROGRAM 2018 FIRST HEAT RECOVERY SYSTEM 2019 GILDAN JOINS ETHISPHERE'S BUSINESS ETHICS LEADERSHIP ALLIANCE 2020 2021 COVID-19 RELIEF INITIATIVES SASB REPORTING & INITIAL ASSESSMENT OF TCFD 41#42GILDAN'S NEXT GENERATION ESG FRAMEWORK AND FUTURE TARGETS(1) bli Climate, energy, and water 2030 Align to Science Based Targets initiative (SBTi) Reduce Scope 1 and 2 GHG emissions by 30% Reduce water intensity by 20% Circularity 2025 Source 100% sustainable cotton 2027 Source 30% recycled polyester or alternative fibers and yarns Use 75% recycled or sustainable packaging and trim materials Achieve zero manufacturing waste Human capital management 2027 Achieve gender parity within the employee group encompassing Director level and above positions 2028 Obtain ISO 45001 certification for 100% of owned and operated facilities Long-term value creation 2026 Allocate 1% of pre-tax earnings towards community investment initiatives Transparency and disclosure 2022 Align to TCFD framework through stand-alone subsequent disclosure reporting, detailing our climate-related governance, strategy, risk management metrics, and targets while further enhancing and strengthening ESG disclosure across focus areas (1) See slide entitled "Forward-Looking Statements" on page 3 42 22#43ESG TODAY STRENGTHENING BUSINESS PERFORMANCE THROUGH IMPACTFUL ESG PROGRAMS Human capital (1) 53% of employees are covered by a collective bargaining agreement 97% of employees represented by formal joint management-worker EHS committees ✓ 23 factories with a health clinic on site 56 doctors and 80 nurses on staff $1.2M invested in medicine and vaccines for employees Environment(1) 33% of our energy use comes from renewable resources ✓ 11.4% water intensity reduction (between 2015-2020) ✓ 4.9% reduction in waste intensity (between 2015-2020) ✓ 100% of our fabric cutting scraps recycled or repurposed Communities (1) 85% of all Gildan managers worldwide are local talent $215M in annual spend with local suppliers in Bangladesh, Central America and the Caribbean $2.1M donated to our communities ✓ 354 schools supported in Central America and the Dominican Republic Dow Jones Sustainability Index S&P Global Sustainability Yearbook Awards and Recognitions 2022 Carbon Clean 200™ list Corporate Knights - Global 100 Most Sustainable Corporations Investor Business Daily - Top 100 ESG Companies of the Year (1) 2020 fiscal year 43#44Arun Bajaj Executive Vice-President, Chief Human Resources Officer and Legal Affairs HUMAN CAPITAL MANAGEMENT 44#45~50K EMPLOYEES 13 COUNTRIES LOCAL LEADERSHIP HUMAN CAPITAL MANAGEMENT blerrebi Demo 45#46HUMAN CAPITAL SUPPORTING GROWTH Management ATTRACT AND GROW STRATEGIC PARTNERSHIPS 60% Of all management opportunities were filled via internal promotions Leadership Programs DIVERSITY, EQUITY AND INCLUSION TALENT MANAGEMENT Executive Coaching Leading the Gildan Way School of Leadership EMPLOYEE WELL-BEING EMPLOYER OF CHOICE Building a culture of development where every employee can leverage their full potential through experience, mentorship and learning initiatives 46#47HEALTH AND SAFETY Declining work-related injury rate (1) since 2018 0.44 0.41 0.40 0.27 Gildan plans to attain the ISO 45001 certification at all its Company-owned and operated facilities by 2028. 2018 2019 2020 2021 OUTSTANDING COVID-19 MANAGEMENT Biosafety protocols In-house COVID-19 testing ~75% vaccinated AT THE FOREFRONT OF BEST PRACTICES SIF prevention H&S Culture Dupont Bradley Curve PROMOTING A PREVENTION CULTURE Lowest work-related injury rate in the last 4 years FY21: 4 factories with no recordable events Progress made: Over 2,300 training hours Standardizing processes Conducting ISO 45001 based audits (1) Calculated as the rate per 200K hours 47 47#48DIVERSITY EQUITY & INCLUSION EMBRACING THE DIVERSITY OF OUR EMPLOYEES AND OUR COMMUNITIES, TO CULTIVATE A PRODUCTIVE AND INNOVATIVE ENVIRONMENT BY WELCOMING EVERY INDIVIDUAL'S UNIQUENESS GENDER PARITY Achieve gender parity within the employee group encompassing Director level and above positions by 2027 Formalize GLOBAL DEI POLICY Cultivate • Share TRAINING AND AWARENESS PROGRAMS TALENT ACQUISITION BEST PRACTICES SUCCESSION PLANNING STRATEGIES MEASURE INCLUSION Global workforce Below Managers Managers Director and above Female representation % 26% 45% 45% 45% 0% 10% 20% 30% 40% 50% 60% Gender Parity 48#49Rhodri Harries Executive Vice-President, Chief Financial and Administrative Officer FINANCIAL REVIEW 49 49#50STRONG FINANCIAL PERFORMANCE SUPPORTED BY DELIVERING ON OUR BACK TO BASICS STRATEGY Net sales (in millions of dollars) Operating income (in millions of dollars) Adjusted operating income (1) 2% CAGR Operating income 2,751 2,909 2,824 2,923 9% CAGR (2) 1,981 652 591 401 424 403 437 391 289 (181) 18 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 Net sales above pre-pandemic levels Earnings per share Record full year adjusted operating income Free cash flow (1) (in millions of dollars) Diluted EPS Adjusted diluted EPS (1) 519 12% CAGR (2) 3.07 2.72 429 358 1.61 1.72 1.66 1.86 1.27 1.66 227 (1.14) T (0.18) 2017 2018 2019 2020 2021 2017 2018 2019 2020 Record full year adjusted EPS Approx. $2.1B generated from 2017-2021 594 2021 (1) Adjusted diluted EPS is a non-GAAP ratios and adjusted operating income and free cash flow are non-GAAP financial measures. These measures do not have any standardized meanings prescribed by IFRS and are therefore unlikely to be comparable to similar measures presented by other companies. The disclosures for these measures are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. (2) CAGRS reflect the results of adjusted operating income and adjusted diluted EPS 50 50#51KEY CATEGORIES OF TOP-LINE GROWTH By major product category (in millions of dollars) 2,909 2,751 2,824 587 562 708 1,981 483 By geographic area (in millions of dollars) 2,923 2,909 2,824 558 2,751 239 307 314 1,981 213 2,923 281 2,512 2,602 2,510 2,641 2,321 2,262 2,365 2,043 1,768 1,498 2017 2018 2019 Activewear 2020 2021 2017 2018 2019 2020 2021 North America Rest of the world Hosiery and underwear Activewear will continue to be major growth driver Hosiery and Underwear shifting from headwind to tailwind North America remains our key geographic focus Other regions recovery currently lagging but expected to come 51 52#52ENHANCED PROFITABILITY DRIVING STRONG RETURNS BACK TO BASICS DELIVERED LOWER COST STRUCTURE, DRIVING PROFITABILITY IMPROVEMENT Gross margin Balancing gross margin and volume growth going forward SG&A as a percentage of net sales Further operating leverage potential Operating margin Targeting 3-year adjusted operating margin in range of 18 - 20% 29.1% 29.1% 27.7% 27.7% 24.9% 26.7% 15.3% 12.6% 2017 2018 2019 Gross margin 13.6% 12.5% 2020 Adjusted gross margin (1) 12.1% 32.2% 30.9% 2021 13.7% 10.7% 2017 2018 2019 2020 2021 14.6% 15.4% 22.3% 20.2% 13.9% 15.0% 13.8% 10.2% (9.1%) 0.9% 2017 2018 2019 Operating margin 2020 Adjusted operating margin (1) 2021 (1) These are non-GAAP ratios. These measures do not have any standardized meanings prescribed by IFRS and are therefore unlikely to be comparable to a similar measure presented by other companies. The disclosures for these measures are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. 52 52#53BACK TO BASICS ENABLING STRONG ASSET UTILIZATION SIMPLIFICATION AND STREAMLINED FOCUS DRIVING IMPROVED ASSET RETURNS 36.2% 34.0% 36.4% 34.3% Working capital(¹) as a percentage of net sales 27.5% ~30% target level 2017 2018 2019 2020 2021 CAPEX as a percentage of net sales 5.0% 4.3% 4.5% 3.4% 2.9% Capital intensity of 6 - 8% for 2022-2024 2017 2018 2019 2020 2021 RONA (2,3) Maintaining ≥ 20% 14.9% 15.6% 13.3% 2017 2018 2019 1.0% 2020 23.1% 2021 (1) Working capital as a percentage of net sales is calculated as working capital divided by net sales for the trailing twelve months. Working capital is defined as current assets less cash and cash equivalents and current liabilities. (2) This is a non-GAAP ratio. This measure does not have any standardized meanings prescribed by IFRS and is therefore unlikely to be comparable to a similar measure presented by other companies. The disclosures for this measure are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. (3) Results reflect a 70 bps one-time benefit stemming from the USDA's Pandemic Assistance for Cotton Users program 4 53#54STRONG TRACK RECORD OF CAPITAL RETURNS IN EXCESS OF $1.6B OF CAPITAL RETURNED TO SHAREHOLDERS OVER THE PAST FIVE YEARS Dividends (in millions of dollars) Annual cash dividends per common share $0.68 in 2022 Share repurchases (in millions of dollars and shares) Percentage of shares repurchased (2) $0.37 $0.45 $0.54 $0.62(1) 110 95 85 31 5.1% 5.9% 4.0% 0.4% 3.3% 368 329 90 FY 2017 FY 2018 FY 2019 Q1 2020 Q2-Q4 2021 2017 2018 10% dividend per share increase in 2022 (1) Quarterly cash dividend suspended in the first quarter of 2020 and reinstated on May 5, 2021 (2) Calculated as the number of common shares repurchased for cancellation during the fiscal year divided by the public float as at the reference date for the normal course issuer bid 257 245 2019 23 2020 2021 NCIB increase from 5 to 10% in 2022 54 54#55STRONG BALANCE SHEET TO SUPPORT CAPITAL ALLOCATION PRIORITIES WELL POSITIONED FOR STRONG ONGOING RETURN OF CAPITAL 2.1 Q1 0.6 Q2 22 Net debt leverage ratio (1) 0.7 0.4 Q3 2021 00 Q4 Target (1) This is a non-GAAP ratio. This measure does not have any standardized meanings prescribed by IFRS and is therefore unlikely to be comparable to a similar measure presented by other companies. The disclosures for this measure are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. 2.0x Target leverage framework 1.0x 55#563-YEAR FINANCIAL OUTLOOK(1) CREATING SHAREHOLDER VALUE BY DELIVERING ON REVENUE GROWTH, TARGET MARGINS AND CAPITAL ALLOCATION $2.9 2021 Net sales (in billions of dollars) 7-10% CAGR (1) See slide entitled "Forward-Looking Statements" on page 3 Adjusted operating margin (2,3) 20% 18-20% $3.6-3.9 | I 2024E 2021 2024E Capital allocation CAPEX investment of 6-8% of net sales over the 3-year period Annual dividend growth Continued share repurchases in line with our 1-2x leverage framework and valuation considerations M&A Opportunistic M&A to strengthen organic growth capabilities (2) This is a non-GAAP ratio. This measure does not have any standardized meanings prescribed by IFRS and is therefore unlikely to be comparable to a similar measure presented by other companies. The disclosures for this measure are incorporated by reference to section 17.0 "Definition and reconciliation of non-GAAP financial measures" of the Company's January 2, 2022 MD&A which was filed on February 24, 2022 and is available at www.sedar.com. (3) Results reflect a 60 bps one-time benefit stemming from the USDA's Pandemic Assistance for Cotton Users program 56#57A CLEAR PATH TO LONG-TERM VALUE CREATION (1) STRONG FOUNDATION Vertically integrated, large-scale, low-complexity, low cost, responsible manufacturing COMPELLING PATH TO SHAREHOLDER VALUE CREATION FAVORABLE MARKET DYNAMICS Well positioned to gain market share in an expanded addressable market driven by broader industry shifts 3-year net sales CAGR of 7% - 10% 3-year adjusted operating margin 18% - 20% SUSTAINABLE GROWTH STRATEGY Leveraging and expanding our competitive advantage through capacity-driven growth, innovation, and continued focus on ESG Return on net assets ≥ 20% Enhanced shareholder returns through dividends and share repurchases (1) See slide entitled "Forward-Looking Statements" on page 3 57#585 MINUTE BREAK 58#59Q&A PERIOD GILDAN®